Organisational behaviour perception.pptx

Organisational behaviour perception

1. What is Perception Attribution Theory Common Shortcuts in Judging Others

2. Understanding Perception and Attribution in Organizations

3. What is Perception? Definition: Perception is the process by which individuals organize and interpret their sensory impressions to give meaning to their environment. Key Points: Not always reality-based Influences behavior Varies among individuals Perception is not about what is objectively true—it's about how we interpret what we experience. Two people can perceive t he same event differently, leading to different responses.

4. Factors Influencing Perception Three Categories: The Perceiver: Our personal attitudes, motives, interests, experiences, and expectations. The Target: The characteristics of the object or person being observed, such as novelty, motion, sounds, size, and background. The Situation: The context in which the perception is made, including time, work setting, and social setting. Our perceptions are shaped by a dynamic interplay of who we are (perceiver), what we observe (target), and the environment (situation).

5. The Perception Process Retrieval Interpretation Organization Attention & Selection Stages: Attention and Selection Organization Interpretation Retrieval We first select information to focus on, organize it into recognizable patterns, interpret it based on our past experiences, and finally retrieve it when needed.

6. Attribution Theory Definition: A theory that explains how we judge people differently depending on the meaning we attribute to their behavior. Developed by: Fritz Heider and furthered by Harold Kelley Attribution theory helps explain how we assign causes to others' behavior—either to internal traits or external circumstances. This judgment affects our reactions to others.

7. Types of Attribution When we observe someone's behavior, we instinctively try to understand why they acted that way. Attribution theory categorizes these explanations into two main types: internal and external. 1 Internal Attribution This occurs when we believe an individual's behavior is caused by factors within their control, such as their personality traits, inherent abilities, or the amount of effort they put in. Essentially, we attribute the behavior to the person themselves. For example, if an employee consistently exceeds sales targets, an internal attribution would suggest they are highly skilled or exceptionally motivated. 2 External Attribution Conversely, external attribution happens when we conclude that an individual's behavior is a result of situational factors beyond their control. These might include environmental pressures, luck, task difficulty, or social circumstances. For instance, if a project is delayed, an external attribution might point to unforeseen market changes or a lack of necessary resources, rather than the team's capabilities. Understanding the difference between internal and external attributions is crucial. When someone performs poorly, do you immediately blame their laziness (an internal attribution) or consider if the system is flawed or if they lack the necessary tools (an external attribution)? This distinction significantly impacts how we judge others and react in workplace dynamics.

8. Kelley’s Attribution Model Distinctiveness Consensus Consistency Attribution Type Three Determinants: Distinctiveness: Is the behavior unique to a particular situation? Consensus: Do others behave the same way in similar situations? Consistency: Does the person behave this way over time? Kelley’s model helps us decide whether to make an internal or external attribution. For example, if everyone is late to a meeting, maybe the meeting time is the issue—not the individuals.

9. Fundamental Attribution Error Definition: The tendency to underestimate external factors and overestimate internal factors when explaining others’ behavior. When someone cuts us off in traffic, we assume they are rude, not that they may be in an emergency. In the workplace, this can lead to unfair judgments.

10. Self-Serving Bias Definition: The tendency to attribute our successes to internal factors and our failures to external factors. This bias protects our self-esteem. For example, if we meet a sales target, we credit our skill. If we miss it, we blame market conditions.

11. Common Shortcuts in Judging Others In our daily interactions, especially in fast-paced organizational environments, we often rely on mental shortcuts to form impressions of others. While these shortcuts can simplify complex situations, they can also lead to significant biases and inaccuracies in judgment. Selective Perception The tendency to selectively interpret what one sees based on one's interests, background, experience, and attitudes. We see what we want to see, or what we expect to see, which can lead to a distorted view of reality. Halo Effect Drawing a general impression about an individual on the basis of a single characteristic. For example, if a person is seen as friendly, they might also be assumed to be intelligent or hardworking, even without evidence. Contrast Effect Evaluating a person's characteristics that are affected by comparisons with other people recently encountered who rank higher or lower on the same characteristics. For instance, an average candidate might seem excellent if interviewed after several poor candidates. Stereotyping Judging someone on the basis of one's perception of the group to which that person belongs. This is a generalization that may or may not be accurate for the individual, often leading to prejudiced views. Projection Attributing one’s own characteristics to others. These shortcuts, while efficient, can lead to significant errors in judgment, impacting hiring decisions, performance appraisals, and overall workplace interactions. Being aware of them is the first step to mitigating their negative effects. If you are honest, you might assume others are too—sometimes to your disadvantage. This shortcut can lead to misplaced trust or unrealistic expectations

12. Organizational Applications of Perceptual Shortcuts Perceptual shortcuts, while often unconscious, have significant implications within organizational settings, influencing decisions and interactions daily. Hiring Decisions Interviewers may stereotype candidates or judge them based on the Contrast Effect from previous applicants, leading to biased selections. Performance Appraisals Managers might fall prey to the Halo Effect or Selective Perception, focusing only on traits that confirm their initial impressions, skewing evaluations. Team Dynamics Projection can cause team members to misinterpret colleagues' intentions or motivations, assuming others share their own characteristics and biases. Awareness of these shortcuts is vital for fostering fairness and accuracy in all organizational processes, from recruitment to daily team collaboration.

13. Implications for Managers Understanding perception and attribution is crucial for effective management. Awareness of biases and proactive strategies lead to a fairer, more productive work environment. Be aware of perceptual biases Managers must recognize their own biases (e.g., Fundamental Attribution Error, Self-Serving Bias) to make objective decisions in hiring, evaluations, and team dynamics. Avoid hasty judgments Snap judgments, often fueled by shortcuts like the Halo Effect or Stereotyping, can lead to mischaracterizations. Take time to gather comprehensive information before drawing conclusions. Encourage diverse perspectives Actively seek and value different viewpoints to counteract individual biases and gain a broader understanding of situations and people. Foster open communication. Use structured decision-making tools Implement objective tools like standardized interviews, clear performance rubrics, and 360-degree reviews to minimize subjective errors and base decisions on measurable criteria. Provide clear communication Strive for clarity in expectations, feedback, and instructions to reduce misinterpretations and ensure employees' actions are not misunderstood or incorrectly attributed. Managers must recognize their own biases and design systems that minimize subjective errors, especially in hiring, evaluations, and conflict resolution. By applying these principles, they can build stronger, more equitable teams and make better organizational decisions.