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Perception Defined
Factors Influencing Perception
Perceptual Errors
Why Do Perception and Judgment Matter?
Personality
Chapter 2, Nancy Langton and Stephen P. Robbins,
Emotionsof Organizational Behaviour, Third Canadian
Fundamentals
Edition
2-2
Copyright 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
Chapter 2, Nancy Langton and Stephen P. Robbins,
behaviour?
Fundamentals of Organizational Behaviour, Third Canadian
6. Can emotions help or get in the way when dealing
Edition
with others?
2-3
Copyright 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 peoples behaviour is based on their perception
Chapterof2,what reality
Nancy is, notand
Langton on reality
Stephenitself.
P. Robbins,
Fundamentals
The worldof Organizational
as it is perceivedBehaviour,
is the world Third Canadian
that is
Editionbehaviourally important.
2-4
Copyright 2007 Pearson Education Canada
Why We Study Perceptions
To better understand how people make
attributions about events.
We dont see reality. We interpret what we see
and call it reality.
The attribution process guides our behaviour,
regardless
Chapter 2, Nancyof the truth
Langton of the attribution.
and Stephen P. Robbins,
Fundamentals of Organizational Behaviour, Third Canadian
Edition
2-5
Copyright 2007 Pearson Education Canada
Factors Influencing Perception
The Perceiver
The Target
The Situation
Time Attitudes
W ork setting Motives
Social setting Interests
Experience
Expectations
Perception
The Target
Chapter 2, Nancy Langton and Stephen P. Robbins,
Novelty
Attribution Theory
Selective Perception
Halo Effect
Contrast Effects
Projection
Chapter 2, Nancy Langton and Stephen P. Robbins,
Stereotyping
Fundamentals of Organizational Behaviour, Third Canadian
Edition
2-8
Copyright 2007 Pearson Education Canada
Attribution Theory
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
Chapter Effects
2, Nancy Langton and Stephen P. Robbins,
Fundamentals of Organizational
A persons Behaviour,
evaluation is affected Third Canadian
by comparisons with
Editionother individuals recently encountered.
2-12
Copyright 2007 Pearson Education Canada
Perceptual Errors
Projection
Attributing ones own characteristics to other
people.
Stereotyping
Judging someone on the basis of your perception
of the group to which that person belongs.
Prejudice
Chapter
An2, unfounded
Nancy Langton and Stephen
dislike P. Robbins,
of a person or group based
Fundamentals
on theirofbelonging
Organizational
to aBehaviour,
particular Third Canadian
stereotyped
Editiongroup.
2-13
Copyright 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.
Classifications
Extraversion
Agreeableness
Conscientiousness
Emotional Stability
Openness
Chapter to Experience
2, Nancy Langton and Stephen P. Robbins,
Fundamentals of Organizational Behaviour, Third Canadian
Edition
2-17
Copyright 2007 Pearson Education Canada
Exhibit 2-4
Big Five Personality Factors
The work is quite simple and easy to learn Internals perform better than externals
Initiative
The work requires initiative and independent Internals perform better
action
Motivation
The work requires high motivation and Internals perform better
Chapter 2, Nancy Langton and Stephen P. Robbins,
provides valued rewards in return for greater
effort; it offers incentive pay for greater
productivity
Fundamentals of Organizational Behaviour, Third Canadian Source: J. B. Miner,
Industrial-Organizational
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 dont be afraid
to speak up for things that are important to you.
Chapter 2, Nancy
5. Living Langton
purposefully: andandStephen
Develop short- P. Robbins,
long-term goals, and make realistic
plans to achieve your goals.
Fundamentals of Organizational Behaviour, Third Canadian
6. Personal integrity: Live up to your word and your values.
Edition
2-24
Source: Adapted from N. Branden, Self-Esteem at Work: How Confident People Make Powerful Companies (San Francisco: Jossey-Bass, 1998), pp. 33-36).
1. What is perception?
Perception is the process by which individuals
organize and interpret their impressions in
order to give meaning to their environment.
2. What causes people to have different
perceptions of the same situation?
2,
Chapter Nancy Langton
Perceptions and Stephen
are affected P. Robbins,
by factors in the
Fundamentals of Organizational
perceiver, Behaviour,
in the object or targetThird
beingCanadian
Edition perceived, and in the context or situation.
2-34
Copyright 2007 Pearson Education Canada
Summary and Implications
1. Define perception.
2. What is attribution theory? What are its implications for
explaining behaviour in organizations?
3. What is stereotyping? Give an example of how stereotyping can
create perceptual distortion.
4. Give some positive results of using shortcuts when judging
others.
Chapter 2, Nancy
5. Describe Langton
the factors in the and
Big Stephen P. Robbins,
Five model. Evaluate which
Fundamentals
factor showsofthe
Organizational
greatest value Behaviour,
in predictingThird Canadian
behaviour.
Edition
2-38
Copyright 2007 Pearson Education Canada
For Review
In groups:
Quickly determine the means for each of the
personality items.
Develop a summary statement of your group
based on the means for each of the items.
What are the implications for the workplace of
Chapterscoring either
2, Nancy highand
Langton or Stephen
low on these dimensions?
P. Robbins,
(Your of
Fundamentals group will be asked
Organizational to examine
Behaviour, one of the
Third Canadian
Editiondimensions.)
2-43
Copyright 2007 Pearson Education Canada
Perception Exercise
In the new OB project team, two members obviously have different perceptions on
just about everything the team does. Kevin sees the project one way; Kim sees it
differently. They have different perceptions about team goals, methods, values, and
the roles team members should play. Kevin gives the impression he wants to be in
charge and he argues aggressively to get his way. Kim, who is more reserved,
offers thoughtful ideas in rebuttal, and usually consults with the other group
members for their views and support. Privately, Kevin bad-mouths Kim to anyone
who will listen. He says that he has been on successful teams many times and
knows the best ways to operate the team. He says that Kim is a control freak and
the only one on the team holding up progress.Kim, on the other hand, only
conveys her feelings about Kevin when team members are present, but she has
repeatedly said out loud, There are more ways of getting this team started than just
yours! Too bad you have a closed mind! For the most part, the other team
Chapter
members 2,perceive
NancyKim Langton
and Kevinand Stephen
to have P. Robbins,
a personality conflict, and they are
avoiding getting
Fundamentals ofinvolved. The team is ineffective
Organizational Behaviour,so far, Third
and theres pressure to get
Canadian
the team on track because of the impending class assignment deadline.
Edition
2-44
Copyright 2007 Pearson Education Canada
In Groups
Agree on answers to the following questions, and then report back on your groups
conclusions. Time: 30 minutes.
What main factors may account for the different perceptions held by
Kevin and Kim?
In each perceiver?
In the targets?
In the current situation?
What are some short cuts each may be taking in judging the other? Are
these judgements correct?
To what extent might the current situation be affecting the different
perceptions?
To what extent might each persons apparent personality be the cause for
Chapterthe2,current
Nancy conflict?
LangtonDefineand
theirStephen
respectiveP.
personalities.
Robbins,
If behaviour
Fundamentals such as this happensBehaviour,
of Organizational often, how canThird
perceptions be changed
Canadian
to that people in conflict like Kevin and Kim can reach consensus? List
Edition some ideas.
Source:
2-45 Larry Anderson, Sauder School of Business, UBC
Copyright 2007 Pearson Education Canada