Perceiving Ourselves and Others in Organizations McGraw-Hill/Irwin Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved. Chapter 3 3-‹#› 1 Complexity People have multiple self-views Consistency Similar personality and values across multiple selves Clarity Clearly and confidently described, internally consistent, and stable across time. People have better well-being with: multiple selves (complexity) well established selves (clarity) selves are similar and compatible with traits (consistency) Self-Concept Dimensions (3 C’s) 3-‹#› 3-‹#› Self-enhancement Drive to promote/protect a positive self-view competent, attractive, lucky, ethical, valued Positive self-concept outcomes: better personal adjustment and mental/physical health inflates personal causation and probability of success Self-verification Motivation to verify/maintain our self-concept Stabilizes our self-concept People prefer feedback consistent with their self-concept Self-verification outcomes: Tend to perceive information consistent with our self-concept We interact more with those who affirm our self-concept Self-Enhancement and Self-Verification 3-‹#› 3-‹#› 3 Self-evaluation Self-esteem – extent that we like and respect ourselves Self-efficacy -- belief in one’s ability, motivation, role perceptions, and situation to complete a task Locus of control -- general belief about personal control over life events Social Self Social identity -- defining ourselves in terms of groups to which we belong or have an emotional attachment We identify with groups that support self-enhancement Self-Evaluation and Social Self 3-‹#› 3-‹#› 4 Perception Defined The process of receiving information about and making sense of the world around us Determining which information gets noticed how to categorize this information how to interpret information within our existing knowledge framework 3-‹#› 3-‹#› 5 Selective Attention Selecting vs ignoring sensory information Affected by object and perceiver characteristics Emotional markers attached to selected information Confirmation bias Information contrary to our beliefs/values is screened out 3-‹#› 3-‹#› 6 Categorical thinking Mostly nonconscious process of organizing people/things Perceptual grouping principles Similarity or proximity Closure -- filling in missing pieces Perceiving trends Interpreting incoming information Emotional markers automatically evaluate information Perceptual Organization/Interpretation 3-‹#› 3-‹#› 7 Social identity and self-enhancement reinforce stereotyping through: Categorization -- Categorize people into groups Homogenization -- Assign similar traits within a group; different traits to other groups Differentiation -- Assign less favourable attributes to other groups Stereotyping Through Categorization, Homogenization, Differentiation 3-‹#› 3-‹#› 8 Attribution Rules External Attribution Frequently Consistency Seldom Internal Attribution Frequently Distinctiven.

1. Perceiving Ourselves and Others in Organizations
McGraw-Hill/Irwin
Copyright © 2013 by The McGraw-Hill Companies, Inc.
All rights reserved.
Chapter 3
3-‹#›
1
Complexity
People have multiple self-views
Consistency
Similar personality and values across multiple selves
Clarity
Clearly and confidently described, internally consistent, and
stable across time.
People have better well-being with:
multiple selves (complexity)
well established selves (clarity)
selves are similar and compatible with traits (consistency)
Self-Concept Dimensions (3 C’s)
3-‹#›
3-‹#›
Self-enhancement
Drive to promote/protect a positive self-view
competent, attractive, lucky, ethical, valued
Positive self-concept outcomes:
better personal adjustment and mental/physical health
inflates personal causation and probability of success

2. Self-verification
Motivation to verify/maintain our self-concept
Stabilizes our self-concept
People prefer feedback consistent with their self-concept
Self-verification outcomes:
Tend to perceive information consistent with our self-concept
We interact more with those who affirm our self-concept
Self-Enhancement and Self-Verification
3-‹#›
3-‹#›
3
Self-evaluation
Self-esteem – extent that we like and respect ourselves
Self-efficacy -- belief in one’s ability, motivation, role
perceptions, and situation to complete a task
Locus of control -- general belief about personal control over
life events
Social Self
Social identity -- defining ourselves in terms of groups to which
we belong or have an emotional attachment
We identify with groups that support self-enhancement
Self-Evaluation and Social Self
3-‹#›
3-‹#›
4
Perception Defined
The process of receiving information about and making sense of
the world around us

3. Determining which information gets noticed
how to categorize this information
how to interpret information within our existing knowledge
framework
3-‹#›
3-‹#›
5
Selective Attention
Selecting vs ignoring sensory information
Affected by object and perceiver characteristics
Emotional markers attached to selected information
Confirmation bias
Information contrary to our beliefs/values is screened out
3-‹#›
3-‹#›
6
Categorical thinking
Mostly nonconscious process of organizing people/things
Perceptual grouping principles
Similarity or proximity
Closure -- filling in missing pieces
Perceiving trends
Interpreting incoming information
Emotional markers automatically evaluate information
Perceptual Organization/Interpretation

4. 3-‹#›
3-‹#›
7
Social identity and self-enhancement reinforce
stereotyping through:
Categorization -- Categorize people into groups
Homogenization -- Assign similar traits within a group;
different traits to other groups
Differentiation -- Assign less favourable attributes to other
groups
Stereotyping Through Categorization, Homogenization,
Differentiation
3-‹#›
3-‹#›
8
Attribution Rules
External Attribution
Frequently
Consistency
Seldom
Internal Attribution
Frequently
Distinctiveness

5. Seldom
Seldom
Consensus
Frequently
3-‹#›
3-‹#›
9
Self-Fulfilling Prophecy Cycle
Supervisor
forms
expectations
Expectations
affect supervisor’s
behavior
Supervisor’s
behavior affects
employee
Employee’s
behavior matches
expectations
3-‹#›

6. 3-‹#›
10
...at the beginning of the relationship (e.g. employee joins the
team)
...when several people have similar expectations about the
person
...when the employee has low rather than high past achievement
Self-Fulfilling Prophecy Effect is Strongest...
3-‹#›
3-‹#›
Halo effect
One trait affects perception of person’s other traits
False-consensus effect
overestimate how many others have similar beliefs or traits like
ours
Primacy effect
First impressions
Recency effect
Most recent information dominates perceptions
Other Perceptual Effects
3-‹#›
3-‹#›
12
Awareness of perceptual biases
Improving self-awareness
Applying Johari Window
Meaningful interaction

7. Close, frequent interaction toward a shared goal
Equal status
Engaged in a meaningful task
Strategies to Improve Perceptions
3-‹#›
3-‹#›
13
An individual’s ability to perceive, appreciate, and empathize
with people from other cultures, and to process complex cross-
cultural information.
awareness of, openness to, and respect for other views and
practices in the world
capacity to empathize and act effectively across cultures
ability to process complex information about novel
environments
ability to comprehend and reconcile intercultural matters with
multiple levels of thinking
Global Mindset
3-‹#›
3-‹#›
Individual Behavior, Personality, and Values
McGraw-Hill/Irwin
McShane/Von Glinow OB 5e
Copyright © 2010 by The McGraw-Hill Companies, Inc. All

8. rights reserved.
*
Values, Personality, and Self-Concept at Fairmont Hotels &
Resorts
Fairmont Hotels & Resorts has excelled as North America’s
largest luxury hotel operator by hiring people such as Yasmeen
Youssef (shown here) with the right values and personality and
then nurturing their self-concept.
YasmeenYoussef
Fairmont Hotels & Resorts
2-*
*
MARS Model of Individual Behavior
Individual behavior and results
Role perceptions
Motivation
Ability
2-*
Situational
factors
Values
Personality

9. Perceptions
Emotions
Attitudes
Stress
*
Employee MotivationInternal forces that affect a person’s
voluntary choice ofbehaviordirectionintensitypersistence
2-*
R
BAR
S
M
A

10. *
Employee AbilityNatural aptitudes and learned capabilities
personal characteristics that lead to superior performancePerson
gselectingdevelopingredesigning
2-*
R
BAR
S
M
A
*
Role PerceptionsBeliefs about what behavior is required to
achieve the desired results:understanding what tasks to
performunderstanding relative importance of tasksunderstanding
preferred

11. behaviors to accomplish tasks
2-*
R
BAR
S
M
A
*
Situational FactorsEnvironmental conditions beyond the
individual’s short-term control that constrain or facilitate
behaviortimepeoplebudgetwork facilities
2-*
R
BAR
S
M
A

12. *
Defining PersonalityRelatively enduring pattern of thoughts,
emotions, and behaviors that characterize a person, along with
the psychological processes behind those characteristicsExternal
traits – observable behaviorsInternal states – thoughts, values,
etc inferred from behaviorsSome variability, adjust to suit the
situation
2-*
*
Nature vs. Nurture of PersonalityInfluenced by NatureHeredity
explains about 50 percent of behavioural tendencies and 30
percent of temperamentMinnesota studies – twins had similar
behaviour patterns Influenced by NurtureSocialization, life
experiences, learning also affect personalityPersonality isn’t
stable at birthStabilizes throughout adolescenceExecutive
function steers using our self-concept as a guide
2-*
*
Five-Factor Personality Model (CANOE)
Outgoing, talkative

13. Sensitive, flexible
Careful, dependable
Courteous, caring
Anxious, hostile
Conscientiousness
Agreeableness
Neuroticism
Openness to Experience
Extroversion
2-*
*
Five-Factor Personality and Organizational
BehaviorConscientiousness and emotional stabilityMotivational
components of personalityStrongest personality predictors of
performanceExtroversionLinked to sales and mgt
performanceRelated to social interaction and
persuasionAgreeablenessEffective in jobs requiring cooperation
and helpfulnessOpenness to experienceLinked to higher
creativity and adaptability to change
2-*
*
MBTI at Southwest Airlines
Southwest Airlines uses the Myers-Briggs Type Indicator to
help staff understand and respect co-workers’ different

14. personalities and thinking styles. “You can walk by and see
someone's [MBTI type] posted up in their cube,” says Elizabeth
Bryant, Southwest’s leadership development director (shown
here).
2-*
Jungian Personality TheorySwiss psychiatrist Carl
JungIdentifies preferences for perceiving the environment and
obtaining/processing informationCommonly measured by
Myers-Briggs Type Indicator (MBTI)
2-*
Myers-Briggs Type Indicator (MBTI)Extroversion versus
introversionsimilar to five-factor dimensionSensing versus
intuitioncollecting information through senses versus through
intuition, inspiration or subjective sourcesThinking versus
feelingprocessing and evaluating informationusing rational
logic versus personal valuesJudging versus perceivingorient
themselves to the outer worldorder and structure or flexibility
and spontaneity
2-*
Feeling Valued at Johnson & Johnson
Johnson & Johnson is one of the most respected employers
because it recognizes the value of supporting each employee’s
self-concept
2-*

15. Self-Concept DefinedAn individual’s self-beliefs and self-
evaluations“Who am I?” and “How do I feel about myself?”
Guides individual decisions and behavior
2-*
Three “C’s” of Self-ConceptComplexityPeople have multiple
self-conceptsConsistencyImproved wellbeing when multiple
self-concepts require similar personality traits and
valuesClarityClearly and confidently described, internally
consistent, and stable across time. Self-concept clarity requires
self-concept consistency
2-*
*
Four “Selves” of Self-ConceptSelf-enhancementPromoting and
protecting our positive self-viewSelf-verificationAffirming our
existing self-concept (good and bad elements)Self-
evaluationEvaluating ourselves through self-esteem, self-
efficacy, and locus of controlSocial selfDefining ourselves in
terms of group membership
2-*
*
Self-Concept: Self-EnhancementDrive to promote/protect a

16. positive self-view competent, attractive, lucky, ethical,
valuedStrongest in common/important situationsPositive self-
concept outcomes:better personal adjustment and
mental/physical health inflates personal causation and
probability of success
2-*
*
Self-Concept: Self-VerificationMotivation to verify/maintain
our existing self-conceptStabilizes our self-conceptPeople
prefer feedback consistent with their self-conceptSelf-
verification outcomes:We ignore or reject info inconsistent with
self-conceptWe interact more with those who affirm/reflect self-
concept
2-*
*
Self-Concept: Self-EvaluationDefined mainly by three
dimensions:Self-esteemHigh self-esteem -- less influenced,
more persistent/logicalSelf-efficacyBelief in one’s ability,
motivation, role perceptions, and situation to complete a task
successfullyGeneral vs. task-specific self-efficacyLocus of
controlGeneral belief about personal control over life
eventsHigher self-evaluation with internal locus of control
2-*

17. *
Self-Concept: Social SelfSocial identity -- defining ourselves in
terms of groups to which we belong or have an emotional
attachmentWe identify with groups that have high status -- aids
self-enhancement
Employees at other firms
People living in other countries
Graduates of other schools
An individual’s social identity
IBM Employee
Live in
U.S.A.
University of Dallas Graduate
Contrasting Groups
2-*
*
Values in the WorkplaceStable, evaluative beliefs that guide our
preferencesDefine right or wrong, good or badValue system --
hierarchy of values
2-*

18. *
Schwartz’s Values Model
2-*
*
Schwartz’s Values ModelOpenness to change – motivation to
pursue innovative waysConservation -- motivation to preserve
the status quoSelf-enhancement -- motivated by self-interest
Self-transcendence -- motivation to promote welfare of others
and nature
2-*
*
Values and BehaviorHabitual behavior usually consistent with
values, but conscious behavior less so because values are
abstract constructsDecisions and behavior are linked to values
when:Mindful of our valuesHave logical reasons to apply values
in that situationSituation does not interfere
2-*

19. *
Values CongruenceWhere two or more entities have similar
value systemsProblems with incongruenceIncompatible
decisionsLower satisfaction/loyaltyHigher stress and
turnoverBenefits of incongruenceBetter decision making
(diverse perspectives)Avoids “corporate cults”
2-*
*
Values Across Cultures: Individualism and CollectivismDegree
that people value duty to their group (collectivism) versus
independence and person uniqueness (individualism)Previously
considered opposites, but unrelated -- i.e. possible to value high
individualism and high collectivism
2-*
Individualism
The degree to which people value personal freedom, self-
sufficiency, control over themselves, being appreciated for
unique qualities
Denmark
Taiwan
Italy

20. High Individualism
U.S.
Low Individualism
India
2-*
*
Collectivism
The degree to which people value their group membership and
harmonious relationships within the group
India
U.S.
Taiwan
High Collectivism
Italy
Low Collectivism
Denmark
2-*

21. *
Power DistanceHigh power distanceValue obedience to
authorityComfortable receiving commands from superiors
Prefer formal rules and authority to resolve conflictsLow power
distanceExpect relatively equal power sharingView relationship
with boss as interdependence, not dependence
Japan
Israel
Denmark
Venezuela
High Power Distance
Malaysia
Low Power Distance
U.S.
2-*
*
Uncertainty AvoidanceHigh uncertainty avoidancefeel

22. threatened by ambiguity and uncertaintyvalue structured
situations and direct communicationLow uncertainty
avoidancetolerate ambiguity and uncertainty
High U. A.
Low U. A.
Japan
Greece
U.S.
Italy
Singapore
2-*
*
Achievement-NurturingHigh achievement
orientationassertivenesscompetitivenessmaterialismHigh
nurturing orientationrelationshipsothers’ well-being
Achievement
Nurturing
Japan
U.S.
Sweden

23. China
Chile
France
2-*
*
Utilitarianism
Individual Rights
Greatest good for the greatest number of people
Fundamental entitlements
in society
Distributive Justice
People who are similar should receive similar benefits
Three Ethical Principles
2-*
*
Influences on Ethical Conduct
Moral intensitydegree that issue demands ethical principles
Ethical sensitivityability to recognize the presence and
determine the relative importance of an ethical issue

24. Situational influencescompetitive pressures and other conditions
affect ethical behavior
2-*
*
Supporting Ethical BehaviorEthical code of conductEthics
trainingEthics hotlinesEthical leadership and culture
*
Individual Behavior, Personality, and Values
2-*
McGraw-Hill/Irwin
McShane/Von Glinow OB 5e
Copyright © 2010 by The McGraw-Hill Companies, Inc. All
rights reserved.
*
Introduction to

25. the Field of
Organizational Behavior
McGraw-Hill/Irwin
McShane/Von Glinow OB 5e
Copyright © 2010 by The McGraw-Hill Companies, Inc. All
rights reserved.
*
John Lassiter
Chief Creative Officer
of Pixar and Disney
Pixar Animation StudiosOB practices have helped Pixar
Animation Studios to become the world’s most successful
animation studioEmployee competenciesPeople-
centeredTeamwork and org learningConstructive conflict
1-*
*
John Lassiter
Chief Creative Officer
of Pixar and Disney

26. Organizational Behavior and OrganizationsOrganizational
behaviorThe study of what people think, feel, and do in and
around organizationsOrganizationsGroups of people who work
interdependently toward some purpose
1-*
*
OB FoundationsDistinct field around the 1940sOB concepts
discussed for more than 2,000 yearsSome pivotal scholars
before OB formed include:Max WeberFrederick Winslow
TaylorElton MayoChester Barnard (shown)Mary Parker Follett
Chester Barnard
1-*
Why Study OB?Satisfy the need to understand and predictHelps
us to test personal theoriesInfluence behavior – get things
doneOB improves an organization’s financial healthOB is for
everyone
1-*
*
Old Perspective of
Organizational EffectivenessGoal oriented -- Effective firms

27. achieve their stated objectivesNo longer accepted as indicator
of org effectivenessCould set easy goalsSome goals too abstract
to evaluateCompany might achieve wrong goals
1-*
*
Four Perspectives of Organizational Effectiveness
Stakeholder Perspective
High-Performance WP Perspective
Organizational Learning Perspective
Open Systems Perspective
NOTE: Need to consider all four perspectives when assessing a
company’s effectiveness
1-*
Open Systems PerspectiveOrganizations are complex systems
that “live” within (and depend upon) the external
environmentEffective organizationsMaintain a close “fit” with
changing conditionsTransform inputs to outputs efficiently and
flexiblyOpen systems perspective lays the foundation for the
other three perspectives or organizational effectiveness
1-*
*

28. Open Systems Perspective
Environment
1-*
Feedback
Feedback
Feedback
Feedback
*
Organizational Learning PerspectiveAn organization’s capacity
to acquire, share, use, and store valuable knowledgeNeed to
consider both stock and flow of knowledgeStock: intellectual
capitalFlow: org learning processes of acquisition, sharing, and
use
1-*
*
Intellectual Capital

29. Relationship Capital
Value derived from satisfied customers, reliable suppliers, etc.
Structural Capital
Knowledge captured in systems and structures
Human
Capital
Knowledge that people possess and generate
1-*
*
Organizational Learning Processes
Applying knowledge to organizational processes in ways that
improves the organization’s effectiveness
Distributing knowledge throughout the organization
Extracting information and ideas from its environment as well
as through insight
KNOWLEDGE
ACQUISITION
KNOWLEDGE
SHARING
KNOWLEDGE
USE
Examples in practice
Hiring skilled staff
Posting case studies on intranet
Giving staff freedom to try out ideas
1-*
*

30. Organizational MemoryThe storage and preservation of
intellectual capitalRetain intellectual capital by:Keeping
knowledgeable employeesTransferring knowledge to
othersTransferring human capital to structural capitalSuccessful
companies also unlearn
1-*
*
High Performance Work Practices (HPWPs)
HPWPs are internal systems and structures that are associated
with successful companies
Employees are competitive advantage
Value of employees increased through specific practices.
Maximum benefit when org practices are bundled
1-*
*
High Performance Work Practices
No consensus, but HPWPs include:Employee involvement and
job autonomy (and their combination as self-directed teams).
Employee competence (training, selection, etc.).Performance-
based rewards

31. 1-*
*
Stakeholder PerspectiveStakeholders: any entity who affects or
is affected by the firm’s objectives and actionsPersonalizes the
open systems perspectiveChallenges with stakeholder
perspective:Stakeholders have conflicting interestsFirms have
limited resources
1-*
*
Stakeholder PerspectiveLockheed Martin is rated by engineering
students as an “ideal” employerPays attention to its many
stakeholdersRelies on values and ethics to guide
decisionsStrong emphasis on corporate social responsibility
(e.g. photo shows clean-up after hurricane Katrina)
Lockheed Martin
1-*
*
Stakeholders: Values and EthicsValues and ethics prioritize

32. stakeholder interestsValuesStable, evaluative beliefs, guide
preferences for outcomes or courses of action in various
situationsEthicsMoral principles/values, determine whether
actions are right/wrong and outcomes are good or bad
Lockheed Martin
1-*
*
Stakeholders and CSRStakeholder perspective includes
corporate social responsibility (CSR)Benefit society and
environment beyond the firm’s immediate financial interests or
legal obligationsOrganization’s contract with societyTriple
bottom lineEconomy, society, environment
Lockheed Martin
1-*
*
Types of Individual Behavior
Organizational Citizenship
Contextual performance – cooperation and helpfulness beyond
required job duties
Task Performance
Goal-directed behaviors under person’s control
1-*
more

33. *
Types of Individual Behavior (con’t)
Maintaining Work Attendance
Attending work at required times
Joining/staying with the Organization
Agreeing to employment relationship; remaining in that
relationship
Counterproductive Work Behaviors
Voluntary behaviors that potentially harm the organization
1-*
*
GlobalizationEconomic, social, and cultural connectivity with
people in other parts of the worldEffects of globalization on
organizationsNew structuresIncreasing diversityIncreasing
competitive pressures, intensification
1-*
*
Increasing Workforce DiversitySurface-level

34. diversityObservable demographic and other overt differences in
people (e.g. race, ethnicity, gender, age)Deep-level
diversityDifferences in psychological characteristics (e.g.
personalities, beliefs, values, and attitudes)Example:
Differences across age cohorts (e.g. Gen-
Y)ImplicationsLeveraging the diversity advantageAlso diversity
challenges (e.g. teams, conflict)Ethical imperative of diversity
1-*
*
Employment RelationshipsWork/life balance Minimizing
conflict between work and nonwork demands number one
indicator of career successVirtual workUsing information
technology to perform one’s job away from the traditional
physical workplaceTelework – issues of replacing face time,
clarifying employment expectations
1-*
*
Organizational Behavior AnchorsMultidisciplinary anchorMany
OB concepts adopted from other disciplinesOB develops its own
theories, but scans other fieldsSystematic research anchorOB
researchers rely on scientific methodShould apply evidence-
based management, but…Bombarded with theories and
modelsChallenge translating general theories to specific
situationsSwayed by consultant marketingPerceptual biases --

35. ignoring evidence contrary to our beliefs
1-*
*
Organizational Behavior Anchors (con’t)Contingency anchorA
particular action may have different consequences in different
situationsNeed to diagnose the situation and select best strategy
under those conditionsMultiple levels of analysis
anchorIndividual, team, organizational level of analysisOB
topics usually relevant at all three levels of analysis
1-*
*
Introduction to
the Field of
Organizational Behavior
McGraw-Hill/Irwin
McShane/Von Glinow OB 5e
Copyright © 2010 by The McGraw-Hill Companies, Inc. All
rights reserved.
1-*
*

36. MGMT 645
Forum Description and Grading Rubric
Exemplary Level
Meeting all requirements that include this criterion will earn a
maximum of 50 points
Core Concepts: 25
Student analyzes and synthesizes research to demonstrate core
concepts. Posts reflect student’s critical thinking abilities.
Student demonstrates comprehension of breadth and depth of
material.
X/25
Mastery Level
Meeting all requirements that include this criterion will earn a
maximum of 40 points
Engagement: 10
Student participates and is interactive in the dialogue with
thoughtful peer replies that further the discussion.
X/10
Competency Level
Meeting the requirements of the four criteria areas will earn a
maximum of 15 points
APA: 5
Mechanics: 5
Organization: 5
Student follows APA formatting guidelines with at least two
citations (in-text and reference list match) in each post from
peer-reviewed journals.
Sentence structure, grammar, diction; correct use of
punctuation; minimal to no spelling errors; no run-on sentences

37. or comma splices. Posts contains an introduction, supporting
body, conclusion and reference page.
Ideas are arranged logically to support the purpose or argument.
They flow smoothly from one to another and are clearly linked
to each other.
The reader can follow the line of reasoning.
X/5
X/5
X/5
Every week you will research & respond to two topics posted in
the weekly forum. A detailed and thoughtful response to both
topics is required (minimum of 500 words per response).
Additionally, emphasis is placed on your ability to conduct and
synthesize scholarly research.
Your posts should be professional in content and follow the
APA standards.
July 14, 2011