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organization behaviourch04 (2)
1.
2.
What are the
factors influencing perception? What are common perceptual distortions? What is social learning theory? What is the link between attribution and perception? What is involved in learning by reinforcement? 4-2Copyright © 2010 John Wiley & Sons, Inc.
3.
Perception The process
by which people select, organize, interpret, retrieve, and respond to information from the world around them. 4-3Copyright © 2010 John Wiley & Sons, Inc.
4.
4-4Copyright © 2010
John Wiley & Sons, Inc.
5.
4-5Copyright © 2010
John Wiley & Sons, Inc. What do you see?
6.
4-6Copyright © 2010
John Wiley & Sons, Inc. Influence Factors Stages of Perception Response (Feeling, thinking, acting) Organization Retrieval Attention and Selection Schemas/Scripts Organization Attention and Selection Organization Attention and Selection
7.
Attention and selection
Selective screening Lets in only a tiny portion all the information that is available Two types of selective screening Controlled processing Screening without perceiver’s conscious awareness 4-7Copyright © 2010 John Wiley & Sons, Inc.
8.
Schemas Cognitive frameworks that
represent organized knowledge about a given concept or stimulus developed through experience. 4-8Copyright © 2010 John Wiley & Sons, Inc.
9.
Self schema Contains information
about a person’s own appearance, behavior, and personality. Person schema Refers to the way individuals sort others into categories in terms of similar perceived features. 4-9Copyright © 2010 John Wiley & Sons, Inc.
10.
Script schema a
knowledge framework that describes the appropriate sequence of events in a given situation. Person-in-situation schema combines schemas built around persons and events. 4-10Copyright © 2010 John Wiley & Sons, Inc.
11.
You have just
been told that your job has been ‘down-sized’. This has never happened to you before. Now what? 1) Take cues from your environment. 2) Pay attention to salient cues. 3) Create a new mental category (laid off). 4) Consider how others have responded. 4-11Copyright © 2010 John Wiley & Sons, Inc.
12.
Interpretation Uncovering the reasons behind the ways
stimuli are grouped. 4-12Copyright © 2010 John Wiley & Sons, Inc.
13.
Retrieval Attention and selection,
organization, and interpretation are part of memory. Information stored in memory must be retrieved in order to be used. 4-13Copyright © 2010 John Wiley & Sons, Inc.
14.
Impression Management Systematic attempt
to influence how others perceive us. Cultivating positive impressions can help to advance a job or career. 4-14Copyright © 2010 John Wiley & Sons, Inc.
15.
Stereotypes Assigns attributes to
an individual that are commonly associated with a group. Individual differences are obscured. Strong impact at the organization stage. 4-15Copyright © 2010 John Wiley & Sons, Inc.
16.
Halo effects Occur when
one attribute of a person or situation is used to develop an overall impression of the individual or situation. 4-16Copyright © 2010 John Wiley & Sons, Inc.
17.
Selective perception The tendency
to single out for attention those aspects of a situation, person, or object that are consistent with one’s needs, values, or attitudes. 4-17Copyright © 2010 John Wiley & Sons, Inc.
18.
Projection The assignment of
one’s personal attributes to other individuals. 4-18Copyright © 2010 John Wiley & Sons, Inc.
19.
Contrast effects Occur when
an individual’s characteristics are contrasted with those of others recently encountered, who rank higher or lower on the same characteristics. 4-19Copyright © 2010 John Wiley & Sons, Inc.
20.
Self-fulfilling prophecy The
tendency to create or find in another situation or individual that which one expected to find. 4-20Copyright © 2010 John Wiley & Sons, Inc.
21.
Copyright © 2010
John Wiley & Sons, Inc. 4-21 SELF FULFILLING PROPHESY
22.
Think about the
self-fulfilling prophecy. Which of the following would not be a good idea? a. Instill confidence in your staff. b. Identify errors in employee’s performance and refer to them often. c. Treat all new employees as if they are star performers. d. Set high performance goals. 4-22Copyright © 2010 John Wiley & Sons, Inc.
23.
Attribution Process of creating
explanations for events. Can be classified as internal or external: Internal factors – Personal characteristics that cause behavior (e.g., , lack of knowledge, ability, effort, motivation, attitude) External factors – Environmental characteristics that cause behavior (e.g., task difficulty, good/bad luck, not enough training, situational factors like technical malfunctions, weather, health) 4-23Copyright © 2010 John Wiley & Sons, Inc.
24.
Distinctiveness Consistency of
a person’s behavior across situations. Consensus Likelihood of others responding in a similar way. Consistency Whether an individual responds the same way across time. 4-24Copyright © 2010 John Wiley & Sons, Inc.
25.
4-25Copyright © 2010
John Wiley & Sons, Inc.
26.
Copyright © 2010
John Wiley & Sons, Inc. 4-26 External Attribution * High consensus * High distinctiveness * Low consistency Internal Attribution * Low consensus * Low distinctiveness * High consistency
27.
Fundamental attribution error
“Your poor performance is caused by you!” In general, we tend to blame the person first, not the situation. 4-27Copyright © 2010 John Wiley & Sons, Inc.
28.
Self-serving bias Tendency to
take more personal responsibility for success than failure. I got an “A” because I studied. I got a “D” because the exam was too hard. 4-28Copyright © 2010 John Wiley & Sons, Inc.
29.
Do not
overlook the external causes of others’ behaviors. (Identify and confront your stereotypes, your biases, your preconceived notions.) Evaluate people based on objective factors. Do not rush to judgment http://www.youtube.com/watch?v=b5ZljnMmrIs (5.13 sec) 4-29Copyright © 2010 John Wiley & Sons, Inc.
30.
Cultural differences in
attributions : Individualistic cultures - managers more likely to attribute employee poor performance to internal causes. Negative attributes – blame team-mates for subordinates for performance problems. Collectivist cultures – overemphasize self-serving bias; managers blame themselves for group’s failure. 4-30Copyright © 2010 John Wiley & Sons, Inc.
31.
Social learning theory Describes
how learning occurs through interactions among people, behavior, and environment. 4-31Copyright © 2010 John Wiley & Sons, Inc.
32.
Self efficacy The person’s
belief that he or she can perform adequately in a situation (self- confidence, competence, ability). Key factor in self-control. 4-32Copyright © 2010 John Wiley & Sons, Inc.
33.
Reinforcement The administration of
a consequence as a result of a behavior. Appropriate use of reinforcement used can alter the direction, level and persistence of a behavior. 4-33Copyright © 2010 John Wiley & Sons, Inc.
34.
Classical conditioning A form
of learning through association that involves the manipulation of stimuli to influence behavior. Stimulus Something that elicits some kind of a response. 4-34Copyright © 2010 John Wiley & Sons, Inc.
35.
Operant conditioning The process
of controlling behavior by manipulating, or “operating” on, its consequences. Considered ‘learning by reinforcement’. 4-35Copyright © 2010 John Wiley & Sons, Inc.
36.
4-36Copyright © 2010
John Wiley & Sons, Inc.
37.
Law of effect Behavior
that results in a pleasant outcome is likely to be repeated while behavior that results in an unpleasant outcome is not likely to be repeated. 4-37Copyright © 2010 John Wiley & Sons, Inc.
38.
You work really
hard at your job, and are not rewarded. The “law of effect” would suggest that you will a.Quit b.Keep trying to impress the right people 4-38Copyright © 2010 John Wiley & Sons, Inc.
39.
4-39Copyright © 2010
John Wiley & Sons, Inc.
40.
Organizational behavior modification (OB
Mod) The systematic reinforcement of desirable work behavior and the non-reinforcement or punishment of unwanted work behavior. 4-40Copyright © 2010 John Wiley & Sons, Inc.
41.
Positive reinforcement Increases
the frequency of a behavior through the contingent presentation of a desirable consequence. Law of contingent reinforcement - only the correctly exhibited behavior is rewarded. Law of immediate reinforcement – reward must be provided as soon as possible after the behavior. 4-41Copyright © 2010 John Wiley & Sons, Inc.
42.
Shaping Creation of a
new behavior by the positive reinforcement of successive approximations to the desired behavior. 4-42Copyright © 2010 John Wiley & Sons, Inc.
43.
Continuous reinforcement Administering a
reward each time the desired behavior occurs. Intermittent reinforcement Rewards behavior periodically — either on the basis of time elapsed or the number of desired behaviors exhibited. 4-43Copyright © 2010 John Wiley & Sons, Inc.
44.
4-44Copyright © 2010
John Wiley & Sons, Inc.
45.
Negative reinforcement The withdrawal
of negative consequences to increase the likelihood of repeating the desired behavior in a similar setting. 4-45Copyright © 2010 John Wiley & Sons, Inc.
46.
Punishment The administration of
negative consequences, or the withdrawal of positive consequences, to reduce the likelihood of repeating the behavior in similar settings. 4-46Copyright © 2010 John Wiley & Sons, Inc.
47.
Extinction The withdrawal of
the reinforcing consequences for a given behavior. 4-47Copyright © 2010 John Wiley & Sons, Inc.
48.
4-48Copyright © 2010
John Wiley & Sons, Inc.
49.
Behavior modification techniques,
when utilized positively in organizations, can be very powerful and effective in encouraging desired performance. Because of their potential power, they may lend themselves to inappropriate or even unethical uses. 4-49Copyright © 2010 John Wiley & Sons, Inc.
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