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8/14/2019 Org+Behaviour 3 Perception +Personality
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.
Perception andPerception and
Personality inPersonality inOrganizationsOrganizations
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R. Madonik, Toronto Star
Torontos police service is
fighting to correct racial bias
and the perception of this
bias. The service is
increasing the cultural
diversity of its workforce,
and officers must attenddiversity awareness
seminars.
Torontos Police ServiceTorontos Police Service
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Attitudes andAttitudes and
BehavioursBehaviours
Organization andOrganization and
InterpretationInterpretation
Selective AttentionSelective Attention
Perceptual Process ModelPerceptual Process Model
Feeling Hearing Seeing Smelling TastingFeeling Hearing Seeing Smelling Tasting
Environmental StimuliEnvironmental Stimuli
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Selective AttentionSelective Attention
Characteristics of the object
size, intensity, motion, repetition, novelty
Perceptual context
Characteristics of the perceiver
attitudes
perceptual defense expectations -- condition us to expect events
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Corel Corp. Used with permission
Splatter Vision PerceptionSplatter Vision Perception
Fighter pilots, police
detectives, and bird
watchers use splatter
vision -- scanningeverything and focusing
on nothing. This reduces
the chance of screening
out potentially importantinformation.
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An IndividualsAn Individuals
Social IdentitySocial Identity
ACMEACME
WidgetWidget
EmployeeEmployee
Social Identity TheorySocial Identity Theory
Live inLive in
CanadaCanada
Univ. of NewUniv. of New
BrunswickBrunswick
GraduateGraduate
Employees atEmployees at
other firmsother firms
People livingPeople living
in other countriesin other countries
Graduates fromGraduates fromother schoolsother schools
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Social Identity Theory FeaturesSocial Identity Theory Features
Comparative process
define ourselves by differences with others
Homogenization process similar traits within a group; different traits
across groups
Contrasting process
develop less favourable images of people in
groups other than our own
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Stereotyping in the WorkplaceStereotyping in the Workplace
People are surprised to
learn that Charlotte St.
Germain is a refinery
process operator. They
stereotype operators as
rugged men, not a fifty-
something grandmother!C. Vanzella, Edmonton Sun
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Professors areabsent-minded
Our instructoris a professor
Our instructor is
absent-minded
The Stereotyping ProcessThe Stereotyping Process
Assign categorys traitsAssign categorys traits
to the personto the person
Assign person to categoryAssign person to category
based on observable infobased on observable info
Develop categoriesDevelop categories
and assign traitsand assign traits
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How Accurate are Stereotypes?How Accurate are Stereotypes?
Some accuracy, but also distortion and
error
rarely accurate for everyone in the group
we screen out inconsistent information
Stereotypes are less accurate when:
little interaction with people in that group
in conflict with members of that group stereotypes enhance our own social identity
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Attribution ProcessAttribution Process
External Attribution
Perception that outcomes are due to
situation or fate rather than the person
Internal Attribution
Perception that outcomes are due to
motivation/ability rather than situation or
fate
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Rules of AttributionRules of Attribution
External AttributionExternal Attribution
FrequentlyFrequently
ConsistentConsistent
with pastwith past
SeldomSeldom
Internal AttributionInternal Attribution
FrequentlyFrequently
DistinctiveDistinctive
from otherfrom other
situationssituations
SeldomSeldom
SeldomSeldom
ConsensusConsensus
(Other people(Other people
are similar)are similar)
FrequentlyFrequently
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Attribution ErrorsAttribution Errors
Fundamental Attribution Error
attributing own actions to external factors
and others actions to internal factors
Self-Serving Bias
attributing our successes to internal
factors and our failures to external factors
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Self-Fulfilling Prophecy CycleSelf-Fulfilling Prophecy Cycle
SupervisorSupervisor
formsforms
expectationsexpectations
ExpectationsExpectations
affect supervisorsaffect supervisors
behaviourbehaviour
SupervisorsSupervisors
behaviour affectsbehaviour affects
employeeemployee
EmployeesEmployees
behaviour matchesbehaviour matches
expectationsexpectations
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Other Perceptual ErrorsOther Perceptual Errors
Primacy first impressions
Recency
most recent information dominatesperceptions
Halo one trait forms a general impression
Projection believing other people are similar to you
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Diversity Management ProgramsDiversity Management Programs
Focuses on awareness, understanding,
and appreciation
Sensitizes people about stereotypes
and prejudices
Dispels myths about people from
different backgrounds
Doesnt try to correct deep-rooted
prejudice
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ImprovingImproving
PerceptualPerceptual
AccuracyAccuracy
DiversityDiversity
ManagementManagement
EmpathizeEmpathizeWith OthersWith Others
PostponePostponeImpressionImpression
FormationFormation
KnowKnowYourselfYourself
CompareComparePerceptionsPerceptions
With OthersWith Others
Improving Perceptual AccuracyImproving Perceptual Accuracy
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Known to Self Unknown to Self
Knownto Others
Unknownto Others
OpenOpen
AreaArea BlindBlindAreaArea
UnknownUnknown
AreaArea
HiddenHiddenAreaArea
Know Yourself (Johari Window)Know Yourself (Johari Window)
OpenOpen
AreaAreaBlindBlind
AreaArea
HiddenHidden
AreaAreaUnknownUnknown
AreaArea
DisclosureDisclosure
FeedbackFeedback
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Defining PersonalityDefining Personality
Relatively stable pattern of
behaviours and consistent
internal states that explain a
person's behavioural tendencies
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Outgoing, talkative
Courteous, empathic
Caring, dependable
Poised, secure
Sensitive, flexible
Big Five Personality DimensionsBig Five Personality Dimensions
ExtroversionExtroversion
AgreeablenessAgreeableness
ConscientiousnessConscientiousness
Emotional StabilityEmotional Stability
Openness to ExperienceOpenness to Experience
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Courtesy of Thompson Doyle Hennessey & Everest
Myers-Briggs Type IndicatorMyers-Briggs Type Indicator
During their retreat in
Maine, employees at
Thompson Doyle
Hennessey & Everest
completed the Myers-Briggs
Type Indicator and learned
how their personalities can
help them understand each
other more effectively.
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Courtesy of Thompson Doyle Hennessey & Everest
Myers-Briggs Type IndicatorMyers-Briggs Type Indicator
Extroversion versus
introversion
Sensing versusintuition
Thinking versus
feeling
Judging versus
perceiving
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Locus of Control and Self-MonitoringLocus of Control and Self-Monitoring
Locus of control
Internals believe in their effort and ability
Externals believe events are mainly due to
external causes
Self-monitoring personality
Sensitivity to situational cues, and ability to
adapt your behaviour to that situation
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