Perception and How do we judge people and manage organisation

Dr. M M Bagali, PhD in Management and HRM, with a robust foundation in Organisational Structure and Analytical Skills, my role as Head of the Management Program is to foster transformative leadership and strategic thinking among aspiring managers. At the intersection of academia and industry, my efforts converge on delivering comprehensive HR and Management education, guiding PhD candidates, and steering research initiatives that resonate with current business paradigms. As a member of the Harvard Business Review Advisory Council, I contribute to shaping management discourse on a global platform. My commitment extends to integrating scholarly insights with practical applications, thereby enhancing the dialogue between educational institutions and the business community. My strategic approach not only informs future leaders but also influences the evolution of management practices worldwide. The ppt deals with - Human Resources Development - HRD- 24 years; International Human Resources Management - IHRM - 22 years; Strategic Human Resources Management - SHRM - 22 years; Organisational Behaviour-OB / Organisational Effectiveness - 20 years; Recruitment, Selection and Engagement- 18 years; HR Research Perspective and Approaches- 15 years.

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1. 1
Perception
AIT - MBA / Department of Management Studies
Course Teacher
Dr. MM Bagali, PhD
AIT - MBA / Department of Management Studies
Chapter 5
Meaning, Process of perception,
factors influencing perception,
link between perception and
individual decision-making.

7. 2 dimensional chalk drawing


11. •Factors depends on ….
–Age
–Sex
–Experience
–Educational level
–Maturity
–Social awareness
–Emotional balance
–Psychological make up

12. [perception]
The process of making sense of the world around us

13. Person Perception: 



Making Judgments 

About Others

14. oxford dictionary
"receiving, collecting, action of taking
possession, apprehension with the mind or
senses”

15. a process by which individuals organize
and interpret impressions from the
sensory organs in order to give meaning to
their environment

16. example….
•Some employees in an organization, may find the job very
interesting and challenging (working against deadlines, meeting
sales targets may be exciting to them)
•However, some other employees may find the same job very
stressful and dislike it.

17. Factors that Influence
Perception

18. •Other factors
–Self-esteem
–Physiological factors: age, health, fatigue,
hunger
– Interest
–Need
–Importance
–Uniqueness

19. Theoretical Framework for Understanding Perception
The Attribution Theory (Heider, 1958)
The Self Fulfilling Prophecy Robert Merton (1957)

20. The Attribution Theory
•influenced by the assumptions we make
•the ways in which we judge people depends on the meaning we
attribute to a given behaviour
•whether an individual's behaviour is internally or externally caused

21. The attribution is supported by the following three key factors.
Distinctive
Does the individual display different behaviors in different
situations?
Consensus
Do other people in similar situations exhibit the same
behaviour?
Consistency
Does the person respond similarly over time/consistently?

22. key factors of the attribution theory

23. Self-fulfilling prophecy is also called the Pygmalion
Effect(Robert Merton (1957)
“a false definition of a situation evokes a new behaviour
which makes the original false conception come true”
perceptions can influence reality

24. The Self-fulfilling Prophecy Cycle

25. A Duck . . . Or a Rabbit?

27. Perceptions in Practice
–Selective Perception
–Halo Effect
–Contrast Effects
•We do not evaluate a person in isolation
-Stereotyping
-Self Serving Bias
-Projection

28. Specific Application in Organizations
Employment Interview
Performance Expectations
Performance Evaluations
Let us deal with each application in

29. Link between Perception and Decision Making
–Rational Model
–Bounded Rationality
–Intuition

30. 1) Impressions of Others
•A) First Impressions of others
–1st impressions overwhelm 2nd & 3rd
•They tend to taint the rest of the interaction (for the better or worse)
–Dougherty (1994) Job Interview Research
•Start strong is what matters!!
•B) Negative Impressions of others
–When people are aware of both positive and negative qualities, we
tend to be more influenced by the negative
–“Bob is handsome, hardworking, intelligent and honest. He’s also
conceited”
•Did you keep Bob’s negative quality in perspective? 4 to 1 ratio!
–Kellermann (1989) Study:
•Interviewers were likely to reject candidates who revealed any negative
info