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Perceptions, Attributions, and Emotions

Chapter. 4. Perceptions, Attributions, and Emotions. Perception, attribution, and emotion are not concepts a manager can directly access or fix in others. Managers need an understanding of how these factors impact a person’s view of the work environment. Perception.

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Perceptions, Attributions, and Emotions

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  1. Chapter 4 Perceptions, Attributions, and Emotions

  2. Perception, attribution, and emotion are not concepts a manager can directly access or fix in others. Managers need an understanding of how these factors impact a person’s view of the work environment.

  3. Perception • The cognitive process by which an individual selects, organizes, and gives meaning to environmental stimuli • Through perception, individuals attempt to make sense of their environment and the objects, people, and events in it

  4. The Perceptual Process: An Individual Interpretation Work Environment Stimuli Response Person’s Perceptual Process: Organizing, Translating, and Selection • Attitudes • Feelings • Motivation • Behavioral • Manager style • Technology • Noise • Peers • Reward system • Compensation plan • Career opportunities Observation Selection Translation • Sight • Learning • Taste • Smell • Intensity • Size • Impatience • Stereotyping • Self-concept • Emotions

  5. The Perceptual Gap Between Supervisor and Subordinates Frequency with Which Subordinates Say Supervisors Give Various Types of Recognition for Good Performance Frequency with Which Supervisors Say They Give Various Types of Recognition for Good Performance Types of Recognition

  6. Self-Fulfilling Prophecy • Perceptions influence reality • Self-fulfilling prophecy – tendency for someone’s expectations about another to cause the individual to behave in a manner consistent with those expectations • Pygmalion effect: the positive case • Golem effect: the negative case

  7. The Pygmalion and Golem Effect Support Granted Experience Performance Expectations • Positive • Negative • Positive • Negative • More • Less • More • Less

  8. Perceptual Grouping (1 of 2) • The law of nearness – all other things being equal, stimuli that are near each other tend to be grouped together • The law of similarity – stimuli that are similar in size, color, shape, or form tend to be grouped together

  9. Perceptual Grouping (2 of 2) • The law of closure – the tendency to complete a figure, so that it has a consistent overall form • The law of figure and ground – the tendency to group sensations into figures and backgrounds

  10. Perceptual Grouping: Causes of Inaccuraciesand Distortions Stereotyping Similar-To-Me Errors Halo Effect Attribution Theory Needs and Perceptions Situational Factors

  11. Stereotyping • A way of categorizing individuals (or events, organizations, etc.) on the basis of limited information or observation • It is a perceptual process • Prejudice – a stereotype that refuses to change when presented with information indicating the stereotype is inaccurate

  12. Sources of Prejudice Personal Prejudice Group Prejudice

  13. How to Pay Attention to One’s Stereotyping • Remember that stereotypes are frequently based on little or inaccurate information • Always be willing to change or add information that will improve the accuracy of any of your stereotypes • Understand that stereotypes rarely accurately apply to a specific individual

  14. Halo Effect • Occurs when a person (e.g. manager) allows one important and noticeable characteristic of another person to bias the evaluation, perception, or impression of that person • A manager’s entire approach to making judgments based on a single, obvious characteristic has to be cautiously reviewed

  15. Attribution Theory • Concerned with the process by which individuals interpret events around them as being caused by a relatively stable portion of their environment • Attempts to explain the why of behavior

  16. The Attribution Process Event Analysis of what caused the event Reinforcement or modification of previous assumptions of causality Choices regarding future behavior Example: I received a raise I received the raise because I am a hard worker Hard work leads to rewards in this organization Since I value these rewards, I will continue to work hard in the future

  17. Internal and External Attributions Distinctiveness Consistency Consensus Does this person behave in this same manner in other situations? Does this person behave in this same manner at other times? Do other people behave in this same manner? YES YES NO INTERNAL ATTRIBUTION Low Distinctiveness High Consistency Low Consensus NO NO YES EXTERNAL ATTRIBUTION High Distinctiveness Low Consistency High Consensus

  18. Managerial Implications of an Attributional Approach to Understanding Work Behavior: • In order to influence employee behavior, the manager must understand the attributions employees make • A manager must be aware that his own attributions may be different from employees’ attributions • Managers cannot assume that their own attributions are error free

  19. Impression Management • The attempt to influence others’ perception • e.g., managers manage impressions by: • how they talk • their overall style • their office location and furniture • the individuals they select as employees • Employees, job candidates, external stake-holders, and organizations engage in impression management

  20. Impression Management Tactics of Individuals: (1 of 2) • Ingratiation – seek to be viewed positively by flattering others or offering to do favors for them • Self-promotion – tout their abilities and competence • Exemplification – seek to be viewed as dedicated by going above and beyond the call of duty

  21. Impression Management Tactics of Individuals: (2 of 2) • Supplication – seek to be viewed as needing help because of limitations • Intimidation – seeks to be viewed as powerful and threatening

  22. Emotions • A person’s emotion – a state characterized by physiological arousal and changes in facial expressions, gestures, posture, and subjective feelings • Emotions are important in understanding the behavior and attitudes of people • Emotions are difficult to determine with any degree of accuracy

  23. Fear Surprise Sadness Disgust Anger Joy Anticipation Acceptance Universal Primary Emotions

  24. Emotional Labor (1 of 2) • The management of your emotions to keep them under control • In organizations, emotional labor may involve: • enhancing, faking, or suppressing emotions • to modify the emotional expression

  25. Emotional Labor (2 of 2) • Individuals manage their emotions through: • Surface acting – where one regulates his or her emotional expressions • Deep acting – where one modifies feelings in order to express a desired emotion

  26. Emotional Intelligence (EI) • A combination of skills and abilities such as: • self-awareness • self-control • empathy • sensitivity to the feelings of others

  27. EI (as Defined by Mayer and Salovey) • Perception, appraisal, and expression of emotion • Emotional facilitation of thinking • Understanding and analyzing emotional information; employing emotional knowledge • Regulation of emotion

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