The document discusses key concepts around perception, factors that influence perception, attribution theory, impression management techniques and tactics, and emotions and their role in determining work behavior. It provides information on attribution theory, perceptual errors, impression management strategies, and emotional intelligence competencies. The document is a review of these important workplace and organizational behavior topics.
This document provides an overview of key concepts related to perception, personality, and emotions from Chapter 2 of the textbook Fundamentals of Organizational Behaviour. It discusses the nature and importance of perception, factors that influence perception like the perceiver, target, and situation. It also covers attribution theory, perceptual errors, and the role of attitudes, values, personality and emotions in determining work behavior. Personality is defined in terms of traits from models like Myers-Briggs and Big Five. Locus of control and other individual differences that impact organizational behavior are also summarized.
Emotional intelligence for personal growthPreeti Bhaskar
This document discusses emotional intelligence and its importance. It defines emotional intelligence as the ability to recognize and manage one's own emotions and the emotions of others. The document summarizes five key research studies that show individuals with higher emotional intelligence demonstrate better job performance, leadership skills, and sales outcomes compared to those with lower emotional intelligence. For example, one study found insurance sales agents with stronger emotional competencies sold policies worth twice as much in annual premiums as weaker agents. Overall, the research suggests emotional skills are very important for success in complex jobs and account for about two-thirds of the difference between top performers and average ones.
This document discusses personality and values. It defines personality as the sum total of ways an individual reacts and interacts with others, including their traits, moods, attitudes, and style of thinking. Personality is shaped by heredity, environment, and situation. There are several methods of measuring personality, including self-reporting surveys, observer ratings, and projective tests like the Rorschach inkblot test and Thematic Apperception Test. Values represent what is desirable to an individual and influence behavior. Values are classified using the Rokeach Value Survey into terminal and instrumental values. Personality and values impact workplace behaviors and should be considered for person-organization fit.
This document discusses various topics related to organizational behavior, personality, and learning. It begins with an agenda that includes discussing personality traits, learning theories, attribution and perception, and a case study. It then covers key topics such as the Big Five personality traits, locus of control, self-monitoring, self-esteem, positive and negative affectivity, learning through reinforcement and punishment, and social cognitive learning theory. Interactive activities are included such as a personality test and experiments on reinforcement. The document provides an overview of important organizational behavior concepts in a seminar or classroom setting.
This document discusses organizational behavior and the nature of attitudes. It defines attitudes as persistent tendencies to feel and behave in a certain way towards some object. Attitudes have three components - emotional, informational, and behavioral. They serve important functions like adjustment, ego defense, value expression, and knowledge. While personality traits are fixed, attitudes can be changed through approaches like providing new information, resolving discrepancies, influencing friends, and co-opting people to work towards changing dissatisfaction to satisfaction. Barriers to changing attitudes include prior commitment and insufficient information.
1) Two key learning processes are modeling, which occurs through imitation, and shaping, which occurs through rewarding small steps.
2) Cognitive learning assumes learning is complex and includes factors like motivation and intuition. It can be formal or informal.
3) Perception deals with how people interpret external stimuli; distortions can occur due to emotions, mental processes, and biases. People perceive stimuli based on their needs, attitudes, and motives.
The document discusses personality and values. It defines personality as how individuals react and interact with others through measurable traits. It describes several personality models including the Myers-Briggs Type Indicator and Big Five Model. It also discusses values frameworks like Rokeach's values survey and Hofstede's cultural dimensions model. Personality and values influence behaviors in organizations.
This document discusses attitude, perception, and aptitude. It defines attitude as a learned tendency to respond positively or negatively towards something. Attitudes have cognitive, affective, and behavioral components. Perception is defined as how people organize and interpret sensory information to understand the world. Key factors that influence perception are attitudes, motives, experiences, and situational factors. Aptitude refers to innate, learned, or acquired abilities and is important for educational and occupational purposes. It also discusses challenges in accurately assessing aptitudes.
This document provides an overview of key concepts related to perception, personality, and emotions from Chapter 2 of the textbook Fundamentals of Organizational Behaviour. It discusses the nature and importance of perception, factors that influence perception like the perceiver, target, and situation. It also covers attribution theory, perceptual errors, and the role of attitudes, values, personality and emotions in determining work behavior. Personality is defined in terms of traits from models like Myers-Briggs and Big Five. Locus of control and other individual differences that impact organizational behavior are also summarized.
Emotional intelligence for personal growthPreeti Bhaskar
This document discusses emotional intelligence and its importance. It defines emotional intelligence as the ability to recognize and manage one's own emotions and the emotions of others. The document summarizes five key research studies that show individuals with higher emotional intelligence demonstrate better job performance, leadership skills, and sales outcomes compared to those with lower emotional intelligence. For example, one study found insurance sales agents with stronger emotional competencies sold policies worth twice as much in annual premiums as weaker agents. Overall, the research suggests emotional skills are very important for success in complex jobs and account for about two-thirds of the difference between top performers and average ones.
This document discusses personality and values. It defines personality as the sum total of ways an individual reacts and interacts with others, including their traits, moods, attitudes, and style of thinking. Personality is shaped by heredity, environment, and situation. There are several methods of measuring personality, including self-reporting surveys, observer ratings, and projective tests like the Rorschach inkblot test and Thematic Apperception Test. Values represent what is desirable to an individual and influence behavior. Values are classified using the Rokeach Value Survey into terminal and instrumental values. Personality and values impact workplace behaviors and should be considered for person-organization fit.
This document discusses various topics related to organizational behavior, personality, and learning. It begins with an agenda that includes discussing personality traits, learning theories, attribution and perception, and a case study. It then covers key topics such as the Big Five personality traits, locus of control, self-monitoring, self-esteem, positive and negative affectivity, learning through reinforcement and punishment, and social cognitive learning theory. Interactive activities are included such as a personality test and experiments on reinforcement. The document provides an overview of important organizational behavior concepts in a seminar or classroom setting.
This document discusses organizational behavior and the nature of attitudes. It defines attitudes as persistent tendencies to feel and behave in a certain way towards some object. Attitudes have three components - emotional, informational, and behavioral. They serve important functions like adjustment, ego defense, value expression, and knowledge. While personality traits are fixed, attitudes can be changed through approaches like providing new information, resolving discrepancies, influencing friends, and co-opting people to work towards changing dissatisfaction to satisfaction. Barriers to changing attitudes include prior commitment and insufficient information.
1) Two key learning processes are modeling, which occurs through imitation, and shaping, which occurs through rewarding small steps.
2) Cognitive learning assumes learning is complex and includes factors like motivation and intuition. It can be formal or informal.
3) Perception deals with how people interpret external stimuli; distortions can occur due to emotions, mental processes, and biases. People perceive stimuli based on their needs, attitudes, and motives.
The document discusses personality and values. It defines personality as how individuals react and interact with others through measurable traits. It describes several personality models including the Myers-Briggs Type Indicator and Big Five Model. It also discusses values frameworks like Rokeach's values survey and Hofstede's cultural dimensions model. Personality and values influence behaviors in organizations.
This document discusses attitude, perception, and aptitude. It defines attitude as a learned tendency to respond positively or negatively towards something. Attitudes have cognitive, affective, and behavioral components. Perception is defined as how people organize and interpret sensory information to understand the world. Key factors that influence perception are attitudes, motives, experiences, and situational factors. Aptitude refers to innate, learned, or acquired abilities and is important for educational and occupational purposes. It also discusses challenges in accurately assessing aptitudes.
Perception is the process of receiving and interpreting sensory information. It involves selecting stimuli, organizing that information, and attributing meaning based on existing knowledge and biases. Perception is influenced by factors within the perceiver like attitudes, motives, and expectations, factors within the target like novelty and size, and situational factors like time and social context. People use perceptual shortcuts like selective perception, halo effects, stereotyping, and projection to make judgments about others.
Perception influences organizational behavior in several ways. Selective perception can harm decision making by limiting viable alternatives. Perception is shaped by individual attributes like attitudes and experiences as well as situational factors. Common perceptual biases in the workplace include fundamental attribution error, self-serving bias, selective perception, projection, stereotyping, and the halo effect, which can negatively impact areas like performance reviews, promotions, and hiring. Managing perception is important for fair treatment of employees and effective decision making.
Perception is important for understanding individual differences because how people perceived a situation determines how people behave. Perception is part of that personal dimension that makes people see situations differently as well as shapes their attitude in terms of their work environment. This lesson seeks to help students:
1. describe the major elements of the perceptual process;
2. identify the main factors that influence what individual perceive; and
3. Identify factors that determine how one person perceives another.
This document discusses perception and its role in individual behavior. It defines perception as the process of understanding objects or events, which differs between individuals based on their expectations, needs, and background. Perception is influenced by both internal factors in the perceiver, like attitudes and motives, and external factors in the target and situation. The perceptual process involves environmental stimuli being selected, organized, and interpreted. This process can be affected by factors in the perceiver, target, and situation. Finally, the document discusses specific applications of perception in organizational contexts like employment interviews, performance expectations, and employee effort.
Learning is a relatively permanent change in behavior or knowledge due to experience. Behavioral changes can be due to learning or other causes like drugs, injury, or maturation. Learning starts with the mind accepting new knowledge which may or may not result in observable behavior changes. There are two main types of learning: classical conditioning where a neutral stimulus becomes associated with an original stimulus and response, and operant conditioning where people learn through reinforcement of pleasurable or avoidance of unpleasurable outcomes from behaviors. Perception involves how people interpret and make sense of their environment and is influenced by their experiences, motives, personality, and situational factors.
Emotions And Moods - Organizational Behavior - PsychologyFaHaD .H. NooR
Introduces us the the concepts of emotions and moods and their effects on Organizational Behavior. These are concepts that have only recently received increased attention in research and practice.As mentioned, emotions and moods were dismissed by OB for a long time. One of the primary reasons was the “Myth of Rationality” that suggested that OB comprised rational concepts and applications and emotions and moods were seen as highly irrational. Emotions were thought to be disruptive of organizational activity and decreased productivity. Because they were perceived as irrational the belief was that they were unpredictable and therefore not easily influenced. We now know this is untrue.Affect is a generic term that covers a broad range of feelings people experience. This includes both emotions and moods. Emotions are intense feelings that are directed at someone or something. Moods are the feelings that tend to be less intense than emotions and that lack a contextual stimulus.
This chapter discusses perception and related concepts. It defines perception as how individuals select, organize and interpret stimuli to understand their environment. It distinguishes perception from sensation. The subprocesses of perception include registration, interpretation, and response. Factors that influence perception include attention, learning, motivation, personality and the perceiver, target, and situation. Perceptual organization involves processes like figure-ground perception, grouping, closure and constancy. Social perception examines how individuals perceive others through attribution, stereotyping and halo effects. Impression management refers to strategies individuals use to control how others perceive them. Perception ultimately influences individual decision-making.
This document discusses organizational behavior and attitudes and values. It defines attitudes as evaluative statements indicating one's feelings towards people, objects, events, or situations. Attitudes can be positive or negative. The components of attitudes are affective (feelings), cognitive (beliefs), and behavioral (intentions). Attitudes are formed through experiences, learning, family/peers, and mass communication. Job satisfaction and dissatisfaction are work-related attitudes that can impact employee performance and turnover. Methods for changing attitudes include providing information, resolving discrepancies, and social influence. Values are ideals that guide behavior and are more stable than attitudes. The document contrasts values and facts.
This document discusses organizational communication processes and concepts. It defines communication as the sharing of ideas, knowledge, and experiences between individuals and organizations. Communication is vital to organizational functions like information sharing, problem solving, decision making, strategy implementation, team management, change management, evaluation, and feedback. The document outlines different types of communication based on methods, direction, and relationships. It also discusses common barriers to effective communication and current issues in communication relating to gender, political correctness, cross-cultural interactions, and electronic communication.
Perception and Communications in Business Organization by Ofelia , Jericho & ...Jay Gonzales
Perception and communication are important aspects of organizational behavior. Perception is how individuals interpret and understand their environment in a way that is unique to them and influenced by communication. Factors like attitudes, motives, and expectations can influence an individual's perceptions. Communication allows for information sharing between individuals but can be impacted by issues like selective perception and cultural differences. Effective communication is important for organizations to function properly through information sharing, coordination, and decision making.
MBA 1 sem OB Individual Personality and motivationSuman Poudel
This document discusses various theories and models of personality and motivation. It describes personality as the sum total of an individual's reactions and interactions with others, influenced by heredity, environment, and situation. Popular models of personality discussed include Myers-Briggs, which classifies people into 16 types based on preferences for extroversion/introversion, sensing/intuition, thinking/feeling, and judging/perceiving. The Big Five model describes five dimensions: extroversion, agreeableness, conscientiousness, openness to experience, and emotional stability. The document also covers major personality attributes like locus of control, Machiavellianism, self-esteem, and risk-taking.
The document discusses perception and the perception process. It defines perception as how individuals organize and interpret sensory impressions to make meaning of their environment. It then presents a model of the perception process, which includes receiving stimuli, selecting stimuli based on various external and internal factors, organizing the selected information, interpreting the organized information by assigning meaning, checking the interpretation, and reacting. Some of the key external factors that influence selection include intensity, size, contrast, repetition, motion, and novelty. Internal factors include learning, psychological needs, interests, and expectations. The document provides examples for many of these concepts.
Ob 14e 3 attitudes & job satisfactionEngr Razaque
This document discusses attitudes and job satisfaction. It defines attitudes as evaluative statements about objects, people, or events. Attitudes have three components - affective, cognitive, and behavioral. The theory of cognitive dissonance holds that people experience discomfort from conflicting attitudes or behaviors. Job satisfaction is evaluated through surveys measuring feelings about the job, pay, supervision, and other factors. Satisfied employees are less likely to quit their jobs and more likely to engage in organizational citizenship behaviors that benefit customers.
This document summarizes key concepts from Chapter 3 of Nelson & Quick's book on personality, perception, and attribution. It discusses how behavior is influenced by both personal and environmental factors. It then examines theories of personality including trait, psychodynamic, humanistic, and integrative approaches. Specific personality traits like the Big Five are also outlined. The document concludes by looking at social perception, impression management, and attribution theory.
This document summarizes key concepts from Chapter 3 of Nelson & Quick's book on personality, perception, and attribution. It discusses how behavior is influenced by both personal and environmental factors. It then examines theories of personality including trait, psychodynamic, humanistic, and integrative approaches. Specific personality traits like the Big Five are also outlined. The document concludes by looking at social perception, impression management, and attribution theory.
The document discusses perception and personality in organizations. It defines perception as how individuals interpret and make sense of sensory information from their environment. The perceptual process involves selecting stimuli, organizing it, and interpreting it based on attitudes and expectations. When observing behaviors, people use attribution theory to determine whether the cause is internal or personal to the individual, versus external factors. There are also several errors people can make in perception and attribution. The document also defines personality as relatively stable behavioral patterns and internal states that influence how a person interacts with others. It discusses several theories for determining personality types.
This document discusses key concepts related to perceptions, attributions, emotions, and values/attitudes in organizations. It covers topics like perception, schemas, stereotyping, prejudice, the halo effect, attribution theory, emotions, emotional intelligence, expressions, attitudes, and values. Attribution refers to how people explain behavior and includes dispositional and situational attributions. Attribution theory views behavior as caused by stable environmental factors. Emotions include primary emotions and expressions are influenced by culture and body language. Attitudes have cognitive, affective, and behavioral components while values represent convictions of right and wrong.
This document discusses perception, attitudes, values, and motivation. It defines perception as how individuals organize and interpret sensory impressions to understand their environment. Key aspects of perception discussed include selection, organization, and interpretation of stimuli. The document also defines attitude as a positive or negative evaluation of people, objects, or events. Attitudes have cognitive, affective, and behavioral components. Types of job attitudes discussed are job satisfaction, job involvement, and organizational commitment. The document notes positive employee attitudes can increase productivity and morale, while negative attitudes can reduce performance and quality of work. Motivation is defined as readiness to pursue goals, and can be positive through incentives or negative through fear and punishment.
Attitudes and Job Satisfaction - Organizational BehaviorFaHaD .H. NooR
The document discusses job attitudes and satisfaction. It contrasts the three components of an attitude: the emotional feeling, beliefs, and intentions. Cognitive dissonance is when attitudes and behaviors are inconsistent, creating discomfort. People seek consistency. Job satisfaction is a positive feeling about one's job based on an evaluation of its characteristics. It can be measured using overall ratings or ratings of job facets. Major causes of job satisfaction include the work itself, pay, promotion opportunities, supervision, and relationships. When dissatisfied, employees may exit an organization, voice complaints, display loyalty, or neglect their work. Managers can improve satisfaction by focusing on intrinsic job aspects and ensuring consistency between attitudes and behaviors.
This document discusses impression management, which is defined as a conscious or unconscious attempt to influence how others perceive a person through controlling the information presented. It discusses tactics like self-enhancement to boost appeal and other-enhancement like flattery. Types include constructive impression management to form identity and strategic impression management to achieve goals. Techniques mentioned include conformity, excuses, apologies, self-promotion, flattery, favors, and association. Research findings show ingratiation tactics universally agreed on include interest, smiling, eye contact and flattery. Impression management is important in organizations, institutions, and for marginalized groups to shape perceptions.
Impression management is the process of consciously or unconsciously controlling how we present ourselves to others. It involves regulating information in social interactions to influence others' perceptions. First impressions are formed within seconds of meeting someone based mostly on their appearance, body language, and voice. At work, only 10% of the impression others form of our capabilities is based on our actual job performance, while 90% depends on how we present ourselves and are perceived to be doing our work. There are constructive and strategic types of impression management - constructive helps form self-identity, while strategic helps achieve interpersonal goals like ingratiation through behaviors like agreement, flattery, and showing interest in others.
This document discusses impression management, which is defined as a conscious or unconscious attempt to influence how others perceive a person. It discusses various techniques used for impression management, including self-descriptions, opinions, conformity, excuses, apologies, flattery and favors. It also discusses how first impressions are formed within three seconds based mostly on appearance and body language. At work, only 10% of the impression formed is based on actual job performance, while 90% is based on perception of presentation skills and being seen to do a good job. The document outlines various tactics for effective impression management, including confidence, personal branding, elevator pitches, skills, and maintaining a consistent image.
Perception is the process of receiving and interpreting sensory information. It involves selecting stimuli, organizing that information, and attributing meaning based on existing knowledge and biases. Perception is influenced by factors within the perceiver like attitudes, motives, and expectations, factors within the target like novelty and size, and situational factors like time and social context. People use perceptual shortcuts like selective perception, halo effects, stereotyping, and projection to make judgments about others.
Perception influences organizational behavior in several ways. Selective perception can harm decision making by limiting viable alternatives. Perception is shaped by individual attributes like attitudes and experiences as well as situational factors. Common perceptual biases in the workplace include fundamental attribution error, self-serving bias, selective perception, projection, stereotyping, and the halo effect, which can negatively impact areas like performance reviews, promotions, and hiring. Managing perception is important for fair treatment of employees and effective decision making.
Perception is important for understanding individual differences because how people perceived a situation determines how people behave. Perception is part of that personal dimension that makes people see situations differently as well as shapes their attitude in terms of their work environment. This lesson seeks to help students:
1. describe the major elements of the perceptual process;
2. identify the main factors that influence what individual perceive; and
3. Identify factors that determine how one person perceives another.
This document discusses perception and its role in individual behavior. It defines perception as the process of understanding objects or events, which differs between individuals based on their expectations, needs, and background. Perception is influenced by both internal factors in the perceiver, like attitudes and motives, and external factors in the target and situation. The perceptual process involves environmental stimuli being selected, organized, and interpreted. This process can be affected by factors in the perceiver, target, and situation. Finally, the document discusses specific applications of perception in organizational contexts like employment interviews, performance expectations, and employee effort.
Learning is a relatively permanent change in behavior or knowledge due to experience. Behavioral changes can be due to learning or other causes like drugs, injury, or maturation. Learning starts with the mind accepting new knowledge which may or may not result in observable behavior changes. There are two main types of learning: classical conditioning where a neutral stimulus becomes associated with an original stimulus and response, and operant conditioning where people learn through reinforcement of pleasurable or avoidance of unpleasurable outcomes from behaviors. Perception involves how people interpret and make sense of their environment and is influenced by their experiences, motives, personality, and situational factors.
Emotions And Moods - Organizational Behavior - PsychologyFaHaD .H. NooR
Introduces us the the concepts of emotions and moods and their effects on Organizational Behavior. These are concepts that have only recently received increased attention in research and practice.As mentioned, emotions and moods were dismissed by OB for a long time. One of the primary reasons was the “Myth of Rationality” that suggested that OB comprised rational concepts and applications and emotions and moods were seen as highly irrational. Emotions were thought to be disruptive of organizational activity and decreased productivity. Because they were perceived as irrational the belief was that they were unpredictable and therefore not easily influenced. We now know this is untrue.Affect is a generic term that covers a broad range of feelings people experience. This includes both emotions and moods. Emotions are intense feelings that are directed at someone or something. Moods are the feelings that tend to be less intense than emotions and that lack a contextual stimulus.
This chapter discusses perception and related concepts. It defines perception as how individuals select, organize and interpret stimuli to understand their environment. It distinguishes perception from sensation. The subprocesses of perception include registration, interpretation, and response. Factors that influence perception include attention, learning, motivation, personality and the perceiver, target, and situation. Perceptual organization involves processes like figure-ground perception, grouping, closure and constancy. Social perception examines how individuals perceive others through attribution, stereotyping and halo effects. Impression management refers to strategies individuals use to control how others perceive them. Perception ultimately influences individual decision-making.
This document discusses organizational behavior and attitudes and values. It defines attitudes as evaluative statements indicating one's feelings towards people, objects, events, or situations. Attitudes can be positive or negative. The components of attitudes are affective (feelings), cognitive (beliefs), and behavioral (intentions). Attitudes are formed through experiences, learning, family/peers, and mass communication. Job satisfaction and dissatisfaction are work-related attitudes that can impact employee performance and turnover. Methods for changing attitudes include providing information, resolving discrepancies, and social influence. Values are ideals that guide behavior and are more stable than attitudes. The document contrasts values and facts.
This document discusses organizational communication processes and concepts. It defines communication as the sharing of ideas, knowledge, and experiences between individuals and organizations. Communication is vital to organizational functions like information sharing, problem solving, decision making, strategy implementation, team management, change management, evaluation, and feedback. The document outlines different types of communication based on methods, direction, and relationships. It also discusses common barriers to effective communication and current issues in communication relating to gender, political correctness, cross-cultural interactions, and electronic communication.
Perception and Communications in Business Organization by Ofelia , Jericho & ...Jay Gonzales
Perception and communication are important aspects of organizational behavior. Perception is how individuals interpret and understand their environment in a way that is unique to them and influenced by communication. Factors like attitudes, motives, and expectations can influence an individual's perceptions. Communication allows for information sharing between individuals but can be impacted by issues like selective perception and cultural differences. Effective communication is important for organizations to function properly through information sharing, coordination, and decision making.
MBA 1 sem OB Individual Personality and motivationSuman Poudel
This document discusses various theories and models of personality and motivation. It describes personality as the sum total of an individual's reactions and interactions with others, influenced by heredity, environment, and situation. Popular models of personality discussed include Myers-Briggs, which classifies people into 16 types based on preferences for extroversion/introversion, sensing/intuition, thinking/feeling, and judging/perceiving. The Big Five model describes five dimensions: extroversion, agreeableness, conscientiousness, openness to experience, and emotional stability. The document also covers major personality attributes like locus of control, Machiavellianism, self-esteem, and risk-taking.
The document discusses perception and the perception process. It defines perception as how individuals organize and interpret sensory impressions to make meaning of their environment. It then presents a model of the perception process, which includes receiving stimuli, selecting stimuli based on various external and internal factors, organizing the selected information, interpreting the organized information by assigning meaning, checking the interpretation, and reacting. Some of the key external factors that influence selection include intensity, size, contrast, repetition, motion, and novelty. Internal factors include learning, psychological needs, interests, and expectations. The document provides examples for many of these concepts.
Ob 14e 3 attitudes & job satisfactionEngr Razaque
This document discusses attitudes and job satisfaction. It defines attitudes as evaluative statements about objects, people, or events. Attitudes have three components - affective, cognitive, and behavioral. The theory of cognitive dissonance holds that people experience discomfort from conflicting attitudes or behaviors. Job satisfaction is evaluated through surveys measuring feelings about the job, pay, supervision, and other factors. Satisfied employees are less likely to quit their jobs and more likely to engage in organizational citizenship behaviors that benefit customers.
This document summarizes key concepts from Chapter 3 of Nelson & Quick's book on personality, perception, and attribution. It discusses how behavior is influenced by both personal and environmental factors. It then examines theories of personality including trait, psychodynamic, humanistic, and integrative approaches. Specific personality traits like the Big Five are also outlined. The document concludes by looking at social perception, impression management, and attribution theory.
This document summarizes key concepts from Chapter 3 of Nelson & Quick's book on personality, perception, and attribution. It discusses how behavior is influenced by both personal and environmental factors. It then examines theories of personality including trait, psychodynamic, humanistic, and integrative approaches. Specific personality traits like the Big Five are also outlined. The document concludes by looking at social perception, impression management, and attribution theory.
The document discusses perception and personality in organizations. It defines perception as how individuals interpret and make sense of sensory information from their environment. The perceptual process involves selecting stimuli, organizing it, and interpreting it based on attitudes and expectations. When observing behaviors, people use attribution theory to determine whether the cause is internal or personal to the individual, versus external factors. There are also several errors people can make in perception and attribution. The document also defines personality as relatively stable behavioral patterns and internal states that influence how a person interacts with others. It discusses several theories for determining personality types.
This document discusses key concepts related to perceptions, attributions, emotions, and values/attitudes in organizations. It covers topics like perception, schemas, stereotyping, prejudice, the halo effect, attribution theory, emotions, emotional intelligence, expressions, attitudes, and values. Attribution refers to how people explain behavior and includes dispositional and situational attributions. Attribution theory views behavior as caused by stable environmental factors. Emotions include primary emotions and expressions are influenced by culture and body language. Attitudes have cognitive, affective, and behavioral components while values represent convictions of right and wrong.
This document discusses perception, attitudes, values, and motivation. It defines perception as how individuals organize and interpret sensory impressions to understand their environment. Key aspects of perception discussed include selection, organization, and interpretation of stimuli. The document also defines attitude as a positive or negative evaluation of people, objects, or events. Attitudes have cognitive, affective, and behavioral components. Types of job attitudes discussed are job satisfaction, job involvement, and organizational commitment. The document notes positive employee attitudes can increase productivity and morale, while negative attitudes can reduce performance and quality of work. Motivation is defined as readiness to pursue goals, and can be positive through incentives or negative through fear and punishment.
Attitudes and Job Satisfaction - Organizational BehaviorFaHaD .H. NooR
The document discusses job attitudes and satisfaction. It contrasts the three components of an attitude: the emotional feeling, beliefs, and intentions. Cognitive dissonance is when attitudes and behaviors are inconsistent, creating discomfort. People seek consistency. Job satisfaction is a positive feeling about one's job based on an evaluation of its characteristics. It can be measured using overall ratings or ratings of job facets. Major causes of job satisfaction include the work itself, pay, promotion opportunities, supervision, and relationships. When dissatisfied, employees may exit an organization, voice complaints, display loyalty, or neglect their work. Managers can improve satisfaction by focusing on intrinsic job aspects and ensuring consistency between attitudes and behaviors.
This document discusses impression management, which is defined as a conscious or unconscious attempt to influence how others perceive a person through controlling the information presented. It discusses tactics like self-enhancement to boost appeal and other-enhancement like flattery. Types include constructive impression management to form identity and strategic impression management to achieve goals. Techniques mentioned include conformity, excuses, apologies, self-promotion, flattery, favors, and association. Research findings show ingratiation tactics universally agreed on include interest, smiling, eye contact and flattery. Impression management is important in organizations, institutions, and for marginalized groups to shape perceptions.
Impression management is the process of consciously or unconsciously controlling how we present ourselves to others. It involves regulating information in social interactions to influence others' perceptions. First impressions are formed within seconds of meeting someone based mostly on their appearance, body language, and voice. At work, only 10% of the impression others form of our capabilities is based on our actual job performance, while 90% depends on how we present ourselves and are perceived to be doing our work. There are constructive and strategic types of impression management - constructive helps form self-identity, while strategic helps achieve interpersonal goals like ingratiation through behaviors like agreement, flattery, and showing interest in others.
This document discusses impression management, which is defined as a conscious or unconscious attempt to influence how others perceive a person. It discusses various techniques used for impression management, including self-descriptions, opinions, conformity, excuses, apologies, flattery and favors. It also discusses how first impressions are formed within three seconds based mostly on appearance and body language. At work, only 10% of the impression formed is based on actual job performance, while 90% is based on perception of presentation skills and being seen to do a good job. The document outlines various tactics for effective impression management, including confidence, personal branding, elevator pitches, skills, and maintaining a consistent image.
Impression management is the process of consciously or unconsciously regulating information in social interactions to influence others' perceptions. It involves verbal and nonverbal behaviors to construct a desired identity or achieve interpersonal goals. Effective impression management uses ingratiation tactics like flattery, agreeing with others, maintaining eye contact and a positive demeanor. First impressions are strongly influenced by appearance, body language and voice tone within the first few seconds of meeting someone. Similarly, at work only 10% of others' impressions come from actual job performance, while 90% depend on self-presentation, perceived effort and social behaviors. Maintaining confidence, curating a personal brand, preparing elevator pitches and highlighting transferable skills are some techniques for positive impression management. Cons
Perception is the process by which individuals organize and interpret sensory impressions to make meaning of their environment. People's behavior is based on their perception of reality rather than reality itself. Various factors influence perception, including selective perception and frequently used shortcuts like the halo effect, stereotyping, and first impressions. Attribution theory examines how people make judgments about the causes of behavior and whether those causes are internal or external to the individual.
Attitude and Behavior for organizational behaviorTeeshaAalwani
It is a topic of Organizational Behavior. This presentation covers the topic of attitude and behavior, factors in attitude formation, attitude at workplace and ways of changing the attitude.
The document discusses understanding learning styles and provides guidance for new managers. It covers understanding the purpose of one's job by defining the function versus the purpose. It also discusses goal setting, effective communication, modeling good behaviors, different learning and behavior styles, and the importance of teamwork.
This document provides an overview of key concepts in organizational behavior, including a focus on individual and group behavior. It discusses the goals of organizational behavior as explaining, predicting, and influencing behavior in areas like employee productivity, absenteeism, turnover, job satisfaction, and workplace misbehavior. It also covers topics like attitudes and job performance, including the components of attitudes and the relationship between job satisfaction, productivity, absenteeism, turnover, customer satisfaction, organizational citizenship behavior, and workplace misbehavior. Additional sections discuss personality types, learning, perception, job involvement, organizational commitment, emotions, and managing generational differences and negative workplace behaviors.
This document discusses individual behavior in organizations. It begins by reviewing the major psychological factors that influence individual behavior, such as perception, attitude, personality, and emotions/moods.
It then defines behavior as the response made by an individual in response to external stimuli or factors in their environment. Both heredity and environment determine an individual's behavior. Individual differences may be categorized as personality differences or differences in ability. Understanding others' behavior can help influence them.
The document discusses several factors that influence individual differences, including perception, attitude, personality, abilities/skills. It provides details on perception, attitudes, the components of attitudes, how attitudes are formed and changed. It also discusses the Big Five personality traits of extra
This document discusses perception, including its definition, nature, factors that influence it, and its role in organizations. It defines perception as how individuals interpret and make sense of their sensory experiences to understand their environment. Perception is shaped by both internal factors like needs, personality, and expectations, as well as external factors such as intensity, size, status, and contrast. In organizations, perception influences tasks like recruiting, selection, and performance appraisals, where judgments are made based on perceiving others.
This document discusses concepts related to personality, perception, and attribution. It covers personality theories like trait theory and psychodynamic theory. It also discusses key personality characteristics like the Big Five traits, locus of control, self-efficacy, self-esteem, and self-monitoring. The document examines how personality is measured using tools like projective tests, behavioral measures, and self-report questionnaires. It also covers social perception, impression management, and attribution theory.
VALUES, ATTITUDES PPT REPORT IN EDUC 203.pptxRoselynSadlucap
This document discusses values, attitudes, and their relationship to job satisfaction. It defines values as beliefs that guide actions and explains that they are learned through modeling, communication of attitudes, implied attitudes, and religion. Common individual values are achievement, helping others, honesty, and fairness. However, organizational values may conflict with individual values, affecting job satisfaction. Attitudes consist of cognitive evaluations, affective feelings, and behavioral intentions. Individual dispositions like positive and negative affectivity also influence predisposition to job satisfaction or dissatisfaction.
VALUES, ATTITUDES PPT REPORT IN EDUC 203.pptxRoselynSadlucap
This document discusses values, attitudes, and job satisfaction. It defines values as beliefs that guide actions and explains that they can be learned through modeling, communication of attitudes, implied attitudes, and religion. There are individual values that may align with or conflict with organizational values, affecting job satisfaction. Attitudes consist of cognitive, affective, and behavioral components and reflect how one feels. Differences in personal disposition like positive and negative affectivity can influence predisposition toward job satisfaction or dissatisfaction.
This document provides guidance on conducting effective performance appraisals. It discusses establishing good relationships between managers and subordinates and involving subordinates in the self-appraisal process. The primary purposes of appraisals are to provide feedback on performance, assess training needs, and inform salary and promotion decisions. Key aspects of appraisals include maintaining transparency, finalizing reports with subordinates, and addressing both strengths and areas for improvement. Attitudes, both of managers and subordinates, also factor significantly in appraisals and should be understood to help motivate improved performance.
Attitude ,sources of attitude ,congnitive dissonance , organization related attitudes , personality , determinants of personaliity , personality traits in OB , types of personality
Performance appraisal reports are used by organizations to regularly review employee performance, usually annually. The purpose is to provide feedback to employees, plan promotions and training, and inform compensation decisions. A good appraisal establishes an open relationship where all feedback is shared openly with the employee. It should involve self-appraisal by the employee to get their perspective on career goals. Both managers and employees may feel anxiety during the process, so establishing trust is important. Ultimately, the goal is to understand attitudes and motivate improved performance.
PERCEPTIOIN AND SOCIAL THOUGH UNIT 2 .pptArjunRai34
This document discusses perception and attribution theory. It begins with distinguishing between sensation (activation of sense organs) and perception (how sensations are interpreted). It describes factors that influence perception, such as characteristics of the perceiver and perceived object. Common perceptual distortions are discussed, including stereotypes, halo effects, selective perception, and projection. Attribution theory examines how people make attributions about causes of events and personal qualities. The fundamental attribution error and self-serving bias are explained. The document concludes with techniques for managing perceptions and attributions.
PERCEPTIOIN AND SOCIAL THOUGH UNIT 2 .pptArjunRai34
This document discusses perception and attribution theory. It begins with distinguishing between sensation (activation of sense organs) and perception (how sensations are interpreted). It describes factors that influence perception, such as characteristics of the perceiver and perceived object. Common perceptual distortions are discussed, including stereotypes, halo effects, selective perception, and projection. Attribution theory examines how people make attributions about causes of events and personal qualities. The fundamental attribution error and self-serving bias are explained. Techniques for managing perceptions such as awareness and seeking differing information are presented.
This document discusses various aspects of perception and social perception. It begins by defining perception as the process of collecting, organizing and interpreting information from the environment to derive meaning. Sensation involves basic physiological responses to stimuli, while perception involves higher-level cognitive processing of sensory inputs. Perception involves stimulus registration, interpretation based on factors like learning and personality, feedback, behavior, and consequences. Selectivity and various external and internal factors influence perception. The document also discusses perceptual organization, constancy, context, defense and social perception and the factors that influence it like stereotyping and halo effects. It concludes with a discussion of attribution theory and impression management strategies used in organizations.
Personality refers to a person's unique and relatively stable patterns of thoughts, feelings, and actions. It is defined as distinctive and enduring ways of thinking, feeling, and acting. Personality is determined by both heredity and environmental factors. The Big Five model is the most widely accepted framework for describing personality traits, including openness, conscientiousness, extraversion, agreeableness, and emotional stability. Certain personality traits like conscientiousness and emotional stability are strongly linked to higher job performance. Personality assessments are commonly used in hiring decisions to match personalities with job roles.
- Internal training utilizes a company's own resources and expertise to develop and deliver training, making it cost-effective and allowing employees to easily understand trainers due to workplace familiarity. Methods include on-the-job training, mentoring, coaching, and internal seminars/sessions.
- External training exposes employees to new ideas and forces them out of their comfort zone by learning from outside industry experts, providing a fresh perspective but at a higher cost compared to internal training. Both methods have benefits for employee learning and skill development.
The document provides an overview of training and development. It discusses:
1) The need for training and development in organizations to improve effectiveness and achieve goals. Training addresses immediate changes while development focuses on long-term goals.
2) The systematic approach to training, which includes establishing requirements, needs assessment, materials selection, training delivery, and evaluation.
3) Different types of training including on-the-job and off-the-job methods. Development focuses on personal and professional growth through activities like special projects.
4) The importance of evaluating training through measuring reaction, learning, behavior, and results. This helps identify strengths, weaknesses, and the program's overall impact.
The document discusses key concepts related to learning environments and organizational learning. It covers learning definitions and outcomes, learning styles, Gagne's and Bloom's taxonomies of learning, the ADDIE model of instructional design, and characteristics of learning organizations. It also outlines some common challenges to becoming a learning organization, such as employee resistance to change, lack of leadership training, short-term focus, and high turnover.
This presentation provides tips for making effective presentations using awesome backgrounds to engage audiences and capture their attention. It discusses using backgrounds and features of Product A and Product B.
This document discusses training evaluation and measurement. It defines key terms like training effectiveness, outcomes, and evaluation. It describes the reasons companies evaluate training, including demonstrating returns on investment. Formative evaluation involves collecting feedback during program development, while summative evaluation determines post-training changes. Common outcomes measured are reactions, learning, skills, attitudes, and results. Various evaluation designs aim to control for threats to validity like pre-post tests with comparison groups. Calculating return on investment involves determining costs, benefits, and the ratio of returns to costs. Practical challenges include isolating training impacts from other influences.
This document discusses evaluating training programs. It provides reasons for evaluating training, such as to identify strengths and weaknesses, assess learning and job application, and determine financial costs and benefits. There are four main outcomes used in evaluation: cognitive outcomes measure knowledge gained; skill-based outcomes assess technical skill acquisition and use; affective outcomes include attitudes and perceptions; and results determine a program's impact. Return on investment compares monetary benefits to costs, including direct training costs and indirect costs versus benefits. The document also describes the role of a training administrator who plans, coordinates, delivers and evaluates training programs for various personnel.
Designing and Conducting Training Program.pptxPreeti Bhaskar
This document discusses designing and conducting effective training programs. It covers selecting an appropriate training site, preparing a curriculum roadmap and detailed lesson plans, encouraging transfer of training to the job, and gaining manager support. Key points include choosing a quiet training room with good seating and technology; creating a curriculum map showing all courses and prerequisites; developing lesson plans with learning objectives, activities and assessments; emphasizing both near and far transfer of skills; and getting managers to stress application of lessons after training.
Employee development refers to activities that help employees improve their skills and abilities to perform their current or future jobs more effectively. It is important for companies to develop employees in order to improve quality, retain talent, manage talent, meet competitive challenges, and incorporate new technologies. Common approaches to development include formal education, job experiences, assessments, mentoring, coaching, and development planning. Companies benefit from development through reduced turnover and a more engaged workforce.
The document discusses several models for evaluating training programs, including the Kirkpatrick, CIRO, CIPP, and Phillips models. The Kirkpatrick model evaluates training at four levels: reaction, learning, behavior, and results. The CIRO model also evaluates reaction and adds context and outcomes. The CIPP model evaluates context, inputs, processes, and products. The Phillips model includes five levels: reaction, learning, application, business impact, and return on investment. Kaufman's model also includes five levels from enabling resources to societal outcomes. Overall, the document outlines different approaches to evaluating the effectiveness and impact of training programs.
Training methods can be traditional like presentations, hands-on methods, and group building, or modern using technology. Traditional methods require an instructor and face-to-face interaction while modern methods use e-learning and technology. New technologies allow training to be delivered remotely, be more engaging for learners, and reduce costs. Effective use of technology in training requires considering learner needs, developing interactive content, and providing support for online learners.
The document discusses training and its importance for organizations. It defines training as a planned effort to facilitate employees' learning of job-related competencies. Some key points:
1. Training is important as it increases employees' knowledge, skills, and abilities which are critical for job performance. It also helps prepare employees for changes like new technology or working in teams.
2. The goal of training is to create intellectual capital, defined as informational resources like human capital, customer relationships, and intellectual property that can improve business.
3. The training design process is based on the Instructional System Design model, which includes analyzing needs, designing the learning environment, ensuring transfer of training, and evaluating the program.
The document discusses how human resource management (HRM) can help foster entrepreneurial success in the future of work. It outlines trends shaping the future workplace like technological advancements, remote work, and changing skills needs. Poor HRM practices are also shown to have led to startup failures through examples. The role of HRM in supporting entrepreneurship through talent acquisition, culture building, and performance management is explained. Real case studies from companies in India demonstrate how HRM has contributed to entrepreneurial growth. In conclusion, HRM can identify entrepreneurial talent, create an innovative culture, offer flexible work arrangements, and promote diversity to nurture entrepreneurial success.
This document discusses human capital management. It begins by defining human capital as the knowledge, skills, and abilities of employees. It then discusses the importance of human capital management in aligning human resources with business goals to improve productivity. The document outlines various approaches to measuring human capital, including indices, models, and balanced scorecards. It also discusses reporting human capital information internally to managers and externally in business reviews.
This document discusses theories of motivation and how to motivate employees. It describes Maslow's hierarchy of needs theory which states that needs are satisfied in a predetermined order from physiological to self-actualization. It also outlines McGregor's Theory X and Theory Y about assumptions of human behavior at work. Additionally, it summarizes Herzberg's two-factor theory that identifies hygiene factors like pay that prevent dissatisfaction and motivator factors like achievement that promote satisfaction and growth.
The document discusses various aspects of communication including the definition, nature, types, barriers, and importance of communication in organizations. It defines communication and explains the basic communication process. It also describes different types of organizational communication such as formal and informal communication, as well as upward, downward, horizontal, and diagonal communication.
This document discusses various aspects of leadership including definitions, qualities, styles, and differences between leadership and management. It defines leadership as a process of guiding and influencing people towards goals. Key leadership qualities include emotional intelligence, relationship building, problem solving, decision making, coaching, and setting an example. There are different leadership styles such as autocratic, democratic, laissez-faire, and transformational. Formal leaders hold official positions while informal leaders gain respect and influence. Power and leadership can overlap but power is derived from position while true leadership comes from personal attributes that inspire voluntary followership.
The document defines organizational culture and discusses its key aspects. It notes that organizational culture encompasses shared beliefs, values, and behaviors that shape how an organization conducts business. The document outlines several levels of culture from visible artifacts to underlying assumptions, and discusses five major functions of culture in organizations: providing purpose, fostering a sense of ownership, building community, facilitating communication, and establishing leadership. It provides examples to illustrate strong organizational cultures at companies like Google, Pixar, and DHL.
This document discusses organizational structure and its key elements. It begins by defining organization and organizational structure. There are different types of organizational structures including line, line and staff, functional, project, matrix, and divisional structures. The benefits of organizational structure are also outlined. Departmentalization and its various methods are then defined. The document also covers centralization versus decentralization and defines a learning organization.
1. Planning is the process of setting goals and deciding in advance how to achieve those goals. It helps coordinate efforts, provide direction, and reduce risks.
2. There are different types of plans including strategic plans made by top management, tactical plans by middle management, and operational plans by frontline managers.
3. Plans also vary by time horizon such as long, intermediate, and short-term plans. They can be standing and ongoing or single-use plans tailored for specific situations. Plans provide standards for controlling performance.
Your grandfather was working at the top level of management as the director of a manufacturing company.
One function performed at the top level of management is strategy formulation. As the director, your grandfather would have been responsible for laying down the overall goals, policies and strategies for the company to guide its operations and growth.
Building Meaningful Talent Communities with AI - Heather Pysklywec - SocialHR...SocialHRCamp
Speaker: Heather Pysklywec
Digital transformation has transformed the talent acquisition landscape over the past ten years. Now, with the introduction of artificial intelligence, HR professionals are faced with a new suite of tools to choose from. The question remains, where to start, what to be aware of, and what tools will complement the talent acquisition strategy of the organization? This session will give a summary of helpful AI tools in the industry, explain how they can fit into existing systems, and encourage attendees to explore if AI tools can improve their process.
Start Smart: Learning the Ropes of AI for HR - Celine Maasland - SocialHRCamp...SocialHRCamp
Speaker: Celine Maasland
In this session, we’ll demystify the process of integrating artificial intelligence into everyday HR tasks. This presentation will guide HR professionals through the initial steps of identifying AI opportunities, choosing the right tools, and effectively implementing technology to streamline operations. Additionally, we’ll delve into the specialized skill of prompt engineering, demonstrating how to craft precise prompts to enhance interactions between AI systems and employees. Whether you’re new to AI or looking to refine some of your existing strategies, this session will equip you with the knowledge and tools to harness AI’s potential in transforming HR functions.
Becoming Relentlessly Human-Centred in an AI World - Erin Patchell - SocialHR...SocialHRCamp
Speaker: Erin Patchell
Imagine a world where the needs, experiences, and well-being of people— employees and customers — are the focus of integrating technology into our businesses. As HR professionals, what tools exist to leverage AI and technology as a force for both people and profit? How do we influence a culture that takes a human-centred lens?
How to Leverage AI to Boost Employee Wellness - Lydia Di Francesco - SocialHR...SocialHRCamp
Speaker: Lydia Di Francesco
In this workshop, participants will delve into the realm of AI and its profound potential to revolutionize employee wellness initiatives. From stress management to fostering work-life harmony, AI offers a myriad of innovative tools and strategies that can significantly enhance the wellbeing of employees in any organization. Attendees will learn how to effectively leverage AI technologies to cultivate a healthier, happier, and more productive workforce. Whether it's utilizing AI-powered chatbots for mental health support, implementing data analytics to identify internal, systemic risk factors, or deploying personalized wellness apps, this workshop will equip participants with actionable insights and best practices to harness the power of AI for boosting employee wellness. Join us and discover how AI can be a strategic partner towards a culture of wellbeing and resilience in the workplace.
The Rules Do Apply: Navigating HR ComplianceAggregage
https://www.humanresourcestoday.com/frs/26903483/the-rules-do-apply--navigating-hr-compliance
HR Compliance is like a giant game of whack-a-mole. Once you think your company is compliant with all policies and procedures documented and in place, there’s a new or amended law, regulation, or final rule that pops up landing you back at ‘start.’ There are shifts, interpretations, and balancing acts to understanding compliance changes. Keeping up is not easy and it’s very time consuming.
This is a particular pain point for small HR departments, or HR departments of 1, that lack compliance teams and in-house labor attorneys. So, what do you do?
The goal of this webinar is to make you smarter in knowing what you should be focused on and the questions you should be asking. It will also provide you with resources for making compliance more manageable.
Objectives:
• Understand the regulatory landscape, including labor laws at the local, state, and federal levels
• Best practices for developing, implementing, and maintaining effective compliance programs
• Resources and strategies for staying informed about changes to labor laws, regulations, and compliance requirements
Watch this expert-led webinar to learn effective tactics that high-volume hiring teams can use right now to attract top talent into their pipeline faster.
Accelerating AI Integration with Collaborative Learning - Kinga Petrovai - So...SocialHRCamp
Speaker: Kinga Petrovai
You have the new AI tools, but how can you help your team use them to their full potential? As technology is changing daily, it’s hard to learn and keep up with the latest developments. Help your team amplify their learning with a new collaborative learning approach called the Learning Hive.
This session outlines the Learning Hive approach that sets up collaborations that foster great learning without the need for L&D to produce content. The Learning Hive enables effective knowledge sharing where employees learn from each other and apply this learning to their work, all while building stronger community bonds. This approach amplifies the impact of other learning resources and fosters a culture of continuous learning within the organization.
AI Considerations in HR Governance - Shahzad Khan - SocialHRCamp Ottawa 2024SocialHRCamp
Speaker: Shahzad Khan
This session on "AI Considerations in Human Resources Governance" explores the integration of Artificial Intelligence (AI) into HR practices, examining its history, current applications, and the governance issues it raises. A framework to view Government in modern organizations is provided, along with the transformation and key considerations associated with each element of this framework, drawing lessons from other AI projects to illustrate these aspects. We then dive into AI's use in resume screening, talent acquisition, employee retention, and predictive analytics for workforce management. Highlighting modern governance challenges, it addresses AI's impact on the gig economy as well as DEI. We then conclude with future trends in AI for HR, offering strategic recommendations for incorporating AI in HR governance.
Your Guide To Finding The Perfect Part-Time JobSnapJob
Part-time workers account for a significant part of the workforce, including individuals of all ages. A lot of industries hire part-time workers in different capacities, including temporary or seasonal openings, ranging from managerial to entry-level positions. However, many people still doubt taking on these roles and wonder how a temporary part-time job can help them achieve their long-term goals.
1. Unit 2
• Perception-Nature &
Importance of Perception, Sub-
processes of Perception
• Factors influencing Perception
at workplace
• Attribution- Attribution theory
• Impression Management-the
process of Impression
management, Employee
impression management
strategies
• Emotions in determining work
behavior
• Personality
• Role of Attitudes
• Values
2. Perception
1. What is perception?
2. What causes people to have different
perceptions of the same situation?
3. Can people be mistaken in their
perceptions?
4. Does perception really affect outcomes?
2-2
3. Describe a situation in which your
perception turned out to be wrong.
What perceptual errors did you make that
might have caused this to happen?
2-3
4. Perception
What Is Perception?
The process by which individuals organize
and interpret their impressions in order to give
meaning to their environment.
Why Is It Important?
Because people’s behaviour is based on their
perception of what reality is, not on reality
itself.
The world as it is perceived is the world that is
behaviourally important.
2-4
5. Why We Study Perceptions
To better understand how people make
acknowledgments about events.
We don’t see reality. We interpret what
we see and call it reality.
2-5
6. Factors that Influence Perception
Perception
The Target
• Novelty
• Motion
• Sounds
• Size
• Background
• Proximity
The Perceiver
• Attitudes
• Motives
• Interests
• Experience
• Expectations
The Situation
• Time
•Work setting
• Social setting
8. Perceptual Errors
Selective Perception
People selectively interpret what they see based on their
interests, background, experience, and attitudes.
Halo Effect
Drawing a general impression about an individual based on
a single characteristic.
Contrast Effects
A person’s evaluation is affected by comparisons with other
individuals recently encountered.
Projection
Attributing one’s own characteristics to other people.
Stereotyping
Judging someone on the basis of your perception of the group
to which that person belongs.
2-8
9. Attribution Theory
As humans, we are naturally curious
about the causes of our behavior
and the behavior of others. The
process of assigning causality to
behavior is referred to as attribution.
2-9
10. 1. Internal Attribution: The process of assigning
the cause of behaviour to some internal
characteristic, rather than to outside forces.
When we explain the behavior of others we
look for enduring internal attributions, such as
personality traits.
2. External Attribution: The process of assigning
the cause of behaviour to some situation or
event outside a person's control rather than
to some internal characteristic.
2-10
11. Attribution Theory: Three Determinants
2-11
Let’s look at an example to help understand his particular attribution theory.
Our subject is called Tom. His behavior is laughter. Tom is laughing at a
comedian.
1. Consensus: Everybody in the audience is laughing. Consensus is high. If
only Tom is laughing consensus is low.
2. Distinctiveness: Tom only laughs at this comedian. Distinctiveness is
high. If Tom laughs at everything distinctiveness is low.
3. Consistency: Tom always laughs at this comedian. Consistency is high.
Tom rarely laughs at this comedian consistency is low.
13. Impression Management
It is a goal-directed conscious or unconscious attempt to influence the perceptions of
other people about a person, object or event by regulating and controlling information
in social interaction.
IMPRESSION MANAGEMENT is how to make a favorable impression, how to
perceive others and evaluate others on the basis of
Dress, make-up, hairstyle,
Manner and general behavior,
Body language.
The process of portraying yourself to others in a manner that creates a desired
impression.
Impression Management is the goal- directed activity of controlling and regulating
information in order to influence the impressions formed by an audience
14. Types of Impression Management
Constructive -- helps in the formation of
self identity
Strategic -- helps in the attainment of some
interpersonal goal
15. Tactics of Impression Management
Self enhancement:
It includes efforts to boost one’s physical appearance.
Efforts to increase their appeal to others.
Includes using ‘props’ to enhance their appeal.
Self Presentation
It depends on situation
It depends on others’ treatment
Other enhancement:
It includes tactics to gain one’s liking such as flattery
Tactics to induce positive moods and reactions in others.
Certainty of target person or group.
Ex. Dressing up according to a certain person’s liking
16. Impression Management Tactics
Behavioral
Matching
The target of perception matches
his or her behavior to that of the
perceiver.
A subordinate tries to imitate her boss’s
behavior by being modest and soft-spoken
because her boss is modest and soft-spoken.
Self-
Promotion
The target tries to present herself
or himself in as positive a light as
possible.
A worker reminds his boss about his past
accomplishments and associates with co-
workers who are evaluated highly.
Conforming
to Situational
Norms
The target follows agreed-upon
rules for behavior in the
organization.
A worker stays late every night even if she has
completed all of her assignments because
staying late is one of the norms of her
organization.
Appreciating
or Flattering
Others
The target compliments the per-
ceiver. This tactic works best when
flattery is not extreme and when it
involves a dimension important
to the perceiver.
A coworker compliments a manager on his
excellent handling of a troublesome employee.
Being
Consistent
The target’s beliefs and behaviors
are consistent. There is agreement
between the target’s verbal and
nonverbal behaviors.
A subordinate delivering a message to his boss
looks the boss straight in the eye and has a
sincere expression on his face.
19. Pickering Public Library
Impression Management
It is a goal-directed conscious or unconscious attempt to influence the perceptions of other
people about a person, object or event by regulating and controlling information in
social interaction.
IMPRESSION MANAGEMENT is how to make a favorable impression, how to perceive
others and evaluate others on the basis of
Dress, make-up, hairstyle,
Manner and general behavior,
Body language.
The process of portraying yourself to others in a manner that creates a desired impression.
Impression Management is the goal- directed activity of controlling and regulating
information in order to influence the impressions formed by an audience.
20. Pickering Public Library
Types of Impression
Management
Constructive -- helps in the formation of
self identity
Strategic -- helps in the attainment of some
interpersonal goal
21. Pickering Public Library
Tactics of Impression
Management
Self enhancement:
It includes efforts to boost one’s physical
appearance.
Efforts to increase their appeal to others.
Includes using ‘props’ to enhance their appeal.
To the whole world.
Ex. Social websites.
23. Pickering Public Library
Other enhancement:
It includes tactics to gain one’s liking such as
flattery
Tactics to induce positive moods and reactions in
others.
Certainty of target person or group.
Ex. Dressing up according to a certain person’s
liking
25. Pickering Public Library
Impression Management Tactics
Behavioral
Matching
Behavioral
Matching
The target of perception matches
his or her behavior to that of the
perceiver.
The target of perception matches
his or her behavior to that of the
perceiver.
A subordinate tries to imitate her boss’s
behavior by being modest and soft-spoken
because her boss is modest and soft-spoken.
A subordinate tries to imitate her boss’s
behavior by being modest and soft-spoken
because her boss is modest and soft-spoken.
Self-
Promotion
Self-
Promotion
The target tries to present herself
or himself in as positive a light as
possible.
The target tries to present herself
or himself in as positive a light as
possible.
A worker reminds his boss about his past
accomplishments and associates with co-
workers who are evaluated highly.
A worker reminds his boss about his past
accomplishments and associates with co-
workers who are evaluated highly.
Conforming
to Situational
Norms
Conforming
to Situational
Norms
The target follows agreed-upon
rules for behavior in the
organization.
The target follows agreed-upon
rules for behavior in the
organization.
A worker stays late every night even if she has
completed all of her assignments because
staying late is one of the norms of her
organization.
A worker stays late every night even if she has
completed all of her assignments because
staying late is one of the norms of her
organization.
Appreciating
or Flattering
Others
Appreciating
or Flattering
Others
The target compliments the per-
ceiver. This tactic works best when
flattery is not extreme and when it
involves a dimension important
to the perceiver.
The target compliments the per-
ceiver. This tactic works best when
flattery is not extreme and when it
involves a dimension important
to the perceiver.
A coworker compliments a manager on his
excellent handling of a troublesome employee.
A coworker compliments a manager on his
excellent handling of a troublesome employee.
Being
Consistent
Being
Consistent
The target’s beliefs and behaviors
are consistent. There is agreement
between the target’s verbal and
nonverbal behaviors.
The target’s beliefs and behaviors
are consistent. There is agreement
between the target’s verbal and
nonverbal behaviors.
A subordinate delivering a message to his boss
looks the boss straight in the eye and has a
sincere expression on his face.
A subordinate delivering a message to his boss
looks the boss straight in the eye and has a
sincere expression on his face.
27. THE LAST BEER
A young man had only a limited amount of beer in his fridge. His best friend came round to visit.
During their conversation he told his friend not to drink his last beer. Later he found his friend had
drunk it.
WHAT WOULD AN EMOTIONALLY INTELLIGENT RESPONSE HAVE BEEN?
•To go and buy some more maybe?
•To ignore it and enjoy his friend's company?
•To have a cup of coffee instead?
•To go down the pub together?
•Any other?
WHAT HAPPENED?
He had low emotional intelligence and did none of these. He shot his friend dead. He is now in prison
serving time for murder. His rage drove him to short-term action which produced long-term negative
consequences.
This is an extreme but clear example of how low emotional intelligence and a poor ability to control
strong emotions in particular, can impact on a person's behaviour, work and life.
Being able to control strong emotions such as rage is the seventh dimension of emotional intelligence.
It is very hard to build trust without being able to control your strong emotions. If you are in business
and want to be successful building trust is imperative.
How good are you at controlling strong emotions?
28. TWO VIEW POINTS ABOUT EQ
Traditionalists
say that emotions
High performers
say that emotions
Distract us
Increase our
vulnerability
Cloud our judgment
Inhibit free flow of data
Must be controlled
Motivate us
Increase our confidence
Speed our analysis
Build trust
Provide vital feedback
Must be managed
28
29. 8 Basic emotions
• These emotions can combine to create new emotions
• e.g. Happiness + Anticipation = Excitement.
• e.g Anger minus enthusiasm =depression.
• Same event can give multiple emotions at the same time e.g. For a father:
Happiness (of daughter marrying) + Sadness (of daughter leaving because of
marriage)
• Emotions are tied with physiological response e.g. churning in stomach,
perspiration on face, blushing of cheeks etc.
Fear anger
Disgust trust
Surprise anticipation
Happiness sadness
34. The work of the Consortium for Research on
Emotional Intelligence (EI) in Organizations
has identified five key research studies that
support the importance of an individual's
emotional and social skills as important for
success at work.
35. Study 1 –
Experienced partners in a multinational consulting firm were assessed on the EI
competencies plus three others (Boyatzis, 1999).
Findings:
• Partners who scored above the median on nine or more of the 20 competencies
delivered $1.2 million more profit from their accounts than did other partners.
• 139% incremental gain.
Study 2 –
An analysis of more than 300 top-level executives from 15 global companies
showed that six emotional competencies distinguished stars from the average
(Spencer, 1997).
Findings:
• Distinguishing Emotional Competencies:
o Influence
o Team Leadership
o Organizational Awareness, Self-confidence,
o Achievement Drive o and Leadership
36. Study 3 –
looked into the productivity of 'top performers' in jobs of medium complexity
(e.g. sales clerks, mechanics) and the most complex jobs (e.g. insurance
salespeople, account managers) (Hunter, Schmidt, & Judiesch, 1990).
Findings:
• Top performers in medium complexity jobs were: o 12 times more productive
than those at the bottom. o 85% more productive than an average performer. •
Top performers in the most complex jobs were: o 127% more productive than
an average performer .
Competency research in over 200 companies and organizations worldwide into
top performers suggests that (Goleman, 1998): • one-third of this difference is
due to technical skill and cognitive ability. • two-thirds is due to emotional
competence • In top leadership positions, over four-fifths of the difference is
due to emotional competence.
37. Study 5 - in a national insurance company research showed the difference in
policy premium sold (Hay/McBer Research and Innovation Group, 1997).
Findings:
• Insurance sales agents who were weak in emotional competencies (i.e. self-
confidence, initiative, and empathy) sold policies with an average premium of
$54,000.
• Insurance sales agents who were very strong in at least five of eight key
emotional competencies sold policies worth $114,000. -
Study 4 - At L'Oreal, research (Spencer & Spencer, 1993; Spencer, McClelland &
Kelner, 1997) showed that sales agents selected on the basis of certain emotional
competencies significantly outsold salespeople selected using the company's old
selection procedure. Findings:
• On an annual basis, salespeople selected on the basis of emotional competence
sold $91,370 more than other salespeople did, for a net revenue increase of
$2,558,360.
• Salespeople selected on the basis of emotional competence also had 63% less
turnover during the first year than those selected in the typical way.
38. Applications of Understanding
Emotions
• Ability and Selection
– Emotions affect employee effectiveness.
• Decision Making
– Emotions are an important part of the decision-making process in
organizations.
• Motivation
– Emotional commitment to work and high motivation are strongly
linked.
• Leadership
– Emotions are important to acceptance of messages from
organizational leaders.
53. Definition: Mode of conduct or end state is personally or socially
preferable (i.e., what is right and good)
• Terminal Values
• Desirable end states
• Instrumental Values
• The ways/means for achieving one’s terminal values
Value System: A hierarchy based on a ranking of an individual’s
values in terms of their intensity
VALUES
54. • Provide understanding of the attitudes, motivation,
and behaviors of individuals and cultures
• Influence our perception of the world around us
• Represent interpretations of “right” and “wrong”
• Imply that some behaviors or outcomes are
preferred over others
IMPORTANCE OF VALUES
55. TYPES OF VALUES—ROKEACH VALUE SURVEY
Terminal Values
Desirable end-states of existence;
the goals that a person would like
to achieve during his or her lifetime
Instrumental Values
Preferable modes of behavior or
means of achieving one’s terminal
values
56. VALUES IN
THE
ROKEACH
SURVEY
E X H I B I T 4-3
E X H I B I T 4-3
Source: M. Rokeach, The Nature of Human
Values (New York: The Free Press, 1973).
57. VALUES IN
THE
ROKEACH
SURVEY
(CONT’D)
E X H I B I T 4-3 (cont’d)
E X H I B I T 4-3 (cont’d)
Source: M. Rokeach, The Nature of Human
Values (New York: The Free Press, 1973).
58. MEAN VALUE
RANKINGS OF
EXECUTIVES, UNION
MEMBERS, AND
ACTIVISTS
E X H I B I T 4-4
E X H I B I T 4-4
Source: Based on W. C. Frederick and J. Weber, “The Values of
Corporate Managers and Their Critics: An Empirical Description and
Normative Implications,” in W. C. Frederick and L. E. Preston (eds.)
Business Ethics: Research Issues and Empirical Studies (Greenwich,
CT: JAI Press, 1990), pp. 123–44.
59. Power Distance
Individualism vs. Collectivism
Masculinity vs. Femininity
Uncertainty Avoidance
Long-term and Short-term Orientation
Values Across Cultures: Hofstede’s FrameworkValues Across Cultures: Hofstede’s Framework
60. HOFSTEDE’S FRAMEWORK FOR ASSESSING
CULTURES
Power Distance
The extent to which a society accepts that power
in institutions and organizations is distributed
unequally.
Low distance: Relatively equal power between
those with status/wealth and those without
status/wealth
High distance: Extremely unequal power
distribution between those with status/wealth
and those without status/wealth
61. HOFSTEDE’S FRAMEWORK
(CONT’D)
Collectivism
A tight social framework in
which people expect others
in groups of which they are a
part to look after them and
protect them
Individualism
The degree to which
people prefer to act as
individuals rather than a
member of groups
vs.
62. HOFSTEDE’S FRAMEWORK
(CONT’D)
Masculinity
The extent to which the
society values work roles
of achievement, power,
and control, and where
assertiveness and mater-
ialism are also valued
Femininity
The extent to which
there is little differ-
entiation between roles
for men and women
vs.
63. HOFSTEDE’S FRAMEWORK
(CONT’D)
Uncertainty Avoidance
The extent to which a society feels threatened by
uncertain and ambiguous situations and tries to avoid
them •High Uncertainty Avoidance:
Society does not like
ambiguous situations and tries
to avoid them.
•Low Uncertainty Avoidance:
Society does not mind
ambiguous situations and
embraces them.
64. HOFSTEDE’S FRAMEWORK
(CONT’D)
Long-term Orientation
A national culture attribute
that emphasizes the future,
thrift, and persistence
Short-term Orientation
A national culture attribute
that emphasizes the present
and the here and now
vs.
65. ACHIEVING PERSON-JOB FIT
Personality Types
• Realistic
• Investigative
• Social
• Conventional
• Enterprising
• Artistic
Personality Types
• Realistic
• Investigative
• Social
• Conventional
• Enterprising
• Artistic
Personality-Job Fit Theory
(Holland)
Identifies six personality
types and proposes that the
fit between personality type
and occupational
environment determines
satisfaction and turnover
67. RELATIONSH
IPS AMONG
OCCUPATION
AL
PERSONALIT
Y TYPES
E X H I B I T 4–9
E X H I B I T 4–9
Source: Reprinted by special permission of the publisher, Psychological
Assessment Resources, Inc., from Making Vocational Choices, copyright 1973,
1985, 1992 by Psychological Assessment Resources, Inc. All rights reserved.
68. Useful for determining person-organization fit
Survey that forces choices/rankings of one’s personal values
Helpful for identifying most important values to look for in an
organization (in efforts to create a good fit)
ORGANIZATIONAL CULTURE
PROFILE (OCP)
Editor's Notes
Social Websites: It is used as there is asynchronous communication rather than synchronous (Instant responses).
Social Websites: It is used as there is asynchronous communication rather than synchronous (Instant responses).