impression management

23
Impression Impression Management Management Junaid Ashraf

Upload: junaid-ashraf

Post on 13-Nov-2014

1.144 views

Category:

Business


1 download

DESCRIPTION

 

TRANSCRIPT

Page 1: Impression management

Impression Impression Management Management

Junaid Ashraf

Page 2: Impression management

Impression management is an attempt to control the perceptions or impressions of others.

Targets are especially likely to use impression management tactics when interacting with perceivers who have power over them and on whom they are dependent for evaluations, raises, and promotions.

Individuals who are high in self-monitoring are more likely than individuals who are low in self-monitoring to engage in impression management tactics.

Impression Management

1313

Page 3: Impression management

Impression Management

An attempt to manipulate or control the impressions that others form about the person.

Non verbal communication, clothes, hair cut, style, etc. Feigning interest in a boring lecture Behaving nicely when grandparents

come to visit

Page 4: Impression management

Impression Motivation The degree to which an individual actually

manages the impression that he or she makes.

Sometimes people are strongly motivated for impression management, such as going for an interview

Sometimes people are not as strongly motivated for impression management, such as going to meet old friends

Page 5: Impression management

Impression Construction

It refers to an individual’s consciously choosing

(1) an image to convey & (2) how to go about doing that. For a job interview one may be

dressed in conventional suiting. Rewriting the resume, etc.

Page 6: Impression management

Impression Motivation:How much do I care

about the impression that I am making?

Impression Construction:What image do I want to convey?

How do I go about it?

Impression Management

Page 7: Impression management

Primacy Effect

Most of the perceptions are strongly affected by the first impression.

How a person perceives other person is influenced by: Characteristics of the person being

perceived Characteristics of the perceiver, and The situation or context within which the

perception takes place

Page 8: Impression management

The Person Perceived on basis of voice quality

Voice Quality:High in

Male Voice Female Voice

Breathiness Younger , Artistic Feminine, pretty, petite, shallow

Flatness Similar for both sexes

Masculine, cold, withdrawn

Nasality Similar for both sexes

Having many socially undesirable characteristics

Tenseness Old, Unyielding Young, emotional, high strung, not very intelligent

Page 9: Impression management

Salience is the extent to which a target of perception stands out in a group of people or things.

Consequences of salience Extreme evaluations (positive or negative) Stereotyping

Salience

1515

Page 10: Impression management

Being novel: Anything that makes a target unique in a situation (e.g., being the only young person).

Being figural: Standing out from the background (e.g., by wearing bright clothes).

Being inconsistent with other people’s expectations: Behaving or looking in a way that is out of the ordinary.

Causes of salience

1515

Page 11: Impression management

Biases and Problems in Perception

PrimacyEffects

The initial pieces of information that a perceiver has about a target have an inordinately large effect on the perceiver’s perception and evaluation of the target.

Interviewers decide in the first few minutes of an interview whether or not a job candidate is a good prospect.

ContrastEffect

The perceiver’s perceptions of others influence the perceiver’s perception of a target.

A manager’s perception of an average subordinate is likely to be lower if that subordinate is in a group with very high performers rather than in a group with very low performers.

HaloEffect

The perceiver’s general impression of a target influences his or her perception of the target on specific dimensions.

A subordinate who has made a good overall impression on a supervisor is rated as performing high-quality work and always meeting deadlines regardless of work that is full of mistakes and late.

1717

Page 12: Impression management

Similar-to-me Effect

People perceive others who are similar to themselves more positively than they perceive those who are dissimilar.

Supervisors rate subordinates who are similar to them more positively than they deserve.

Harshness,Leniency, andAverageTendency

Some perceivers tend to be overly harsh in their perceptions, some overly lenient. Others view most targets as being about average.

When rating subordinates’ performances, some supervisors give almost everyone a poor rating, some give almost everyone a good rating, and others rate almost everyone as being aboutaverage.

Knowledgeof Predictor

Knowing how a target stands on a predictor of performance influences perceptions of the target.

A professor perceives a student more positively than she deserves because the professor knows the student had a high score on the SAT.

1818

Biases and Problems in Perception

Page 13: Impression management

Errors in Attribution

Beliefs that all members of specific groups share similar traits and are prone to behave the same way.

Page 14: Impression management

Errors in Attribution

The tendency to attribute others’ actions to internal causes (for example, their traits) while largely ignoring external factors that also may have influenced behavior.

Page 15: Impression management

Errors in Attribution

The tendency for our overall impressions of others to affect objective evaluations of their specific traits; perceiving high correlations between characteristics that may be unrelated.

Page 16: Impression management

Errors in Attribution

The tendency for people to perceive in a positive light others who are believed to be similar to themselves in any of several different ways.

Page 17: Impression management

Errors in Attribution

The tendency to focus on some aspects of the environment while ignoring others.

Page 18: Impression management

First Impression ErrorThe tendency to base our judgments of others

on our earlier impressions of them.

Page 19: Impression management

Self-Fulfilling Prophecy

Self-Fulfilling ProphecySelf-Fulfilling Prophecy: The tendency for someone’s expectations about another to cause that person to behave in a manner consistent with those expectations.

Pygmalion EffectPygmalion Effect: A positive instance of the self-fulfilling prophecy, in which people holding high expectations of another tend to improve that individual’s performance.

Golem EffectGolem Effect: A negative instance of the self-fulfilling prophecy, in which people holding low expectations of another tend to lower that individual’s performance.

Page 20: Impression management

Self-Fulfilling Prophecy

Page 21: Impression management

Overcoming Biases

Do not overlook the external cases of others’ behaviors.

Identify your stereotypes.

Evaluate people based on objective factors.

Avoid making rash judgments.

Page 22: Impression management

Organizational Applications

Performance AppraisalPerformance Appraisal: The process of evaluating employees on various work-related dimensions. An inherently biased process

Impresssion ManagementImpresssion Management: Efforts by individuals (esp. in employment interviews) to improve how they appear to others.

Corporate ImageCorporate Image: The impressions that people have of an organization.

Page 23: Impression management

Applicant Impression Management