Organizational behavior (OB) is the study of human behavior in the workplace and how organizations manage their environments. OB draws from multiple disciplines including psychology, sociology, social psychology, anthropology, and political science. It examines behavior at the individual, group, and organizational levels. The goal of OB is to improve productivity and organizational effectiveness by understanding factors that influence human behavior and performance in organizational settings. Predicting and managing behavior can help organizations address challenges like globalization, diversity, quality improvement, and adapting to workforce changes.

1. OrganizationalOrganizational
BehaviorBehavior
1

2.  O + B = OBO + B = OB
2

3. People Are anPeople Are an
Organization’s MostOrganization’s Most
Important AssetsImportant Assets
3

4. What is an Organization?What is an Organization?
 Organizations are simply groups withOrganizations are simply groups with
two or more people that share a certaintwo or more people that share a certain
set of goals and meet at regular times.set of goals and meet at regular times.
4

5. BehaviorBehavior
 This behavior occurs in organizations.This behavior occurs in organizations.
5

6. What is an Organization?What is an Organization?
An organization is a
collection of people
who work together
to achieve individual
and organizational
goals.
5

7. What is Organizational Behavior?What is Organizational Behavior?
Organizational behaviorOrganizational behavior
(OB) is the study of(OB) is the study of
factors that affect howfactors that affect how
individuals and groups actindividuals and groups act
in organizations and howin organizations and how
organizations manage theirorganizations manage their
environments.environments.
6

8. What is Organizational Behavior?What is Organizational Behavior?
 Definition:Definition: The study of humanThe study of human
behavior, attitudes, and performancebehavior, attitudes, and performance
in organizations.in organizations.
 Value of OB:Value of OB: Helps people attain the competencies needed to becomeHelps people attain the competencies needed to become effectiveeffective
employees, team leaders/members, or managersemployees, team leaders/members, or managers
 CompetencyCompetency = an interrelated set of abilities, behaviors, attitudes, and knowledge= an interrelated set of abilities, behaviors, attitudes, and knowledge
needed by an individual to be effective in most professional and managerialneeded by an individual to be effective in most professional and managerial
positionspositions
8

9. What is Organizational Behavior?What is Organizational Behavior?
 Organizational Behavior is the study ofOrganizational Behavior is the study of
human behavior in the workplace, thehuman behavior in the workplace, the
interaction between people and theinteraction between people and the
organizationorganization with the intent towith the intent to
understand and predict human behaviorunderstand and predict human behavior..
9

10. What is OB?What is OB?
 The study of human behavior in the workplaceThe study of human behavior in the workplace
 The iThe investigation of the impact that individuals, groups andnvestigation of the impact that individuals, groups and
structure have on behaviour within organizations, for thestructure have on behaviour within organizations, for the
purpose of applying such knowledge toward improving anpurpose of applying such knowledge toward improving an
organization’s effectivenessorganization’s effectiveness
 OB theories have widespread applications – among otherOB theories have widespread applications – among other
things, knowing these theories can help you to:things, knowing these theories can help you to:
 Promote the well-being of employeesPromote the well-being of employees
 Evaluate solutions proposed by consultants and managersEvaluate solutions proposed by consultants and managers
 Predict what will happen in your organizationPredict what will happen in your organization
 Influence the direction of your organizationInfluence the direction of your organization
10

11. Organizational BehaviourOrganizational Behaviour
 . . . a field of study that investigates the. . . a field of study that investigates the
impact that individuals, groups andimpact that individuals, groups and
structure have on behaviour withinstructure have on behaviour within
organizations, for the purpose of applyingorganizations, for the purpose of applying
such knowledge toward improving ansuch knowledge toward improving an
organization’s effectiveness.organization’s effectiveness.
11

12. Why Do We Study OB?Why Do We Study OB?
 To learn about yourself and how to deal with othersTo learn about yourself and how to deal with others
 You are part of an organization now, and will continueYou are part of an organization now, and will continue
to be a part of various organizationsto be a part of various organizations
 Organizations are increasingly expecting individuals toOrganizations are increasingly expecting individuals to
be able to work in teams, at least some of the timebe able to work in teams, at least some of the time
 Some of you may want to be managers orSome of you may want to be managers or
entrepreneursentrepreneurs
12

13. WHY OBWHY OB
13

14. 44
Insert Figure 1.1 here
14

15. CharacteristicsCharacteristics
 Goal-OrientedGoal-Oriented
 Levels of analysisLevels of analysis
 Human toolHuman tool
 Satisfaction of employees needSatisfaction of employees need
 A total systems approachA total systems approach 15

16. Challenges and OpportunitiesChallenges and Opportunities
for OBfor OB
Challenges and OpportunitiesChallenges and Opportunities
for OBfor OB
 Responding to GlobalizationResponding to Globalization
 Increased foreign assignmentsIncreased foreign assignments
 Working with people from different culturesWorking with people from different cultures
 Coping with anti-capitalism backlashCoping with anti-capitalism backlash
 Overseeing movement of jobs to countries with low-Overseeing movement of jobs to countries with low-
cost laborcost labor
 Managing people during the war on terrorManaging people during the war on terror
 Managing Workforce DiversityManaging Workforce Diversity
 Embracing diversityEmbracing diversity
 Changing U.S. demographicsChanging U.S. demographics
 Implications for managersImplications for managers
 Recognizing and responding to differencesRecognizing and responding to differences
16

17. Domestic
Partners
Domestic
Partners
Major Workforce DiversityMajor Workforce Diversity
CategoriesCategories
Major Workforce DiversityMajor Workforce Diversity
CategoriesCategories
RaceRace
Non-ChristianNon-Christian
National
Origin
National
Origin
AgeAge
DisabilityDisability
E X H I B I T 1–4
E X H I B I T 1–4
GenderGender
17

18. Challenges and Opportunities for OB (cont’d)Challenges and Opportunities for OB (cont’d)Challenges and Opportunities for OB (cont’d)Challenges and Opportunities for OB (cont’d)
 Improving Quality and ProductivityImproving Quality and Productivity
 Quality management (QM)Quality management (QM)
 Process reengineeringProcess reengineering
 Responding to the Labor ShortageResponding to the Labor Shortage
 Changing work force demographicsChanging work force demographics
 Fewer skilled laborersFewer skilled laborers
 Early retirements and older workersEarly retirements and older workers
 Improving Customer ServiceImproving Customer Service
 Increased expectation of service qualityIncreased expectation of service quality
 Customer-responsive culturesCustomer-responsive cultures
18

19. Today’s Challenges in theToday’s Challenges in the
Canadian WorkplaceCanadian Workplace
 Challenges at the Individual LevelChallenges at the Individual Level
 Job SatisfactionJob Satisfaction
 EmpowermentEmpowerment
 Behaving EthicallyBehaving Ethically
 Challenges at the Group LevelChallenges at the Group Level
 Working With OthersWorking With Others
 Workforce DiversityWorkforce Diversity
19

20. Today’s Challenges in theToday’s Challenges in the
Canadian WorkplaceCanadian Workplace
 Challenges at the Organizational LevelChallenges at the Organizational Level
 ProductivityProductivity
 Developing Effective EmployeesDeveloping Effective Employees
 AbsenteeismAbsenteeism
 TurnoverTurnover
 Organizational CitizenshipOrganizational Citizenship
 Competition From the Global EnvironmentCompetition From the Global Environment
 Managing and Working in a Global VillageManaging and Working in a Global Village
20

21. ProductivityProductivity
 ProductivityProductivity
 A performance measure including effectiveness andA performance measure including effectiveness and
efficiencyefficiency
 EffectivenessEffectiveness
 Achievement of goalsAchievement of goals
 EfficiencyEfficiency
 The ratio of effective work output to the inputThe ratio of effective work output to the input
required to produce the workrequired to produce the work
21

22. Effective EmployeesEffective Employees
 AbsenteeismAbsenteeism
 Failure to report to workFailure to report to work
 TurnoverTurnover
 Voluntary and involuntary permanent withdrawal from theVoluntary and involuntary permanent withdrawal from the
organizationorganization
 Organizational citizenship behaviourOrganizational citizenship behaviour
 Discretionary behaviour that is not part of an employee’sDiscretionary behaviour that is not part of an employee’s
formal job requirements, but is helpful to the organizationformal job requirements, but is helpful to the organization
22

23. Exhibit 1-2Exhibit 1-2
Toward an OB DisciplineToward an OB Discipline
Social psychology
Psychology
Behavioural
science
Contribution Unit of
analysis
Output
Anthropology
Sociology
Political science
Study of
Organizational
Behaviour
Organization
system
Learning
Motivation
Perception
Training
Leadership effectiveness
Job satisfaction
Individual decision making
Performance appraisal
Attitude measurement
Employee selection
Work design
Work stress
Group dynamics
Work teams
Communication
Power
Conflict
Intergroup behaviour
Formal organization theory
Organizational technology
Organizational change
Organizational culture
Conflict
Intraorganizational politics
Power
Organizational culture
Organizational environment
Behavioural change
Attitude change
Communication
Group processes
Group decision making
Group
Comparative values
Comparative attitudes
Cross-cultural analysis
Individual
23

24. The Rigour of OBThe Rigour of OB
 OB looks at consistenciesOB looks at consistencies
 What is common about behaviour, and helpsWhat is common about behaviour, and helps
predictability?predictability?
 OB is more than common senseOB is more than common sense
 Systematic study, based on scientific evidenceSystematic study, based on scientific evidence
 OB has few absolutesOB has few absolutes
 OB takes a contingency approachOB takes a contingency approach
 Considers behaviour in contextConsiders behaviour in context
24

25. Beyond Common SenseBeyond Common Sense
 Systematic StudySystematic Study
 Looking at relationships, attempting to attributeLooking at relationships, attempting to attribute
causes and effects and drawing conclusions based oncauses and effects and drawing conclusions based on
scientific evidencescientific evidence
 Behaviour is generally predictableBehaviour is generally predictable
 There are differences between individualsThere are differences between individuals
 There are fundamental consistenciesThere are fundamental consistencies
 There are rules (written & unwritten) in almost everyThere are rules (written & unwritten) in almost every
settingsetting
25

26. Exhibit 1-1 Challenges Facing theExhibit 1-1 Challenges Facing the
WorkplaceWorkplace
Workplace
Organizational Level
• Productivity
• Developing Effective Employees
• Global Competition
• Managing in the Global Village
Group Level
• Working With Others
• Workforce Diversity
Individual Level
• Job Satisfaction
• Empowerment
• Behaving Ethically
26

27. Exhibit 1-3Exhibit 1-3
Basic OB Model, Stage IBasic OB Model, Stage I
Organization systems level
Group level
Individual level
27

28. Exhibit 1-4Exhibit 1-4
Basic OB Model, Stage IIBasic OB Model, Stage II
Ability
Human
input
Values and
attitudes
Motivation Individual
decision making
Personality Perception
Biographical
characteristics
Leadership
Work design
and
technology
Organizational
culture
Change and
stress
Group
decision making
Other
groups
Conflict
Power and
politics
Work
teams
Individual Level
Group Level
Organization
Systems Level
Satisfaction
Organizational
commitment
Turnover
Absence
Productivity
Workplace
interaction
Human
output
Communication
Group
structure
Human resource
policies and
practices
Organization
structure
and design
Individual
Differences
28

29. Exhibit 1-5Exhibit 1-5
Competing Values FrameworkCompeting Values Framework
Flexibility
Control
InternalFocus
ExternalFocus
29

30. Competing Values FrameworkCompeting Values Framework
 Internal-External DimensionInternal-External Dimension
 Inwardly toward employee needs and concerns and/or production processes andInwardly toward employee needs and concerns and/or production processes and
internal systemsinternal systems
oror
 Outwardly, toward such factors as the marketplace, government regulations, andOutwardly, toward such factors as the marketplace, government regulations, and
the changing social, environmental, and technological conditions of the futurethe changing social, environmental, and technological conditions of the future
 Flexibility-Control DimensionFlexibility-Control Dimension
 Flexible and dynamic, allowing more teamwork and participation; seeking newFlexible and dynamic, allowing more teamwork and participation; seeking new
opportunities for products and servicesopportunities for products and services
oror
 Controlling or stable, maintaining the status quo and exhibiting less changeControlling or stable, maintaining the status quo and exhibiting less change
30

31. Basic OB ModelBasic OB Model
Organization systems level
Group level
Individual level
Independent Variables
Individual-Level Variables (Leadership, Power, Attitudes)
Group-Level Variables (Diversity, Groups, Teams, Conflict)
Organizational Systems-Level Variables (Culture, Structure, Design,
Change)
Dependent Variables
Productivity Absenteeism Turnover Job Satisfaction
Motivation Well-being Safety Effectiveness
Efficiency Ethics
31

32. Summary & ImplicationsSummary & Implications
 OB is a field of study that investigates the impact ofOB is a field of study that investigates the impact of
individuals, groups, and structure on behaviour within anindividuals, groups, and structure on behaviour within an
organization.organization.
 OB focuses on improving productivity, by understandingOB focuses on improving productivity, by understanding
employees and why they behave in the ways they do.employees and why they behave in the ways they do.
 Behavior of organizations, groups, & individuals can beBehavior of organizations, groups, & individuals can be
predicted, but you have to understand the circumstances.predicted, but you have to understand the circumstances.
 To study OB, one needs to move from an intuition andTo study OB, one needs to move from an intuition and
common sense approach to a systematic study.common sense approach to a systematic study.
 OB uses systematic study to improve predictions ofOB uses systematic study to improve predictions of
behaviour.behaviour.
32

33. Why StudyWhy Study
Organizational Behavior?Organizational Behavior?
 Success isn’t a destination – it’s a process. And the marginSuccess isn’t a destination – it’s a process. And the margin
between successes is often small. Learn the principles ofbetween successes is often small. Learn the principles of
defining and achieving success in your own life anddefining and achieving success in your own life and begin thebegin the
journey todayjourney today..
 This journey begins with understanding the behaviors betweenThis journey begins with understanding the behaviors between
the leader, the followers, and the organization.the leader, the followers, and the organization.
 This is also a leadership course of study. To be successful leader,This is also a leadership course of study. To be successful leader,
one needs to understand the behaviors of people, organizations,one needs to understand the behaviors of people, organizations,
and the situation.and the situation.
33

34. Levels of AnalysisLevels of Analysis
 Organization levelOrganization level
 Group levelGroup level
 Individual levelIndividual level
34

35. Basic OB ModelBasic OB Model
 Independent VariablesIndependent Variables
 Dependent VariablesDependent Variables
35
PRODUCTIVITY
ABSENTEESIM
TURNOVER
JOB SATISFACTION
Organizational Level
Group Level
Individual Level

36. Elements of obElements of ob
People
.Individuals
.Group
Environment
.Government
.Competition
.Social
Technology
.Machinery
.Copm. hard & soft.
Structure
.Jobs
.Relationship
OB
36

37. 55
Insert Figure 1.2 here
37

38. Contribution to variousContribution to various
disciplines of obdisciplines of ob
38

39. Contributing Disciplines to theContributing Disciplines to the
OB FieldOB Field
 PsychologyPsychology
 SociologySociology
 Social PsychologySocial Psychology
 AnthropologyAnthropology
 Political SciencePolitical Science
39

40. Study of OB
Individual
Group
Organizations
Perception
Personality
Motivation
Training
P A
Job Satisfact.
Psychology
Group ,Team
Communi.
Conflict
Org.change,
structure
Attit.& beh.
Change
Group process &
decision making
Indi.Org.culture &
Env.
Org. Power
Politics
Sociology
Social
Psychology
Anthropology
Political science
40

41. ORIGINS OF ORGANIZATIONALORIGINS OF ORGANIZATIONAL
BEHAVIORBEHAVIOR
 PsychologyPsychology. Psychological theories have helped. Psychological theories have helped
us explain and predictus explain and predict individual behaviorindividual behavior..
Many of the theories dealing withMany of the theories dealing with personality,personality,
attitude, learning, motivation, and stressattitude, learning, motivation, and stress
have been applied in Organizational Behavior tohave been applied in Organizational Behavior to
understand work-related phenomena such asunderstand work-related phenomena such as jobjob
satisfaction, commitment, absenteeism,satisfaction, commitment, absenteeism,
turnover, and worker well-beingturnover, and worker well-being..
41

42. SociologySociology
 SociologistsSociologists, studying the structure and function of, studying the structure and function of smallsmall
groupsgroups within a society have contributed greatly to a morewithin a society have contributed greatly to a more
complete understanding of behavior within organizations.complete understanding of behavior within organizations.
Taking their cue from Sociologists, scholars in the field ofTaking their cue from Sociologists, scholars in the field of
Organizational Behavior have studied the effects of theOrganizational Behavior have studied the effects of the
structure and function of work organization on the behaviorstructure and function of work organization on the behavior
of groups, as well as the individuals within those groups.of groups, as well as the individuals within those groups.
 Many of the concepts and theories about groups and theMany of the concepts and theories about groups and the
processes ofprocesses of communication, decision making, conflict,communication, decision making, conflict,
and politicsand politics used in Organizational Behavior, are rooted inused in Organizational Behavior, are rooted in
the field ofthe field of Social PsychologySocial Psychology..
42

43. Contributing Disciplines to the OB Field (cont’d)Contributing Disciplines to the OB Field (cont’d)Contributing Disciplines to the OB Field (cont’d)Contributing Disciplines to the OB Field (cont’d)
E X H I B I T 1–3 (cont’d)
E X H I B I T 1–3 (cont’d)
Sociology
The study of people in relation to their fellow human
beings
43

44. Contributing Disciplines to the OB Field (cont’d)Contributing Disciplines to the OB Field (cont’d)Contributing Disciplines to the OB Field (cont’d)Contributing Disciplines to the OB Field (cont’d)
E X H I B I T 1–3 (cont’d)
E X H I B I T 1–3 (cont’d)
Social Psychology
An area within psychology that blends concepts from
psychology and sociology and that focuses on the influence
of people on one another
44

45. Political SciencePolitical Science
 The field ofThe field of Political SciencePolitical Science has helped ushas helped us
understand how differences in preferences andunderstand how differences in preferences and
interests lead tointerests lead to conflict and powerconflict and power strugglesstruggles
between groups within organizations.between groups within organizations.
45

46. AnthropologyAnthropology
 Organizational Behavior draws on the field ofOrganizational Behavior draws on the field of
AnthropologyAnthropology for lessons about howfor lessons about how culturescultures ((
corporate culture) and belief systems develop.corporate culture) and belief systems develop.
46

47. Contributing Disciplines to the OB Field (cont’d)Contributing Disciplines to the OB Field (cont’d)Contributing Disciplines to the OB Field (cont’d)Contributing Disciplines to the OB Field (cont’d)
E X H I B I T 1–3 (cont’d)
E X H I B I T 1–3 (cont’d)
Anthropology
The study of societies to learn about human beings and
their activities
47

48. 88
Managerial RolesManagerial Roles
 ManagerManager: Any person who supervises one or more: Any person who supervises one or more
subordinates.subordinates.
 RoleRole: A set of behaviors or tasks a person is: A set of behaviors or tasks a person is
expected to perform because of the position he orexpected to perform because of the position he or
she holds in a group or organization.she holds in a group or organization.
 Managerial rolesManagerial roles identified by Mintzberg (seeidentified by Mintzberg (see
Table 1.1):Table 1.1):
FigureheadFigurehead LeaderLeader
LiaisonLiaison MonitorMonitor
DisseminatorDisseminator SpokespersonSpokesperson
EntrepreneurEntrepreneur Disturbance handlerDisturbance handler
Resource allocatorResource allocator NegotiatorNegotiator
48

49. 99
Managerial SkillsManagerial Skills
 Conceptual SkillsConceptual Skills: The: The
ability to analyze and diagnoseability to analyze and diagnose
a situation and distinguisha situation and distinguish
between cause and effect.between cause and effect.
 Human SkillsHuman Skills: The ability to: The ability to
understand, work with, lead,understand, work with, lead,
and control the behavior ofand control the behavior of
other people and groups.other people and groups.
 Technical SkillsTechnical Skills: Job-specific: Job-specific
knowledge and techniques.knowledge and techniques.
49

50. 1010
Challenges for Organizational BehaviorChallenges for Organizational Behavior
and Managementand Management
Using new information technology to enhanceUsing new information technology to enhance
creativity and organizational learning.creativity and organizational learning.
Managing human resources to increaseManaging human resources to increase
competitive advantage.competitive advantage.
Developing organizational ethics and well-being.Developing organizational ethics and well-being.
Managing a diverse work force.Managing a diverse work force.
Managing the global environment.Managing the global environment.
50

51. personalitypersonality
51

52. Nature of PersonalityNature of Personality
 Personality traitsPersonality traits
 Reflects individuals differencesReflects individuals differences
 Personality can changePersonality can change
52

53. determinantsdeterminants
Individual
personality
Biological
Others
Cultural
Situational
Family &
Social
53

54. biologicalbiological
 HeredityHeredity
 BrainBrain
 Physical featuresPhysical features
54

55.  Cultural factorsCultural factors
 Situational factorsSituational factors
55

56. Family & Social FactorsFamily & Social Factors
 Home & Family environmentHome & Family environment
 Social groupSocial group
56

57. OthersOthers
 InterestInterest
 MotivesMotives
57

58. Big Five Traits of PersonalityBig Five Traits of Personality
58

59.  AgreeablenessAgreeableness
 ExtroversionExtroversion
 Emotional stabilityEmotional stability
 ConscientiousnessConscientiousness
 OpennessOpenness
59

60. agreeablenessagreeableness
 AgreeablenessAgreeableness
High LowHigh Low
AgreeablenessAgreeableness- Cooperative, warm, caring,- Cooperative, warm, caring,
good-natured, trustinggood-natured, trusting
60

61. ExtroversionExtroversion
 ExtroversionExtroversion
Extroversion IntroversionExtroversion Introversion
ExtroversionExtroversion- Social, outgoing, talkative,- Social, outgoing, talkative,
assertive, forgiving, understandingassertive, forgiving, understanding
61

62. Emotional stabilityEmotional stability
 EmotionalEmotional
High LowHigh Low
Emotional stability-Emotional stability- happy, unworried,happy, unworried,
secure, calmsecure, calm
62

63. ConscientiousnessConscientiousness
 ConscientiousnessConscientiousness
High LowHigh Low
ConscientiousnessConscientiousness- Dependable, hardworking,- Dependable, hardworking,
organized, self-disciplined,organized, self-disciplined,
responsibleresponsible
63

64. OpennessOpenness
 OpennessOpenness
More LessMore Less
OpennessOpenness- Creative, Cultured, Flexible,- Creative, Cultured, Flexible,
imaginativeimaginative
64

65. perceptionperception
65

66.  Human being are constantly attacked byHuman being are constantly attacked by
numerous sensory including noise, sight,numerous sensory including noise, sight,
smell, taste etc.smell, taste etc.
 The critical question is the study ofThe critical question is the study of
perception is “why the same universe isperception is “why the same universe is
viewed differently by different persons?”viewed differently by different persons?”
 The answer is the perception. DifferentThe answer is the perception. Different
people perceive the universe differentlypeople perceive the universe differently..
66

67.  Perception is the process through whichPerception is the process through which
the information from outside environmentthe information from outside environment
is selected, received, organize andis selected, received, organize and
interpreted to make it meaningful to us.interpreted to make it meaningful to us.
 Acc. To the Joseph Reitz:Acc. To the Joseph Reitz:
perception includes all thoseperception includes all those
processes by which an individual receiveprocesses by which an individual receive
information about his environment –information about his environment –
seeing, hearing, feeling, tasting and
67

68. processprocess
Perceptual Inputs Perceptual Mechanisms Perceptual
Outputs
Individual
Receiving Selecting
Organizing Interpreting
Actions
68

69.  Figure and Group-Figure is perceived toFigure and Group-Figure is perceived to
dominate and more attention is paid to it,dominate and more attention is paid to it,
while ground is given less attention and iswhile ground is given less attention and is
kept in the background.kept in the background.
 Simplification- Whenever people isSimplification- Whenever people is
overloaded with the information, they tryoverloaded with the information, they try
to simplify it to make it more meaningfulto simplify it to make it more meaningful
and understandable. Perceiver subtract lessand understandable. Perceiver subtract less
salient information and concentrate onsalient information and concentrate on
more important one.more important one.
69

70. actionaction
 The last phase of perceptual process isThe last phase of perceptual process is
that acting in relation to what has beenthat acting in relation to what has been
perceived. This action may be covert orperceived. This action may be covert or
overt.overt.
 Covert- Change in attitude, opinions,Covert- Change in attitude, opinions,
feeling, values and impression formationfeeling, values and impression formation
resulting from the perceptual input.resulting from the perceptual input.
 Overt- The overt action may be in theOvert- The overt action may be in the 70

71. Factors that influence theFactors that influence the
perceptionperception
Perception
Factors in situation
Social setting,
Organizational setting
Factors in perceiver
Needs and Motives,
Experience, Current
psychological state
Factors in target
Status, Size,
Contrast,
71

72. Internal factorsInternal factors
 Needs and Motives-Needs and Motives- People’s perception isPeople’s perception is
determined by their inner needs. A feeling ofdetermined by their inner needs. A feeling of
tension and discomfort when one thinks he istension and discomfort when one thinks he is
missing something or requires something.missing something or requires something.
Similarly people with different needs selectsSimilarly people with different needs selects
different items to respond.different items to respond.
 ExperienceExperience- It have a constant bearing on- It have a constant bearing on
perception. Successful experience boost theperception. Successful experience boost the
perception ability whereas failure erodes self-perception ability whereas failure erodes self- 72

73.  Current psychological state-Current psychological state- TheThe
emotional and psychological states of anemotional and psychological states of an
individual are likely to influence howindividual are likely to influence how
things are perceived. If a person isthings are perceived. If a person is
depressed, he is likely to perceive the samedepressed, he is likely to perceive the same
situation differently than if he is elated.situation differently than if he is elated.
73

74. External factorsExternal factors
 StatusStatus- Perception is also influenced by- Perception is also influenced by
the status of the perceiver. High statusthe status of the perceiver. High status
people can exert influence on perceptionpeople can exert influence on perception
of employees than low status people. Forof employees than low status people. For
example if we introduce the CEO or theexample if we introduce the CEO or the
peon of the organization then wpeon of the organization then w
remember only the name of the CEO.remember only the name of the CEO.
74

75.  ContrastContrast- Stimuli contrast with the- Stimuli contrast with the
surrounding environment. A contrastingsurrounding environment. A contrasting
effects can be caused by color or any othereffects can be caused by color or any other
factor that is unusual.factor that is unusual.
 SizeSize- The bigger size of the perceived- The bigger size of the perceived
stimulus, the higher is the probability thatstimulus, the higher is the probability that
it is perceived. Size attracts the attentionit is perceived. Size attracts the attention
of an individual.of an individual.
75