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Perception

Definition,Nature, importance

Factors influencing perception

Perceptual process

Perceptual organization

Perceptual errors

Ref : OB, S.P.Robbins

OB,Text & cases, Suja R.Nair

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WE DONT SEE THINGS AS

THEY ARE, WE SEE THINGS

AS WE ARE.

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Story:Three workers were breaking rocks at the

construction site of a huge temple. When

asked, what are you doing?, one ofthem answered, Dont you see Im just

breaking rocks? The other one said, I

am working for Rs.30 a day whereas the

third man replied, Im proud of the fact

that Im helping to build this huge

temple!

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What is Perception?

A process by which individuals organize andinterpret their sensory impressions in order to give

meaning to their environment.

Peoples behavior is based on their perception ofwhat reality is, not on reality itself.

The world as it is perceived is the world that is

behaviorally important.

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Importance of perception:

Helps in understanding the difference between the

perceptual world and the real world.

Individuals have different degrees of readiness to

respond to objects, people, and events.

Perception is what helps individuals to use theknowledge they have in an entirely different situation

from that in which they learned it.

Ex. Uses of knife.

Ex. A universal managerial assumption that subordinatesalways want promotion even though in fact, many

subordinates really feel psychologically compelled to

accept a promotion.

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Nature of perception:

Is a complex cognitive process

Information is selected, cognitively organizes the

perceived information in a specific fashion, and then

interpreted.

Is a subjective process.

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Factors that Influence Perception

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,

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Classification of perceptual selectivity

Perceptual selectivity

External factors

Size

Intensity

Repetition

Novelty

Contrast

Motion

Internal factors

Learning

Needs

Age

differences

Interest

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Perceptual organization

Process by which people group environmentalstimuli into recognizable pattern

Forms of perceptual organization:

Figure ground principle

Perceptual grouping Closure

Continuity

Proximity

Similarity Perceptual constancy

Perceptual context

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1. Figure- ground principle: perceived objectsis viewed as separate from the background

Figure is viewed in contrast to the background

Positioning of the object

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Closure

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Only great minds can read this

fi yuo cnaraed tihs, yuo hvae a sgtrane mnid too

Cna yuo raed tihs? Olny 55 plepoeout of 100 can.

i cdnuolt blveiee taht I cluod aulaclty uesdnatnrd wahtI was rdanieg. The phaonmneal pweor of the hmuanmnid, aoccdrnig to a rscheearch at CmabrigdeUinervtisy, it dseno't mtaetr in waht oerdr the ltteresin a wrod are, the olny iproamtnt tihng is taht the frsitand lsat ltteer be in the rghit pclae. The rset can be a

taotl mses and you can sitll raed it whotuit a pboerlm.Tihs is bcuseae the huamn mnid deos not raed erveylteter by istlef, but the wrod as a wlohe. Azanmig huh?yaeh and I awlyas tghuhot slpeling was ipmorantt!

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Proximity

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Similarity

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Perceptual constancy: (higher form of

perceptual organisation)

Attributing some constant and repeatable

characteristics to events and people and

objects.Irrespective of the information received

by the senses,the size ,color& the characteristicsof the object remains constant.

Ex. An apple in different colors & context

A newspaper print of a photo of 3X 5 inches

A CA Person hired in organization A, B, C

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Perceptual context: ( highest form of perceptual

organization)You perceive the stimulus based on the context

gives meaning and value to simple stimuli, objects,

events, situations and people in the environment.

Ex. Within an organisation, a piece of information

communicated in the form of a circular, a notice, a

suggestion, a pat on the back, a smile, a raised

eyebrow, will acquire a special meaning and addedvalue when placed in the context of the work

organisation.

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Attribution Theory: Judging Others

Our perception and judgment of others is significantlyinfluenced by our assumptions of the other personsinternal state.

When individuals observe behavior, they attempt todetermine whether it is internally or externally caused.

Internal causes are under that persons control External causes are not person forced to act in that way

Causation judged through:

Distinctiveness

Shows different behaviors in different situations.

Consensus

Response is the same as others to same situation.

Consistency

Responds in the same way over time.

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Elements ofAttribution Theory

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Errors and Biases in Attributions

Fundamental Attribution Error The tendency to underestimate the influence of external

factors and overestimate the influence of internal factors

when making judgments about the behavior of others

We blame people first, not the situation

Self-Serving Bias

The tendency for individuals to attribute their own successesto internal factors while putting the blame for failures on

external factors

It is our success but their failure

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Frequently Used Shortcuts in Judging Others

Selective Perception People selectively interpret what they see

on the basis of their interests,

background, experience, and attitudes

Halo Effect

Drawing a general impression about an

individual on the basis of a single

characteristic

Contrast Effects

Evaluation of a persons characteristicsthat are affected by comparisons with

other people recently encountered who

rank higher or lower on the same

characteristics

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Another Shortcut: Stereotyping

Judging someone on the basis of ones perception of thegroup to which that person belongs a prevalent and often

useful, if not always accurate, generalization

Profiling A form of stereotyping in which members of a group are

singled out for intense scrutiny based on a single, often

racial, trait.

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Specific Shortcut Applications in Organizations

Employment Interview Perceptual biases of raters affect the accuracy of

interviewers judgments of applicants

Formed in a single glance 1/10 of a second!

Performance Expectations Self-fulfilling prophecy (Pygmalion effect): The lower or

higher performance of employees reflects preconceived

leader expectations about employee capabilities

Performance Evaluations

Appraisals are often the subjective (judgmental) perceptions

of appraisers of another employees job performance

Critical impact on employees

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Summary and Managerial Implications

Perception: People act based on how they view their world

What exists is not as important as what is believed

Managers must also manage perception

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