Chapter 5: Perception PDF

ohm chapter 5 perception- a process by which individuals organize and interpret their sensory impressions to give meaning to their envoirement factors that affect perception 1. Factors in the Perceiver: Attitudes: How personal beliefs and attitudes shape perception. Motives: Persona...

ohm chapter 5 perception- a process by which individuals organize and interpret their sensory impressions to give meaning to their envoirement factors that affect perception 1. Factors in the Perceiver: Attitudes: How personal beliefs and attitudes shape perception. Motives: Personal desires or needs that influence how one perceives situations. Interests: What a person is focused on or interested in affects perception. Experience: Past experiences influence how new information is perceived. Expectations: Preconceived notions can shape perception. 2. Factors in the Situation: Time: The time at which an event occurs can influence perception. Work Setting: The environment or context in the workplace impacts how events or behaviors are perceived. Social Setting: Social context or surroundings can influence perception. 3. Factors in the Target: Novelty: New or unusual stimuli grab attention and influence perception. Motion: Moving objects are more likely to be noticed. Sounds: Auditory stimuli can shape perception. Size: Larger objects are more likely to be noticed. Background: The environment around the target influences how it is perceived. Proximity: Objects that are close to each other are often perceived together. Similarity: Items that are similar are often grouped and perceived as related. attribution theory it suggest that when we observe someones behaviour we tend to determine weather their behaviour was caused by internal or external factors Distinctiveness: Definition: Refers to how unique the behavior is in different situations. High Distinctiveness: The behavior is unusual for this person in different contexts. This suggests an external attribution (something about the situation caused the behavior). Low Distinctiveness: The person behaves similarly across various situations. This suggests an internal attribution (something about the person caused the behavior). Consensus: Definition: Looks at how other people behave in the same situation. High Consensus: Others behave similarly in the same situation. This indicates an external attribution (something in the situation is influencing everyone’s behavior). Low Consensus: Others do not behave similarly. This suggests an internal attribution (the behavior is specific to this individual). Consistency: Definition: Examines whether the person behaves the same way over time in similar situations. High Consistency: The individual behaves the same way every time the situation occurs. This usually points to an internal attribution (the behavior is characteristic of the person). Low Consistency: The individual’s behavior varies in the same situation over time. This might indicate an external attribution (the behavior is influenced by changing situational factors) fundamental attribution error- the tendancy to underestimate the influence of external factors and overestimate the influence of internal factors when judging others behaviour self serving bias the tendancy to attribute your own success to internal factors while putting the blame of failure on external factors shortcuts in jusgiung others selective perception the tendency to selectively perceive things on the basis of ones interest,experiences background and attitude ' halo effect the tendency to draw a positive impression of someone on the basis of a single characteristic horns effect the tendency to draw a negative general impression of someone on the basis of a single characterstic contrast effect evaluation of an individual that is effected by comparisons with other people recently encountered with high or low rank in the same characteristics stereotyping judging someone based on the perception that you have on the group that person belongs to application of shortcuts in organization employment interview performance expectaions performance evaluations link between perception and individual desicion making rational desicion making model a decision making model that describes how an individual should behave to get the maximum outcome steps Define the problem. Identify the decision criteria. Allocate weights to the criteria. Develop the alternatives. Evaluate the alternatives. Select the best alternative assumption of a rational model decision maker should have complete information is able to identify all relevant options in an unbiased manner chose the options with the highest utility most desicion in the real world dont follow this model. its caused due to bounded rationality 1. our limited information processing capabilities 2. some situations dont have an optimal solution because they are too complex to fit the rational decision making model so people sacrifice for a solution that is satisfactory and sufficient 3.we tend to reduce complex problems into a level we can interpret how does bounded rationality work? 1.ce we have identified a problem we begin to search for crierias and alternatives 2.the criteria is unlikely to be thorough. we identify alternatives that are highly visible and that usually represent familiar critera and tried and true solutions 3.review the alternative focusing on the one that differs little from the current state until we find one that is good enough biases and errors in decision making over confident bias individuals whose intellect and interpersonal abilites are the weakest are most likely to overestimate their performance and ability theres also a negative relationship between an entrepreneur optimism and performance of their new ventures the more optimistic the less successful the tendancy to be too confident about ideas might keep some from planning how to deal with the problems arising anchoring bias- fixating on initial information as a starting point and failing to adaquetly adjust for subsequent information confirmation bias - type of selective bias we seek out and accept the opinions that reaffirms are past choices amd we tend to discount information that contradicts them avalibility bias- tendency to base ur judgnment on the information that is readily avalible escalation of commitment - staying with a desicion even when there is clear evidence that its wrong likely to occur when individuals view themselves as responsible for the outcome randomness error- our tendancy to believe we can predict the outcomes of random events decision making becomes impaired when we try to make sense out of random events hindsight bias - the tendancy to believe falsly after the outcome is known that we would have predicted the outcome accurately how individual factors effect decision making 1.personality 2.gender 3.mental ability 4.cultural differences organizational factors effefting decision making 1. performance evaluation 2. reward systems ' 3. formal regulations 4. system imposed time constraints 5.historical precedents Utilitarianism: decisions are made solely on the basis of their outcomes or consequences. Focus on rights: calls on individuals to make decisions consistent with fundamental liberties and privileges as set forth in documents such as the Bill of Rights. Impose and enforce rules fairly and impartially to ensure justice or an equitable distribution of benefits and costs. creativity - the ability to produce usefull and novel ideas these are ideas that are different from what has been done before but that are also appropriate to the problem cause of creative behaviour 1. creative potential 2. creative enviourment creative behaviour 1. problem formulation 2.information gathering 3.idea generation 4.idea evaluation outcome 1. novelty 2.usefullness