Impacts of Perceptions, Beliefs, and Attitudes on Organizational Behavior.
-
Upload
martina-pitts -
Category
Documents
-
view
218 -
download
1
Transcript of Impacts of Perceptions, Beliefs, and Attitudes on Organizational Behavior.
![Page 1: Impacts of Perceptions, Beliefs, and Attitudes on Organizational Behavior.](https://reader036.fdocuments.in/reader036/viewer/2022062421/56649e025503460f94aec3bf/html5/thumbnails/1.jpg)
Impacts of Perceptions, Beliefs, and Attitudes on Organizational BehaviorOrganizational Behavior – Session 3
Dr. S. B. Alavi, 2009.
![Page 2: Impacts of Perceptions, Beliefs, and Attitudes on Organizational Behavior.](https://reader036.fdocuments.in/reader036/viewer/2022062421/56649e025503460f94aec3bf/html5/thumbnails/2.jpg)
2 from 20
Table of Contents• Beliefs and Attitudes about Others
Stereotyping, Entity/Incremental Theorists,
Self-Fulfilling Prophecy, Halo Effect, Contrast Effect, Fundamental Attribution Error
• How evaluate our beliefs about others
• Beliefs and Attitudes about SelfSelf-Efficacy, Self-Esteem, Narcissisms,
Self-Independence/Interdependence
![Page 3: Impacts of Perceptions, Beliefs, and Attitudes on Organizational Behavior.](https://reader036.fdocuments.in/reader036/viewer/2022062421/56649e025503460f94aec3bf/html5/thumbnails/3.jpg)
3 from 20
Beliefs and Attitudes about Others
• Stereotyping
– Judge someone on the basis of our perception of the group to which he or she belongs
– Examples:• “older employees can’t learn new skills”
• “Overweight employees lack discipline”
• “Asian employees are hardworking and conscientious”
![Page 4: Impacts of Perceptions, Beliefs, and Attitudes on Organizational Behavior.](https://reader036.fdocuments.in/reader036/viewer/2022062421/56649e025503460f94aec3bf/html5/thumbnails/4.jpg)
4 from 20
Beliefs and Attitudes about Others (cont.)
• Entity theorist and incremental theorists:
– Entity theory refers to a view that
human characteristics are fixed and don’t change much with experience
– Incremental theory refers to a view that
human characteristics are malleable and can be changed with experience and can be developed
![Page 5: Impacts of Perceptions, Beliefs, and Attitudes on Organizational Behavior.](https://reader036.fdocuments.in/reader036/viewer/2022062421/56649e025503460f94aec3bf/html5/thumbnails/5.jpg)
5 from 20
Beliefs and Attitudes about Others (cont.)
• Self-fulfilling prophecy
– is that
people’s expectations or beliefs determine their behavior and performance,
thus
serving to make their expectations come true
![Page 6: Impacts of Perceptions, Beliefs, and Attitudes on Organizational Behavior.](https://reader036.fdocuments.in/reader036/viewer/2022062421/56649e025503460f94aec3bf/html5/thumbnails/6.jpg)
6 from 20
. اقدام و تصمیم گیری 2بر اساس پیش فرض: تفویض اختیار به وی
اقدامی معقول نیست. پس اختیار زیادی نباید در تصمیم گیری داشته باشد
. ایجاد واکنش در 3ایجاد بی فرد مقابل:
انگیزگی و بی تفاوتی در زمان اجرای
تصمیمات سازمانی
. بروز رفتارهایی 4همراستا با پیش فرض
رفتارهای اولیه: غیرکارکردی و افت
عملکرد
. پیش فرض 1مدیر درباره
وی کارشناس: فردی ناتوان است
![Page 7: Impacts of Perceptions, Beliefs, and Attitudes on Organizational Behavior.](https://reader036.fdocuments.in/reader036/viewer/2022062421/56649e025503460f94aec3bf/html5/thumbnails/7.jpg)
7 from 20
Beliefs and Attitudes about Others (cont.)
• Halo Effect– General impression about an individual on the
basis of a single characteristic such as
Intelligence, Sociability, Appearance
– For example:• An interviewer may make incorrect image about a well
dressing marketing applicant which causes making positive judgment about his/her abilities and responsibilities.
![Page 8: Impacts of Perceptions, Beliefs, and Attitudes on Organizational Behavior.](https://reader036.fdocuments.in/reader036/viewer/2022062421/56649e025503460f94aec3bf/html5/thumbnails/8.jpg)
8 from 20
Beliefs and Attitudes about Others (cont.)
• Contrast Effect– Evaluation of a person’s characteristics that are
affected by comparisons with other people recently encountered who rank higher or lower on the same characteristics with a contrast.
– For example:• An interviewee may be overestimated if be compared
with a moderate person if there is a contrast between their abilities.
![Page 9: Impacts of Perceptions, Beliefs, and Attitudes on Organizational Behavior.](https://reader036.fdocuments.in/reader036/viewer/2022062421/56649e025503460f94aec3bf/html5/thumbnails/9.jpg)
9 from 20
Beliefs and Attitudes about Others (cont.)
• Fundamental Attribution Error– The tendency to underestimate the influence of
external factors and overestimate the influence of internal factors when making judgments about behavior of others
– For example:• We may attribute the failures of others to their
indiscipline while attribute our failure to system troubles and/or environmental problems
![Page 10: Impacts of Perceptions, Beliefs, and Attitudes on Organizational Behavior.](https://reader036.fdocuments.in/reader036/viewer/2022062421/56649e025503460f94aec3bf/html5/thumbnails/10.jpg)
10 from 20
How Evaluate our Beliefs
• Identifying Ladder of Inference in our mind
• Improving our dialogue skills
![Page 11: Impacts of Perceptions, Beliefs, and Attitudes on Organizational Behavior.](https://reader036.fdocuments.in/reader036/viewer/2022062421/56649e025503460f94aec3bf/html5/thumbnails/11.jpg)
11 from 20
Identifying Ladder of Inference in our mind
These conclusions may not be examined and may be false
?
?
?
?
?
![Page 12: Impacts of Perceptions, Beliefs, and Attitudes on Organizational Behavior.](https://reader036.fdocuments.in/reader036/viewer/2022062421/56649e025503460f94aec3bf/html5/thumbnails/12.jpg)
12 from 20
Identifying Ladder of Inference in our Mind
![Page 13: Impacts of Perceptions, Beliefs, and Attitudes on Organizational Behavior.](https://reader036.fdocuments.in/reader036/viewer/2022062421/56649e025503460f94aec3bf/html5/thumbnails/13.jpg)
13 from 20
Strengthen of Dialog Skills
• Reflection: slowing down our thinking process and perception process;
• Inquiry: Asking questions in order to suspend our assumptions and examine the truth.
![Page 14: Impacts of Perceptions, Beliefs, and Attitudes on Organizational Behavior.](https://reader036.fdocuments.in/reader036/viewer/2022062421/56649e025503460f94aec3bf/html5/thumbnails/14.jpg)
14 from 20
Beliefs and Attitudes about Self
• Self-Efficacy
– Beliefs in one’s capabilities to organize and execute the courses of action required to produce given attainments
(Bandura, 1997, p. 3)
– individuals with high self-efficacy work harder and longer
(Wood & Bandura, 1989)
![Page 15: Impacts of Perceptions, Beliefs, and Attitudes on Organizational Behavior.](https://reader036.fdocuments.in/reader036/viewer/2022062421/56649e025503460f94aec3bf/html5/thumbnails/15.jpg)
15 from 20
A self-efficacious cat!
![Page 16: Impacts of Perceptions, Beliefs, and Attitudes on Organizational Behavior.](https://reader036.fdocuments.in/reader036/viewer/2022062421/56649e025503460f94aec3bf/html5/thumbnails/16.jpg)
16 from 20
Beliefs and Attitudes about Self (cont.)• Self-Esteem
– Refers to the extent to which a person feels self-worth in a domain
– It indicates the degree to which an individual likes herself/himself
![Page 17: Impacts of Perceptions, Beliefs, and Attitudes on Organizational Behavior.](https://reader036.fdocuments.in/reader036/viewer/2022062421/56649e025503460f94aec3bf/html5/thumbnails/17.jpg)
17 from 20
Beliefs and Attitudes about Self (cont.)• Some consequences of Self-Esteem:
Low Self-Esteem
Seek approval from others
HighSelf-Esteem
Take more risks in job selection
choose unconventional jobs
More likely
to
More likely
to
![Page 18: Impacts of Perceptions, Beliefs, and Attitudes on Organizational Behavior.](https://reader036.fdocuments.in/reader036/viewer/2022062421/56649e025503460f94aec3bf/html5/thumbnails/18.jpg)
18 from 20
Narcissism
• The tendency to be arrogant, have a grandiose sense of self-importance, require excessive admiration, and have a sense of entitlement.
![Page 19: Impacts of Perceptions, Beliefs, and Attitudes on Organizational Behavior.](https://reader036.fdocuments.in/reader036/viewer/2022062421/56649e025503460f94aec3bf/html5/thumbnails/19.jpg)
19 from 20
Beliefs and Attitudes about Self (cont.)• Self-Interdependence
– the extent to which an individual perceives him/herself to be interdependent with other group members
(Markus & Kitayama, 1991)
• Self-Independence– the extent to which an individual perceives
her/himself to be independent from other group members
![Page 20: Impacts of Perceptions, Beliefs, and Attitudes on Organizational Behavior.](https://reader036.fdocuments.in/reader036/viewer/2022062421/56649e025503460f94aec3bf/html5/thumbnails/20.jpg)
20 from 20
Beliefs and Attitudes about Self (cont.)• Some consequences of Independence:
Independent Self-Construal
Openly express their ideas
Interdependent Self-Construal
Give help to their colleagues
cooperate with their in-group members than out-group
members
More likely
to
More likely
to
More likely
to