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1 Compiled by: Dr Nidhi Deouskar HOD MBA,SIRT
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Compiled by:Dr Nidhi DeouskarHOD MBA,SIRT
Chapter Outline Perception Defined
Factors Influencing Perception
Perceptual Errors
Why Do Perception and Judgment Matter?
Personality
Emotions
Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2-8Copyright © 2007 Pearson Education Canada
Perception, Personality, and Emotions
1. What is perception?
2. What causes people to have different perceptions of the same situation?
3. Can people be mistaken in their perceptions?
4. Does perception really affect outcomes?
5. What is personality and how does it affect behaviour?
6. Can emotions help or get in the way when dealing with others?
Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2-9Copyright © 2007 Pearson Education Canada
Perception What Is Perception?
The process by which individuals organize and interpret their impressions in order to give meaning to their environment.
Why Is It Important? Because people’s behaviour is based on their perception of
what reality is, not on reality itself.
The world as it is perceived is the world that is behaviourally important.
Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2-10Copyright © 2007 Pearson Education Canada
Why We Study Perceptions To better understand how people make attributions
about events.
We don’t see reality. We interpret what we see and call it reality.
The attribution process guides our behaviour, regardless of the truth of the attribution.
Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2-11Copyright © 2007 Pearson Education Canada
Factors Influencing Perception The Perceiver
The Target
The Situation
Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2-12Copyright © 2007 Pearson Education Canada
Exhibit 2-1 Factors that Influence Perception
Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2-13Copyright © 2007 Pearson Education Canada
Perception
The Target
• Novelty
• Motion
• Sounds
• Size
• Background
• Proximity
The Perceiver
• Attitudes
• Motives
• Interests
• Experience
• Expectations
The Situation
• Time
• Work setting
• Social setting
Perceptual Errors Attribution Theory
Selective Perception
Halo Effect
Contrast Effects
Projection
Stereotyping
Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2-14Copyright © 2007 Pearson Education Canada
Attribution Theory When individuals observe behaviour, they attempt to
determine whether it is internally or externally caused.
Distinctiveness
Does the individual act the same way in other situations?
Consensus
Does the individual act the same as others in same situation?
Consistency
Does the individual act the same way over time?
Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2-15Copyright © 2007 Pearson Education Canada
Attribution Theory Fundamental Attribution Error The tendency to underestimate external factors and
overestimate internal factors when making judgments about others’ behaviour.
Self-Serving Bias The tendency to attribute one’s successes to internal
factors while putting the blame for failures on external factors.
Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2-16Copyright © 2007 Pearson Education Canada
Exhibit 2-2 Attribution Theory
Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2-17Copyright © 2007 Pearson Education Canada
Observation InterpretationAttribution
of cause
External
High(Seldom)
Low(Frequently)
High
Low(Seldom)
High(Frequently)
Low(Seldom)
Internal
rna l
Individual
behaviour
Distinctiveness
(How often does the
person do this in
other situations?)
Consensus
(How often do other
people do this in
similar situations?)
Consistency
(How often did the
person do this in
the past?)
External
Internal
Internal
External
(Frequently)
Perceptual Errors Selective Perception
People selectively interpret what they see based on their interests, background, experience, and attitudes.
Halo Effect
Drawing a general impression about an individual based on a single characteristic.
Contrast Effects
A person’s evaluation is affected by comparisons with other individuals recently encountered.
Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2-18Copyright © 2007 Pearson Education Canada
Perceptual Errors Projection Attributing one’s own characteristics to other people.
Stereotyping Judging someone on the basis of your perception of
the group to which that person belongs.
Prejudice An unfounded dislike of a person or group based on
their belonging to a particular stereotyped group.
Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2-19Copyright © 2007 Pearson Education Canada
Why Do Perceptions and Judgment Matter? Self-Fulfilling Prophecy
A concept that proposes a person will behave in ways consistent with how he or she is perceived by others.
Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2-20Copyright © 2007 Pearson Education Canada
PersonalityThe sum total of ways in which an individual reactsand interacts with others.
Personality Determinants Heredity Environmental Factors Situational Conditions
Personality Traits Enduring characteristics that describe an individual’s
behaviour. The Myers-Briggs Type Indicator (MBTI) The Big Five Model
Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2-21Copyright © 2007 Pearson Education Canada
Myers-Briggs Type Indicator Personality test to determine how people usually act or feel in
particular situations.
Classifications:
Extroverted (E) or Introverted (I)
Sensing (S) or Intuitive (N)
Thinking (T) or Feeling (F)
Perceiving (P) or Judging (J)
Combined to form types, for example:
ESTP
INTJ
Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2-22Copyright © 2007 Pearson Education Canada
The Big Five Model Classifications
Extraversion
Agreeableness
Conscientiousness
Emotional Stability
Openness to Experience
Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2-23Copyright © 2007 Pearson Education Canada
Exhibit 2-4 Big Five Personality Factors
Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2-24Copyright © 2007 Pearson Education Canada
Major Personality Attributes Influencing OB Locus of Control
Machiavellianism
Self-Esteem
Self-Monitoring
Risk-Taking
Type A Personality
Type B Personality
Proactive PersonalityChapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2-25Copyright © 2007 Pearson Education Canada
Locus of Control The degree to which people believe they are in control
of their own fate.
Internals
Individuals who believe that they control what happens to them.
Externals
Individuals who believe that what happens to them is controlled by outside forces such as luck or chance.
Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2-26Copyright © 2007 Pearson Education Canada
Exhibit 2-5 The Effects of Locus of Control on Performance
Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2-27Copyright © 2007 Pearson Education Canada
Condition Performance
Information Processing The work requires complex information processing and complex learning
Internals perform better
The work is quite simple and easy to learn Internals perform better than externals
Initiative The work requires initiative and independent action
Internals perform better
The work requires compliance and conformity Externals perform better
Motivation The work requires high motivation and provides valued rewards in return for greater effort; it offers incentive pay for greater productivity
Internals perform better
The work does not require great effort and contingent rewards are lacking; hourly pay rates are determined by collective bargaining
Externals perform at least as well as internals
Source: J. B. Miner, Industrial-Organizational Psychology (New York: McGraw Hill, 1992), p. 151. Reprinted with permission of The McGraw-Hill Companies.
Machiavellianism Degree to which an individual is pragmatic, maintains
emotional distance, and believes that ends can justify means.
Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2-28Copyright © 2007 Pearson Education Canada
Self-Esteem Individuals’ degree of liking or disliking of themselves.
Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2-29Copyright © 2007 Pearson Education Canada
Exhibit 2-6 Branden’s Six Pillars of Self-Esteem
Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2-30Copyright © 2007 Pearson Education Canada
1. Living consciously: Be aware of everything that affects your values and goals, and act with awareness.
2. Self-acceptance: Accept who you are without criticism and judgment.
3. Personal responsibility: Take responsibility for the decisions you make and the things you do.
4. Self-assertiveness: Honour your wants, needs, and values, and don’t be afraid to speak up for things that are important to you.
5. Living purposefully: Develop short- and long-term goals, and make realistic plans to achieve your goals.
6. Personal integrity: Live up to your word and your values.
Source: Adapted from N. Branden, Self-Esteem at Work: How Confident People Make Powerful Companies (San Francisco: Jossey-Bass, 1998), pp. 33-36).
Self-Monitoring A personality trait that measures an individual’s ability
to adjust behaviour to external situational factors.
Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2-31Copyright © 2007 Pearson Education Canada
Risk-Taking Refers to a person’s willingness to take chances or risks.
Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2-32Copyright © 2007 Pearson Education Canada
Type A Personality Moves, walks, and eats rapidly
Impatient
Multitasks
Dislikes leisure time
Obsessed with numbers, measures success in terms of how many or how much of everything is acquired
Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2-33Copyright © 2007 Pearson Education Canada
Type B Personality Never suffers from a sense of time urgency
Doesn’t need to display or discuss achievements or accomplishments
Plays for fun and relaxation, not to win
Can relax without guilt
Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2-34Copyright © 2007 Pearson Education Canada
