Description
The report describes about perception, define variables in the perception process, enlist the factors influencing perception, list down various theories of perception.
Chapter 2 : Process of Perception
Learning objectives : - Definition of Perception - Variables of Perceptual process - Factors influencing perception gp p - Theories of Perception - Shortcuts in judging others - Self-fulfilling prophecies Self- Impression Management - Question for review
Definition of Perception
Perception can be defined as a process by which individuals organize and interpret their sensory impressions in order to give meaning to their environment. Thus perception refers to giving meaning to sensory inputs. Conceptual framework of perception : Perception is the process through which people select, receive, organize and interpret information from their environment. Through i i f i f h i i Th h perception people process information inputs into decisions y g p and actions. It is a way of forming impressions about yourself and other people, and daily life experience.
Variables of Perceptual Process
- The four variables of perceptual process are : a) Inputs : Perceived inputs are the objects, events, objects events people etc. that are received by the receiver. b) Process : The received inputs are processed through the selections, organization and interpretation c) Outputs : Through the processing mechanism, the outputs mechanism are derived. These outputs may be feelings, actions, attitudes etc. d) Behavior : Behavior is dependent on the perceived outputs. The perceiver’s behavior in turn, generates responses f from th perceived and this response gives the i d d thi i rise to a new set of inputs
Factors influencing Perception
1. Internal factors : - Needs and desire - Personality - Experience p - Attitude 2. External Factors: - Size - Intensity - Frequency q y - Status - Contrasts
Theories of Perception
Attribution Theory : Developed by Kelly to explain the ways in which we judge people differently, depending upon what incoming factors we attribute to a given behavior. When i i f t tt ib t t i b h i Wh individuals observe behavior they attempt to determine whether it is internally or externally caused. According to this theory the judgment depends largely on three factors. They th th j d td d l l th f t Th are : a) Distinctiveness : It refers to whether an individual displays different behavior in different situations. Is the employee who arrives late today also the source of complains by co-worker cofor being a “goof-off” ? “goofb) Consensus : There is low consensus when the behavior is different in that of others in the same situation. If everyone w o s ced with similar s u o s responds in the s e who is faced w a s situations espo ds e same way we can say the behavior shows consensus
Theories of ….contd
c) Consistency: We observe consistency in the behavior pattern across time. An observer looks for consistency in a person’s actions. Does the person respond the same way over time? The more consistent the behavior, the more the observer is inclined to attribute it to internal causes. Errors and biases that distorts attribution: - Fundamental attribution error : When a sales manager attributes the poor performance of his team to laziness rather than to the innovative product line of the competitor. - Self serving bias : A tendency to attribute their own success to internal factors such as ability or effort while putting the blame for failure on external factors such as luck. Feedback provided to employees in t lf t h l k F db k id d t l i performance reviews will be predictably distorted by recipients depending on whether it is positive or negative.
Shortcuts in Judging others
- Actor-Observer Error : We tend to attribute the behavior of Actorothers to internal causes and attribute our own behavior to external causes Frequently used shortcuts in judging others 1. 1 Selective perception : People selectively interpret what they see on the basis of their interests background, experience and attitudes. 2. Halo effect: Drawing a general impression about an individual on the basis of a single characteristic 3. 3 Contrast effects : Evaluation of a person s characteristics person’s that are affected by comparisons with other people recently encountered who rank higher or lower on the same characteristics
Shortcuts….contd.
4.Projection : Attributing one’s own characteristics to other people , it is similar-to-me effect. similar-to5.Stereotyping : Judging someone on the basis of one s one’s perception of the group to which that person belongs. It is judging people prematurely. 6.Employment interview: Information elicited early in the interview carries greater weight than does information elicited later and a good applicant is probably characterized more b th absence of unfavourable characteristics than by by the b f f bl h t i ti th b the presence of favourable characteristics.It is first impression error.
Shortcuts….contd.
7. Performance appraisal : The evaluator forms a general impression of an employee s work The degree to employee’s work. which managers use subjective measures in appraising employee’s characteristics/behaviors will significantly influence the appraisal outcome. i fl h i l 8. Employee loyalty : Assessment of an employee’s loyalty or commitment is highly judgmental. What is judgmental perceived as loyalty by one manager may be seen as excessive conformity by another. The whistle blowers who report unethical practices by their employer to outsiders are perceived by management as trouble makers. makers
SelfSelf-fulfilling Prophecies: The Pygmalion Effect
The tendency for someone s expectations someone’s about another to cause that person to behave in a manner consistent with those expectations when positive is known as the Pygmalion effect effect.
Self-fulfilling…Contd Self-fulfilling Contd
Research suggest that this operate according to the following steps: 1. Managers form expectations of workers 1 2. Managers behave consistently with already established expectations 3. Manager’s behavior affects workers 4. W k 4 Workers respond to how they were treated d h h d with already established expectations.
Impression Management
The desire to make a favorable impression on others is universal. We all attempt to control how other people see us, and we often attempt to g p p , p get them to think of us in the best light possible. This process is known as impression management. Candidates for interview situation used these impression management techniques with great success.The more they relied on these tactics, the Th th li d th t ti th more positively they were viewed by the interviewers. interviewers
Questions
Think of a time when you made judgments about someone as you got to know him/her. b t tt k hi /h In what way were these judgments biased? As you got to know this person better, did you change your mind? What lesson can you learn about reaching judgments about people prematurely?
THANK YOU
doc_216589114.pdf
The report describes about perception, define variables in the perception process, enlist the factors influencing perception, list down various theories of perception.
Chapter 2 : Process of Perception
Learning objectives : - Definition of Perception - Variables of Perceptual process - Factors influencing perception gp p - Theories of Perception - Shortcuts in judging others - Self-fulfilling prophecies Self- Impression Management - Question for review
Definition of Perception
Perception can be defined as a process by which individuals organize and interpret their sensory impressions in order to give meaning to their environment. Thus perception refers to giving meaning to sensory inputs. Conceptual framework of perception : Perception is the process through which people select, receive, organize and interpret information from their environment. Through i i f i f h i i Th h perception people process information inputs into decisions y g p and actions. It is a way of forming impressions about yourself and other people, and daily life experience.
Variables of Perceptual Process
- The four variables of perceptual process are : a) Inputs : Perceived inputs are the objects, events, objects events people etc. that are received by the receiver. b) Process : The received inputs are processed through the selections, organization and interpretation c) Outputs : Through the processing mechanism, the outputs mechanism are derived. These outputs may be feelings, actions, attitudes etc. d) Behavior : Behavior is dependent on the perceived outputs. The perceiver’s behavior in turn, generates responses f from th perceived and this response gives the i d d thi i rise to a new set of inputs
Factors influencing Perception
1. Internal factors : - Needs and desire - Personality - Experience p - Attitude 2. External Factors: - Size - Intensity - Frequency q y - Status - Contrasts
Theories of Perception
Attribution Theory : Developed by Kelly to explain the ways in which we judge people differently, depending upon what incoming factors we attribute to a given behavior. When i i f t tt ib t t i b h i Wh individuals observe behavior they attempt to determine whether it is internally or externally caused. According to this theory the judgment depends largely on three factors. They th th j d td d l l th f t Th are : a) Distinctiveness : It refers to whether an individual displays different behavior in different situations. Is the employee who arrives late today also the source of complains by co-worker cofor being a “goof-off” ? “goofb) Consensus : There is low consensus when the behavior is different in that of others in the same situation. If everyone w o s ced with similar s u o s responds in the s e who is faced w a s situations espo ds e same way we can say the behavior shows consensus
Theories of ….contd
c) Consistency: We observe consistency in the behavior pattern across time. An observer looks for consistency in a person’s actions. Does the person respond the same way over time? The more consistent the behavior, the more the observer is inclined to attribute it to internal causes. Errors and biases that distorts attribution: - Fundamental attribution error : When a sales manager attributes the poor performance of his team to laziness rather than to the innovative product line of the competitor. - Self serving bias : A tendency to attribute their own success to internal factors such as ability or effort while putting the blame for failure on external factors such as luck. Feedback provided to employees in t lf t h l k F db k id d t l i performance reviews will be predictably distorted by recipients depending on whether it is positive or negative.
Shortcuts in Judging others
- Actor-Observer Error : We tend to attribute the behavior of Actorothers to internal causes and attribute our own behavior to external causes Frequently used shortcuts in judging others 1. 1 Selective perception : People selectively interpret what they see on the basis of their interests background, experience and attitudes. 2. Halo effect: Drawing a general impression about an individual on the basis of a single characteristic 3. 3 Contrast effects : Evaluation of a person s characteristics person’s that are affected by comparisons with other people recently encountered who rank higher or lower on the same characteristics
Shortcuts….contd.
4.Projection : Attributing one’s own characteristics to other people , it is similar-to-me effect. similar-to5.Stereotyping : Judging someone on the basis of one s one’s perception of the group to which that person belongs. It is judging people prematurely. 6.Employment interview: Information elicited early in the interview carries greater weight than does information elicited later and a good applicant is probably characterized more b th absence of unfavourable characteristics than by by the b f f bl h t i ti th b the presence of favourable characteristics.It is first impression error.
Shortcuts….contd.
7. Performance appraisal : The evaluator forms a general impression of an employee s work The degree to employee’s work. which managers use subjective measures in appraising employee’s characteristics/behaviors will significantly influence the appraisal outcome. i fl h i l 8. Employee loyalty : Assessment of an employee’s loyalty or commitment is highly judgmental. What is judgmental perceived as loyalty by one manager may be seen as excessive conformity by another. The whistle blowers who report unethical practices by their employer to outsiders are perceived by management as trouble makers. makers
SelfSelf-fulfilling Prophecies: The Pygmalion Effect
The tendency for someone s expectations someone’s about another to cause that person to behave in a manner consistent with those expectations when positive is known as the Pygmalion effect effect.
Self-fulfilling…Contd Self-fulfilling Contd
Research suggest that this operate according to the following steps: 1. Managers form expectations of workers 1 2. Managers behave consistently with already established expectations 3. Manager’s behavior affects workers 4. W k 4 Workers respond to how they were treated d h h d with already established expectations.
Impression Management
The desire to make a favorable impression on others is universal. We all attempt to control how other people see us, and we often attempt to g p p , p get them to think of us in the best light possible. This process is known as impression management. Candidates for interview situation used these impression management techniques with great success.The more they relied on these tactics, the Th th li d th t ti th more positively they were viewed by the interviewers. interviewers
Questions
Think of a time when you made judgments about someone as you got to know him/her. b t tt k hi /h In what way were these judgments biased? As you got to know this person better, did you change your mind? What lesson can you learn about reaching judgments about people prematurely?
THANK YOU
doc_216589114.pdf