Meaning of Perception: Perception is the process by which individuals select, organize and interpret
information from environment through five senses.
It is a process by which individuals organize and interpret their sensory
impressions in order to give meaning to their environment.
Process of Perception
Inputs: Input refers to Stimuli available in the environment. It
includes, information, objects, events and people etc.
Throughputs: it is the stages of transformation. Perceptual inputs
are proceeds to obtain output. Throughputs includes:
Selection: selecting information on the basis of interests, experience,
background etc.
Organization: grouping stimuli into meaningful & identifiable patterns.
Interpretation: assigning meaning to the selected & organized
information.
Outputs: At this stage result of perceptual process can be seen. Transformed inputs.
Results in attitude, opinions, feelings, values & behavior.
Perceptual Error in Organizations:
Stereotyping : Judging people on the basis of group to which they
belong is called stereotyping.
Impression / first impressions : Making an opinion about a person on the
basis of first meeting itself.
Projection
Attributing (looking) one's own characteristics (qualities) to someone
else.
looking one's own qualities in other people. E.g., if a person is honest,
he will consider other people as honest.
Attribution
How people explain the cause of other’s or their own behaviour.
Selective perception
People perceive as per their need, motives or interests.
Inference
Judging others on the basis of incomplete information.
Perceptual set
Interpreting others behaviour according to our own mental set.
Halo effect
one trait forms a general impression. Evaluating a person on the basis
of single trait/ characteristics/ quality.
Factors influencing perception
Internal Factor: These are factors related to the characteristics of
perceiver.
Needs & motives: People with different needs generally experience different
stimuli. A hungry man catches attestation of food related objects.
Self concept: How the people see him self. Generally people select only
those aspects which they find match with their characteristics.
Past experience: A person also perceives on the basis of his past
experiences.
Beliefs: A person also perceives on the basis of what he believes irrespective
of what really is,
Expectations: Expectation refers to the anticipation of particular behavior
from a person which also affects the perceptions.
Current psychological states: The current state of mind also affects the
selection of stimulus.
External Factors: These are the environmental factors and are the
characteristics of the perceived (Stimuli).
Size: Big size catches attestation
Intensity: Loud sound and bright color catches attestation more.
Contrast: Stimuli which stand against the background catches attention
more.
Repetition: it catches attention more.
Meaning of Perception: Perception is the process by which individuals select, organize and interpret
information from environment through five senses.
It is a process by which individuals organize and interpret their sensory
impressions in order to give meaning to their environment.
Process of Perception
Inputs: Input refers to Stimuli available in the environment. It
includes, information, objects, events and people etc.
Throughputs: it is the stages of transformation. Perceptual inputs
are proceeds to obtain output. Throughputs includes:
Selection: selecting information on the basis of interests, experience,
background etc.
Organization: grouping stimuli into meaningful & identifiable patterns.
Interpretation: assigning meaning to the selected & organized
information.
Outputs: At this stage result of perceptual process can be seen. Transformed inputs.
Results in attitude, opinions, feelings, values & behavior.
Perceptual Error in Organizations:
Stereotyping : Judging people on the basis of group to which they
belong is called stereotyping.
Impression / first impressions : Making an opinion about a person on the
basis of first meeting itself.
Projection
Attributing (looking) one's own characteristics (qualities) to someone
else.
looking one's own qualities in other people. E.g., if a person is honest,
he will consider other people as honest.
Attribution
How people explain the cause of other’s or their own behaviour.
Selective perception
People perceive as per their need, motives or interests.
Inference
Judging others on the basis of incomplete information.
Perceptual set
Interpreting others behaviour according to our own mental set.
Halo effect
one trait forms a general impression. Evaluating a person on the basis
of single trait/ characteristics/ quality.
Factors influencing perception
Internal Factor: These are factors related to the characteristics of
perceiver.
Needs & motives: People with different needs generally experience different
stimuli. A hungry man catches attestation of food related objects.
Self concept: How the people see him self. Generally people select only
those aspects which they find match with their characteristics.
Past experience: A person also perceives on the basis of his past
experiences.
Beliefs: A person also perceives on the basis of what he believes irrespective
of what really is,
Expectations: Expectation refers to the anticipation of particular behavior
from a person which also affects the perceptions.
Current psychological states: The current state of mind also affects the
selection of stimulus.
External Factors: These are the environmental factors and are the
characteristics of the perceived (Stimuli).
Size: Big size catches attestation
Intensity: Loud sound and bright color catches attestation more.
Contrast: Stimuli which stand against the background catches attention
more.
Repetition: it catches attention more.
Kurt Lewin’s three stage model - Organizational Change and Development - Man...manumelwin
One of the cornerstone models for understanding organizational change was developed by Kurt Lewin back in the 1940s, and still holds true today.
His model is known as Unfreeze – Change – Refreeze, refers to the three-stage process of change he describes.
Kurt Lewin, a physicist as well as social scientist, explained organizational change using the analogy of changing the shape of a block of ice.
Personality: Meaning and Determinants of Personality, Process of Personality Formation, Personality Types, Assesment of Personality Traits for Increasing Self Awareness
Perception and Learning in Organization BehaviorShambhavi Sharma
The slides are related to concept and description related to the perception and learning in an organization. I composes the theory of learning in depth knowledge of organizational behavior.
this presentation covers the following portion of HR managent:
-Human Resource Planning Process
-Difference between recruitment and selection
-Objectives of HR management
Kurt Lewin’s three stage model - Organizational Change and Development - Man...manumelwin
One of the cornerstone models for understanding organizational change was developed by Kurt Lewin back in the 1940s, and still holds true today.
His model is known as Unfreeze – Change – Refreeze, refers to the three-stage process of change he describes.
Kurt Lewin, a physicist as well as social scientist, explained organizational change using the analogy of changing the shape of a block of ice.
Personality: Meaning and Determinants of Personality, Process of Personality Formation, Personality Types, Assesment of Personality Traits for Increasing Self Awareness
Perception and Learning in Organization BehaviorShambhavi Sharma
The slides are related to concept and description related to the perception and learning in an organization. I composes the theory of learning in depth knowledge of organizational behavior.
this presentation covers the following portion of HR managent:
-Human Resource Planning Process
-Difference between recruitment and selection
-Objectives of HR management
Behavior Modification for the classroom, based on Cliff Madsen's excellent book "Teaching/Discipline: A Positive Approach for Educational Development."
Management of Learning Disability in children is to be made a priority in all our educational endeavours. Children achieving academical performance matching to their intellectual capacities are sometimes thwarted by LD. Find out the cause for every undesired behaviour of our children and we have to help them overcome it. It's our duty. It's required to build up a satisfied society.
238 PART 1 Individual Behavior6.6 REINFORCEMENT AND CONSEQ.docxnovabroom
238 PART 1 Individual Behavior
6.6 REINFORCEMENT AND CONSEQUENCES
MAJOR QUESTION
How can I use reinforcement and consequences to improve
performance?
THE BIGGER PICTURE
In this section, you’ll learn about three especially effective and practical means for influenc-
ing your behavior and that of others: (1) the law of effect and the way it relates to respondent
and operant conditioning; (2) common types of reinforcement; and (3) the way managers can
increase the effectiveness of reinforcement using a variety of reinforcement schedules.
Providing consequences is the last stage of the performance management process. Do
managers always get it right? Consider these scenarios:
• You stop making suggestions on how to improve your department because your
boss never acts on your ideas.
• Your colleague, the ultimate political animal in your office, gets a great promotion,
while her more skilled coworkers (like you) scratch their heads and gossip about
the injustice.
In the first instance, a productive behavior faded away for lack of encouragement. In
the second. unproductive behavior was unwittingly rewarded. The way rewards, and con-
sequences more generally, are administered can make or break performance management
efforts. Effective use of these OB tools is particularly important given that pay raises and
promotions are often powerful career outcomes in the Organizing Framework. They often
influence subsequent perceptions of fairness, intentions of quitting, emotions, and a range
of behaviors at work.
The pioneering work of Edward L. Thorndike, B. F. Skinner, and many others since
have outlined behavior modification and reinforcement techniques. These techniques help
managers achieve the desired effect when providing feedback and granting rewards.
The Law of Effect—Linking Consequences
and Behaviors
During the early 1900s, psychologist Edward L. Thorndike observed in his lab that a cat
would behave randomly when placed in a small box with a secret trip lever that opened a
door. However, once the cat had accidentally tripped the lever and escaped, it would go
straight to the lever when placed back in the box. Hence, Thorndike formulated his famous
law of effect, which says behavior with favorable consequences tends to be re-
peated, while behavior with unfavorable consequences tends to disappear.91 This
was a dramatic departure from previous notions that behavior was the product of instincts.
Using Reinforcement to Condition Behavior
B. F. Skinner refined Thorndike’s conclusion that behavior is controlled by its conse-
quences. Skinner’s field of work became known as behaviorism because he dealt strictly
with observable behavior. He believed it was pointless to explain behavior in terms of
unobservable inner states, such as needs, drives, attitudes, or thought processes.92 He
239Performance Management CHAPTER 6
instead drew an important distinction between two types of behavior: respondent and
operant be.
238 PART 1 Individual Behavior6.6 REINFORCEMENT AND CONSEQ.docxdomenicacullison
238 PART 1 Individual Behavior
6.6 REINFORCEMENT AND CONSEQUENCES
M A J O R Q U E S T I O N
How can I use reinforcement and consequences to improve
performance?
T H E B I G G E R P I C T U R E
In this section, you’ll learn about three especially effective and practical means for influenc-
ing your behavior and that of others: (1) the law of effect and the way it relates to respondent
and operant conditioning; (2) common types of reinforcement; and (3) the way managers can
increase the effectiveness of reinforcement using a variety of reinforcement schedules.
Providing consequences is the last stage of the performance management process. Do
managers always get it right? Consider these scenarios:
• You stop making suggestions on how to improve your department because your
boss never acts on your ideas.
• Your colleague, the ultimate political animal in your office, gets a great promotion,
while her more skilled coworkers (like you) scratch their heads and gossip about
the injustice.
In the first instance, a productive behavior faded away for lack of encouragement. In
the second. unproductive behavior was unwittingly rewarded. The way rewards, and con-
sequences more generally, are administered can make or break performance management
efforts. Effective use of these OB tools is particularly important given that pay raises and
promotions are often powerful career outcomes in the Organizing Framework. They often
influence subsequent perceptions of fairness, intentions of quitting, emotions, and a range
of behaviors at work.
The pioneering work of Edward L. Thorndike, B. F. Skinner, and many others since
have outlined behavior modification and reinforcement techniques. These techniques help
managers achieve the desired effect when providing feedback and granting rewards.
The Law of Effect—Linking Consequences
and Behaviors
During the early 1900s, psychologist Edward L. Thorndike observed in his lab that a cat
would behave randomly when placed in a small box with a secret trip lever that opened a
door. However, once the cat had accidentally tripped the lever and escaped, it would go
straight to the lever when placed back in the box. Hence, Thorndike formulated his famous
law of effect, which says behavior with favorable consequences tends to be re-
peated, while behavior with unfavorable consequences tends to disappear.91 This
was a dramatic departure from previous notions that behavior was the product of instincts.
Using Reinforcement to Condition Behavior
B. F. Skinner refined Thorndike’s conclusion that behavior is controlled by its conse-
quences. Skinner’s field of work became known as behaviorism because he dealt strictly
with observable behavior. He believed it was pointless to explain behavior in terms of
unobservable inner states, such as needs, drives, attitudes, or thought processes.92 He
239Performance Management CHAPTER 6
instead drew an important distinction between two types of behavior.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Accpac to QuickBooks Conversion Navigating the Transition with Online Account...PaulBryant58
This article provides a comprehensive guide on how to
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Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
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3. Introduction
Learning is a relatively permanent change in knowledge or
observable behaviour that results from practice or
experience.
Learning is a relatively permanent change in behaviour (or
behavioral tendency) that occurs as a result of a person’s
interaction with the environment.
4. Definition
Behaviour modification can be define as a theory that explains
learning in terms of the antecedents and consequences of
behavior.
It is also known as operant conditioning and reinforcement
theory.
It represents the application of reinforcement concept to
individuals in the work setting.
6. Continue…
The objective of behaviour modification is to change behaviour
(B) by managing its antecedents (A) and consequences (C)
Antecedents (A): It is an event prior the behaviour. For
example is that employees before this are not motivated to do
their job, then the manager informs that there will be bonus this
month to employees who performs.
Here, we can see that when the consequences of that
particular action is attracting, it can attract people to change
their behaviour.
7. CONTINUE…
Consequences (C) : It is an event following a
particular behaviour that influence its future
occurrence.
Basically, people tend to repeat behaviours that are
followed by pleasant consequences that are less likely
to repeat behaviours that are followed by unpleasant
consequences or no consequences at all.
8. Contingencies of Reinforcement
Behaviour modification identifies four types of consequences,
called the contingencies of reinforcement, that increase,
maintain, or reduce the probability that behaviour will be
repeated.
Positive reinforcement
occurs when the introduction of a consequence increases
or maintains the frequency or future probability of a
specific behaviour.
Punishment
occurs when a consequence decreases the frequency or
future probability of a behaviour.
9. Continue…
Negative Reinforcement
occurs when the removal or avoidance of a
consequences increases or maintains the frequency or
future probability of a specific behaviour.
Extinction
occurs when the target behaviour decreases because
no consequence follows it. In this respect,
extinction is a do-nothing strategy.
10. Situation to Apply with Behaviour
Modification
Behaviour modification can be used to reduce absenteeism, improve
task performance , healthy lifestyle and etc.
In Arkansas, for example, the North Little Rock School Board
introduced an absenteeism reduction plan in which teachers can
receive $300 after every six months with perfect attendance.
Another example, Reinforcing the Long (and Healthy) Walk- For
many Horton Group’s 350 employees, the best parking spots aren’t
closest to the building. The Chicago- based insurance broker
reinforces the healthy lifestyle of walking by rewarding staff who
take at least 7000 steps each day.
The more steps taken, the higher the rewards in the form of cash
cards that can be used at popular retail stores.
11. Conclusion
Behaviour modifications can be apply to a certain situations.
Maybe the situation is the same, but sometimes it is not
suitable to apply behaviour modification.
It is because the behaviour of a person is different from
other person.
12. REFERENCES
Mc Shane, Steven L and Von Glinow, Mary Ann (2010), Organizational
Behaviour- Emerging Realities for the Workplace Revolution (International
Edition, 5th Edition), Mc Graw Hill, NY, USA
Robbins, Stephen P. and A. Judge (2009), Organizational Behavior (13th
Edition), Pearson Prentice Hall, New Jersey, USA
Don Hellriegel and Slocum, Jr. (2004), Organizational Behavior, (10th
Edition),Thomson South Western, Canada