perception

1. perception

3. Perception

4. Perception OBJECTS FORMS SHAPE SITUATION etc REACTION BEHAVIOR INCIDENT etc

5. Sub-process of Perception PERSON STIMULUS OR SITUATION • EXTERNAL ENVIRONMENT • A.PHYSICAL ENVIRONMENT • Office • Factory Floor • Store • Climate etc • B.SOCIO-CULTURAL ENVIRONMENT • Management Style • Values • Discrimination • Relationship etc CONFRONTATION of specific stimulus (Eg. Supervisor or new procedure) REGISTRATION of new stimulus (Eg. Sensory and neural mechanisms) INTERPRETATION of Stimulus (Eg. Motivation, Learning and Personality) FEEDBACK For clarification BEHAVIOR Overt or Covert BEHAVIOR CONSEQUENCES (Reinforcement, Punishment or some organizational outcome CONSEQUENCES

6. Factors affecting perception FACTORS IN SITUATION 1.Attitude 2.Motives 3.Interests 4.Experience 5.Expectation FACTORS IN SITUATION 1.Time 2.Work Setting 3.Social Setting PERCEPTON FACTORS IN TARGET 1.Novelty 2.Motion 3.Sounds 4.Size 5.Background 6.Proximity 7.Similarity

7. Shortcuts in Judging Others • SELECTIVE PERCEPTION • Any characteristic that makes a person, object or event stand out will increase the probability that it will be perceived. • Selective perception help us to “Speed Read” others

8. 2.HALO EFFECT • When we draw a general impression about an individual on the basis of a single characteristics, such as intelligence, sociability or appearance, a halo effect is operating. • Research suggests that it is likely to be most extreme when the traits to be perceived are ambiguous in behavioral terms, when the traits have moral overtones and when the perceiver is judging traits with which he or she has limited experience.

9. 3.STEREOTYPE • A stereotype is a generalization about a group of people which he or she belongs. • Stereotype reduces information about other people to a workable level and they are efficient for compiling and using information. • For example, attractiveness is a powerful stereotype. We assume that attractive people are also warm, kind, sensitive etc • Stereotyping can be sex stereotyping, age stereotyping, professional stereotyping etc

10. 4.FIRST IMPRESSION ERROR • Individual place a good deal of importance on first impression. • First impression error means the tendency to form lasting opinion about an individual based on initial perceptions.

11. 5.CONTRAST EFFECT • Stimuli that contrasts with the surrounding environment are more likely to be selected for attention that stimuli that blends in. • A contrast effect is the evaluation of a person’s characteristics that are affected by comparison with other people recently encountered that rank higher or lower on the same characteristics.

12. 6.PROJECTION • It is easy to judge others if we assume they are similar to us • This tendency to attribute one’s own characteristics to other people is called projection.

13. 7.SELF FULFILING PROPHECIES • Self fulfilling prophecies are situations in which our expectations about people affect our interaction with them in such a way that our expectations are fulfilled. • Self fulfilling prophecies are also called as Pygmalion Effect • The Pygmalion effect has been observed in work organization as well • A manager’s expectation of an individual affect both the manager’s behavior towards the individual and the individual’s response

14. PERCEPTION AND ITS APPLICATION IN ORGANIZATION • EMPLOYMENT INTERVIEW • A major input into who is hired and who is rejected in any organization is the employment interview. • Evidence suggests that interviewers often make inaccurate perceptual judgment,. • Interviewers generally draw early impressions that become very quickly entrenched.

15. 2.PERFORMANCE EVALUATION • An employee’s performance appraisal very much depends on the perceptual process. • The evaluator forms a general impression of an employee’s work based on the perception of good or bad characteristics of an employee.

16. 3. PERFORMANCE EXPECTATION • A manager’s expectations of an individual affect both the manager’s behavior towards the individual and the individual’s response. • An impressive amount of evidence demonstrates that people will attempt to valid their, perceptions of reality, even when these perceptions are faulty. • This is particularly relevant when we consider performance expectations on the job.

17. 4. EMPLOYEE LOYALTY • The assessment of an employee’s loyalty or commitments is highly judgmental. • What is perceived as loyalty by one may be seen as excessive by another. • An employee who questions the top management may be seen a disloyal, but in reality he may question certain unethical practice in the company.

18. COGNITIVE DISSONANCE THEORY

19. COGNITIVE DISSONANCE THEORY • This is the feeling of uncomfortable tension, which comes from holding two conflicting thoughts in the mind at the same time • Dissonance increases with the importance of the subject to us, how strongly the dissonance thoughts conflict, our inability to rationalize and explain away the conflict also increases. • Dissonance is strong when we believe something about ourselves and then do something against the belief. • If a person feels that he is good but do something bad, then the discomfort that the person feels as a result of this is called as dissonance. • Dissonance is most powerful when it is about our self image

20. COGNITIVE DISSONANCE THEORY • When we have such tension, we can take one f the three following actions: • Change our behavior • Justify our behavior by changing the conflicting cognition • Justify our behavior by adding new cognition

21. COGNITIVE DISSONANCE THEORY • If an action has been completed and cannot be undone, then the after-the-effect dissonance compels us to change our belief. • Cognitive dissonance appears in virtually all evaluations and decisions and is the central mechanism by which we experience new differences in the world • When we see other people behavior differently to our images of them, when we hold any conflicting thoughts, we experience dissonance.