It is only for Education purpose of management students.

1. Unit 2
Perception, Attitude, and
Values
Faculty: Prof. Kanchan Kumari

2. Contents
• Perception -Nature, Process, Importance, Factors influencing perception
• Attitude and Values-Nature, Process, Importance, Factors influencing
Attitude
• Values-Nature, Process, Importance, Factors influencing values
• Projection, Stereotyping,
• Concept of Pygmalion Effect- an overview of emotions
• Values beliefs and Attitudes and Managerial Implications.

3. Perception
• the process by which one screens, selects, organizes, and interprets
stimuli to give them meaning. It is a process of making sense out of the
environment in order to make an appropriate behavioural response.
• Perception in Organisational Behavior is defined as the process by which
an individual selects, organizes and interprets stimuli into a
meaningful and coherent picture of the world. Perception is an
intellectual process of transforming sensory stimuli to meaningful
information.

4. Nature of Perception
• Perception is Meaningful
• Perception is selective
• Perception is based on sensation
• Perception is preventive or representative process of mind.
• Perception means observation/ experience
• Perception makes use of images
• Perception is both analytic and Synthetic

5. Process of Perception

6. Process of Perception
• Perceptual Inputs- Sensation
• Perceptual Process- Selecting , Organizing and Interpreting
• Perceptual Outputs- Values ,Attitude and Behaviour

7. Importance of Perception
• Perception plays a vital role in shaping the personality of an individual
• Perception is central and interpreting the world around us
• Perception effects the outcome of our behaviour because we act on basis of
what we see
• Understanding of perception is important to understand and control the
human behaviour

8. Factors influencing Perception
Relate to the Perceiver, Perceived and Situation. They are either
Internal Factors
External Factors- Size, intensity, frequency, status, etc….
Internal Factors-It includes once need, and desires, Personality and experience.

9. Attribution Theory of Perception
• The Attribution Theory is concerned with how individuals perceive the information
they receive, interpret events, and how these form causal judgements. No individual
would take an action or decision without attributing it to a cause or factor.
• Example-For example, if an employee arrived late for work today, would we think it was
internally caused (e.g. as a result of sleeping late) or externally caused (e.g. by a traffic jam)?
• That determination depends on three factors. We’ll spend the remainder of this entry
delving deeper into each, but for now, here they are in order.
1. Distinctiveness,
2. Consensus, and
3. Consistency.

10. Issue involved in Perception
• Selective Perception
• Interpretation Perception
• Organization Perception

11. Selective Perception
• Selective perception is the process by which individuals perceive what
they want to in media messages while ignoring opposing viewpoints. It
is a broad term to identify the behaviour all people exhibit to tend to "see
things" based on their particular frame of reference.

12. Halo Effect in Perception
• The halo effect is the tendency for positive impressions of a person,
company, country, brand, or product in one area to positively or negatively
influence
• The halo effect is a well documented social-psychology phenomenon that
causes people to be biased in their judgments by transferring their feelings
about one attribute of something to other, unrelated, attributes

13. Contrast effect in Perception
• Contrast is the contradiction in luminance or colour that makes an
object (or its representation in an image or display) distinguishable. In
visual perception of the real world, contrast is determined by the difference
in the colour and brightness of the object and other objects within the same
field of view

14. Attitude
• An attitude can be defined as a predisposition to respond in a favourable or
unfavourable way to objects or persons in one's environment. When we like or
dislike something, we are, in effect, expressing our attitude toward the person or
object.
• An attitude is a positive, negative, or mixed evaluation of an object expressed at
some level of intensity. It is an expression of a favorable or unfavorable evaluation
of a person, place, thing, or event. These are fundamental determinants of our
perceptions of and actions toward all aspects of our social environment. Attitudes
involve a complex organization of evaluative beliefs, feelings, and tendencies toward
certain actions.

15. Characteristics of Attitude
•Attitudes are the complex combination of things we call personality, beliefs, values, behaviors, and
motivations.
•It can fall anywhere along a continuum from very favorable to very unfavorable.
•All people, irrespective of their status or intelligence, hold attitudes.
•An attitude exists in every person’s mind. It helps to define our identity, guide our actions, and influence how
we judge people.
•Although the feeling and belief components of attitude are internal to a person, we can view a person’s
attitude from their resulting behavior.
•Attitude helps us define how we see situations and define how we behave toward the situation or object.
•It provides us with internal cognitions, beliefs, and thoughts about people and objects.
•It can also be explicit and implicit. Explicit attitude is those that we are consciously aware of an implicit
attitude is unconscious but still affect our behaviors.
•Attitudes cause us to behave in a particular way toward an object or person.
•An attitude is a summary of a person’s experience; thus, an attitude is grounded in direct experience and
predicts future behavior more accurately.
•It includes certain aspects of the personality as interests, appreciation, and social conduct.
•It indicates the total of a man’s inclinations and feelings.

16. Factors influencing Attitude
• Social Factors.
• Direct Instruction.
• Family.
• Prejudices.
• Personal Experience.
• Media.
• Educational and Religious Institutions.
• Physical Factors.
• Economic Status and Occupations.

17. Types of Attitude

18. Values
• They are the lifeline of an organization. Values state what is important to you as an individual and to
your organization. In other words, values are what company or individual stand for. They reflect who you
are, which in turn affects what you do and how you do it, which is your culture.
• Values provide the basic foundation for understanding a person’s attitudes, perceptions and personality.
Values contain judgmental element as to what is right, good, or desirable. Values have both content and
intensity attributes. Content attribute describes- what is important; intensity attribute describes- how much is
it important. When individual’s values are ranked in terms of their intensity, we obtain that person’s value
system. Value system is a hierarchy based on a ranking of an individual’s values in terms of their intensity.

19. Characteristics of Values
a) Values provide standards of proficiency and integrity.
b) Values are fewer in number than attitudes.
c) Values are most central to the core of a person.
d) Values usually go beyond the specific objects, situations, or persons.
e) Values are relatively permanent and resistant to change.
f) When values are ranked in terms of their importance, it results into the value system of that
person.
g) The value system of an individual provides a hierarchical framework which indicates the
relative importance we assign to different values such as freedom, self respect, honesty, self
respect and so on.

20. Importance of Values
a) Values provide the basic framework for understanding attitudes and motivation of an
individual.
b) Value system of an individual influences the perception about whatever is happening around in
the environment.
c) Values symbolize the explanation of right and wrong.
d) Value system influences an individual’s decision making and choice of solution to various
problems.
e) Values also play social function in an organization. Those values which are derived from
common experiences help in uniting the societies and groups together.
f) Values influence behaviour of an individual and therefore provide the criteria for evaluating the
behaviour of others.
g) In order to meet the challenge of reconstructing the established work values all over the world,
understanding the values becomes necessary for every manager in the organization.

21. Values, Beliefs and Attitudes

22. Values, Beliefs and Attitudes with managerial implications

23. Learning
Learning can be defined as the permanent change in behavior due to
direct and indirect experience. It means change in behavior, attitude due to
education and training, practice and experience. It is completed by acquisition
of knowledge and skills, which are relatively permanent.

24. Characteristics of Learning

25. Theories of Learning
• Conditioning Theories
• Social Learning Theories
• Managerial implication of Learning Theories

26. Conditioning Theories
• In classical conditioning, changes in behavior are thought to arise
through changes in stimuli—that is, a transfer from an unconditioned
stimulus to a conditioned stimulus. In operant conditioning, on the other
hand, changes in behaviour are thought to result from the consequences of
previous behaviour

27. Social Learning Theories
• Social learning theory is the philosophy that people can learn from each
other through observation, imitation and modeling. The concept was
theorized by psychologist Albert Bandura and combined ideas behind
behaviourist and cognitive learning approaches.

28. Managerial implication of Learning Theories
• Implication of the behavioural learning theories. As environment properly
arranged help learning to occur, teachers should prepare the
environment that will help learners to learn such as arranging
activities that suit environment. Teachers also need to help learners make
practice of what they have learned.

29. Motivation
• Motivation can be described as the internal force that impacts the
direction, intensity, and endurance of a person's voluntary choice of
behaviour. It consists of − Direction − focused by goals. Intensity − bulk
of effort allocated.

30. Four major theories
• There are four major theories in the need-based category: Maslow's
hierarchy of needs, ERG theory, Herzberg's dual factor theory, and
McClelland's acquired needs theory.

31. Maslow's hierarchy of needs
• Maslow’s Hierarchy of Needs Theory is regarded as one of the most popular
theories on motivation. It is a theory of psychology that explains that humans are
highly motivated in order to fulfill their needs, which is based on hierarchical order.
• It was first introduced by Abraham Maslow in 1943 for his paper titled Theory of
Motivation and is based on a hierarchy of needs, which starts with the most basic
needs and subsequently moves on to higher levels.
• The main goal of this need hierarchy theory is to attain the highest position or the
last of the needs, i.e need for self actualization.
• In business studies, it is used as a part of organisational behaviour and also regularly
used in psychology lectures.

32. Maslow's hierarchy of needs
• Physiological Needs. Food, water, clothing, sleep, and shelter are the bare
necessities for anyone's survival. ...
• Safety and Security. Once a person's basic needs are satisfied, the want for
order and predictability sets in. ...
• Love and Belonging. ...
• Esteem. ...
• Self-Actualization.

33. ERG theory
• Alderfer's ERG theory suggests that there are three groups of core
needs: existence (E), relatedness (R), and growth (G)—hence the
acronym ERG. These groups align with Maslow's levels of physiological
needs, social needs, and self-actualization needs, respectively.
• ERG theory is a modification of Maslow's hierarchy, where the five
needs are collapsed into three categories (existence, relatedness, and
growth). The two-factor theory differentiates between factors that make
people dissatisfied on the job (hygiene factors) and factors that truly motivate
employees.

34. vroom's expectancy theory
• It works on the assumption that people will choose to maximise pleasure
and minimise pain. This means that people will behave in a way that results
in the best outcome or reward
• The expectancy theory of motivation, or the expectancy theory, is the belief
that an individual chooses their behaviors based on what they believe
leads to the most beneficial outcome. This theory is dependent on how
much value a person places on different motivations

35. THANK YOU
• Prof. Kanchan Kumari