Org+Behaviour 3 Perception +Personality

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


DistinctiveDistinctive

from otherfrom other

situationssituations

SeldomSeldom

SeldomSeldom

ConsensusConsensus

(Other people(Other people

are similar)are similar)



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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

Org+Behaviour 3 Perception +Personality

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