perception and personality in organizations - …€¦ · perception and personality in...
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1 © The McGraw-Hill Companies, Inc. 2001McGraw-Hill Ryerson
. 6S I X
Perception andPersonality inOrganizations
Perception andPerception andPersonality inPersonality inOrganizationsOrganizations
C H A P T E R
2 © The McGraw-Hill Companies, Inc. 2001McGraw-Hill Ryerson
R. Madonik, Toronto Star
Toronto’s police service is
fighting to correct racial bias
and the perception of this
bias. The service is
increasing the cultural
diversity of its workforce,
and officers must attend
diversity awareness
seminars.
Toronto’s Police ServiceToronto’s Police ServiceToronto’s Police Service
3 © The McGraw-Hill Companies, Inc. 2001McGraw-Hill Ryerson
Attitudes andAttitudes andBehavioursBehaviours
Organization andOrganization andInterpretationInterpretation
Selective AttentionSelective Attention
Perceptual Process ModelPerceptual Process ModelPerceptual Process Model
Feeling Hearing Seeing Smelling TastingFeeling Hearing Seeing Smelling Tasting
Environmental StimuliEnvironmental Stimuli
4 © The McGraw-Hill Companies, Inc. 2001McGraw-Hill Ryerson
Selective AttentionSelective AttentionSelective Attention
• Characteristics of the object– size, intensity, motion, repetition, novelty
• Perceptual context
• Characteristics of the perceiver– attitudes
– perceptual defense
– expectations -- condition us to expectevents
5 © The McGraw-Hill Companies, Inc. 2001McGraw-Hill Ryerson
© Corel Corp. Used with permission
Splatter Vision PerceptionSplatter Vision PerceptionSplatter Vision Perception
Fighter pilots, police
detectives, and birdwatchers use splattervision -- scanningeverything and focusingon nothing. This reducesthe chance of screeningout potentially importantinformation.
6 © The McGraw-Hill Companies, Inc. 2001McGraw-Hill Ryerson
An Individual’sAn Individual’sSocial IdentitySocial Identity
ACMEACMEWidgetWidget
EmployeeEmployee
Social Identity TheorySocial Identity TheorySocial Identity Theory
Live inLive inCanadaCanada
Univ. of NewUniv. of NewBrunswickBrunswickGraduateGraduate
Employees atEmployees atother firmsother firms
People livingPeople livingin other countriesin other countries
Graduates fromGraduates fromother schoolsother schools
7 © The McGraw-Hill Companies, Inc. 2001McGraw-Hill Ryerson
Social Identity Theory FeaturesSocial Identity Theory FeaturesSocial Identity Theory Features
• Comparative process– define ourselves by differences with others
• Homogenization process– similar traits within a group; different traits
across groups
• Contrasting process– develop less favourable images of people in
groups other than our own
8 © The McGraw-Hill Companies, Inc. 2001McGraw-Hill Ryerson
Stereotyping in the WorkplaceStereotyping in the WorkplaceStereotyping in the Workplace
People are surprised to
learn that Charlotte St.
Germain is a refinery
process operator. They
stereotype operators as
rugged men, not a fifty-
something grandmother!C. Vanzella, Edmonton Sun
9 © The McGraw-Hill Companies, Inc. 2001McGraw-Hill Ryerson
Professors areabsent-minded
Our instructoris a professor
Our instructor isabsent-minded
The Stereotyping ProcessThe Stereotyping ProcessThe Stereotyping Process
Assign category’s traitsAssign category’s traitsto the personto the person
Assign person to categoryAssign person to categorybased on observable infobased on observable info
Develop categoriesDevelop categoriesand assign traitsand assign traits
10 © The McGraw-Hill Companies, Inc. 2001McGraw-Hill Ryerson
How Accurate are Stereotypes?How Accurate are Stereotypes?How Accurate are Stereotypes?
• Some accuracy, but also distortion anderror– rarely accurate for everyone in the group
– we screen out inconsistent information
• Stereotypes are less accurate when:– little interaction with people in that group
– in conflict with members of that group
– stereotypes enhance our own social identity
11 © The McGraw-Hill Companies, Inc. 2001McGraw-Hill Ryerson
Attribution ProcessAttribution ProcessAttribution Process
• External Attribution– Perception that outcomes are due to
situation or fate rather than the person
• Internal Attribution– Perception that outcomes are due to
motivation/ability rather than situation orfate
12 © The McGraw-Hill Companies, Inc. 2001McGraw-Hill Ryerson
Rules of AttributionRules of AttributionRules of Attribution
External AttributionExternal Attribution
FrequentlyFrequently
ConsistentConsistentwith pastwith past
SeldomSeldom
Internal AttributionInternal Attribution
FrequentlyFrequently
DistinctiveDistinctivefrom otherfrom othersituationssituations
SeldomSeldom
SeldomSeldom
ConsensusConsensus(Other people(Other people
are similar)are similar)
FrequentlyFrequently
13 © The McGraw-Hill Companies, Inc. 2001McGraw-Hill Ryerson
Attribution ErrorsAttribution ErrorsAttribution Errors
• Fundamental Attribution Error– attributing own actions to external factors
and other’s actions to internal factors
• Self-Serving Bias– attributing our successes to internal
factors and our failures to external factors
14 © The McGraw-Hill Companies, Inc. 2001McGraw-Hill Ryerson
Self-Fulfilling Prophecy CycleSelf-Fulfilling Prophecy CycleSelf-Fulfilling Prophecy Cycle
SupervisorSupervisorformsforms
expectationsexpectations
ExpectationsExpectationsaffect supervisor’saffect supervisor’s
behaviourbehaviour
Supervisor’sSupervisor’sbehaviour affectsbehaviour affects
employeeemployee
Employee’sEmployee’sbehaviour matchesbehaviour matches
expectationsexpectations
15 © The McGraw-Hill Companies, Inc. 2001McGraw-Hill Ryerson
Other Perceptual ErrorsOther Perceptual ErrorsOther Perceptual Errors
• Primacy– first impressions
• Recency– most recent information dominates
perceptions
• Halo– one trait forms a general impression
• Projection– believing other people are similar to you
16 © The McGraw-Hill Companies, Inc. 2001McGraw-Hill Ryerson
Diversity Management ProgramsDiversity Management ProgramsDiversity Management Programs
• Focuses on awareness, understanding,and appreciation
• Sensitizes people about stereotypesand prejudices
• Dispels myths about people fromdifferent backgrounds
• Doesn’t try to correct deep-rootedprejudice
17 © The McGraw-Hill Companies, Inc. 2001McGraw-Hill Ryerson
ImprovingImprovingPerceptualPerceptualAccuracyAccuracy
DiversityDiversityManagementManagement
EmpathizeEmpathizeWith OthersWith Others
PostponePostponeImpressionImpressionFormationFormation
KnowKnowYourselfYourself
CompareComparePerceptionsPerceptionsWith OthersWith Others
Improving Perceptual AccuracyImproving Perceptual AccuracyImproving Perceptual Accuracy
18 © The McGraw-Hill Companies, Inc. 2001McGraw-Hill Ryerson
Known to Self Unknown to Self
Knownto Others
Unknownto Others
OpenOpenAreaArea BlindBlind
AreaArea
UnknownUnknownAreaArea
HiddenHiddenAreaArea
Know Yourself (Johari Window)Know Yourself (Johari Window)Know Yourself (Johari Window)
OpenOpenAreaArea
BlindBlindAreaArea
HiddenHiddenAreaArea
UnknownUnknownAreaArea
DisclosureDisclosure
FeedbackFeedback
19 © The McGraw-Hill Companies, Inc. 2001McGraw-Hill Ryerson
Defining PersonalityDefining PersonalityDefining Personality
Relatively stable pattern of
behaviours and consistent
internal states that explain a
person's behavioural tendencies
20 © The McGraw-Hill Companies, Inc. 2001McGraw-Hill Ryerson
Outgoing, talkative
Courteous, empathic
Caring, dependable
Poised, secure
Sensitive, flexible
Big Five Personality DimensionsBig Five Personality DimensionsBig Five Personality Dimensions
ExtroversionExtroversion
AgreeablenessAgreeableness
ConscientiousnessConscientiousness
Emotional StabilityEmotional Stability
Openness to ExperienceOpenness to Experience
21 © The McGraw-Hill Companies, Inc. 2001McGraw-Hill Ryerson
Courtesy of Thompson Doyle Hennessey & Everest
Myers-Briggs Type IndicatorMyers-Briggs Type IndicatorMyers-Briggs Type Indicator
During their retreat inMaine, employees atThompson DoyleHennessey & Everestcompleted the Myers-BriggsType Indicator and learnedhow their personalities canhelp them understand eachother more effectively.
22 © The McGraw-Hill Companies, Inc. 2001McGraw-Hill Ryerson
Courtesy of Thompson Doyle Hennessey & Everest
Myers-Briggs Type IndicatorMyers-Briggs Type IndicatorMyers-Briggs Type Indicator
• Extroversion versusintroversion
• Sensing versusintuition
• Thinking versusfeeling
• Judging versusperceiving
23 © The McGraw-Hill Companies, Inc. 2001McGraw-Hill Ryerson
Locus of Control and Self-MonitoringLocus of Control and Self-MonitoringLocus of Control and Self-Monitoring
• Locus of control– Internals believe in their effort and ability
– Externals believe events are mainly due toexternal causes
• Self-monitoring personality– Sensitivity to situational cues, and ability to
adapt your behaviour to that situation