1. 1) Perception Meaning A CognitiveProcess It is collection, organization, and interpretation of data from the environment to obtain a meaning from it It differs from person to person and situation to situation between organizations, leading to disciplinary or team culture and cooperation to enhance performance

2. 2) Sensation vs Perception Sensation is the basic behavior of individuals caused by their physiological functions Perception is the assimilation of raw data through senses to organize and modify with cognitive thinking 3. 3) Sub-Process of Perception Stimulus- confronted with external stimulus Registration-recording the stimulus in mind Interpretation- analyze bylearning, motivation, and personality Feedback- response received from stimulus Behavior Consequence- reinforcement/punishment 4. 4) Perceptual Selectivity External attention factors-Intensity, Size, Contrast, Repetition, Motion, Novelty and familiarity Internal Set Factors- Learning and Perception, Perceptual set inthe workplace, Motivation andPerception, Personality and Perception 5. 5) Factors influencing PerceptionCharacteristics Characteristics Characteristics ofof Perceiverof Target SituationAttitudesNoveltyTimeMotivesMotivesClimateInterestsSoundWork environmentExperience Size Social environmentExpectations BackgroundProximity 6. 6) Perceptual Organization Perceptual Organization emphasize the activities that take place in the perceptual process subsequent to the stimulus being received 7. Figure-Ground : In this form of Perception, perceivedobjects are separated from the general background by theperceivers. They tend to give more emphasis to the objectin the figure than to the other objects in the background Perceptual Grouping : Under perceptual groupingindividuals attempt to group various stimuli together intoan identifiable pattern. This type of perceptualorganization may be used on closure,continuity,proximityor similarity 8. Figure ground image 1 9. Figure ground image 2 10. Figure ground image 3 11. Figure ground image 4 12. Closure : According to this principle, a person maysometimes perceive a whole where it does not exist and attimes may not be able to perceive a whole although oneexists Org.TheoryContinuity : Continuity, unlike closure where the individual fills the missing stimulus, refers to the process wherein the individual perceives the extension of a missing stimulus. However this is limited to obvious, continuous lines or patterns 13. Proximity : According to this principle, people perceivestimuli that are physically close to each other as belongingto one groupSimilarity : According to this principle, stimuli that aresimilar are grouped together by the individual 14. Perceptual Constancy : Is one of the advanced forms ofperceptual organization. Individuals perception of certainelements in objects like size,shape,color,brightness andlocation is constant and does not change from person toperson. For instance, even though the picture of an appleis printed in black and white, we still perceive the color ofthe fruit as red. Perceptual constancy is enhanced bylearning. Learning helps individuals perceive certainpatterns of cues in a similar way and this leads toperceptual constancy 15. Perceptual Context : The context of the situation alsoplays a major role in shaping the perception ofindividuals. Different contexts convey different meaningsto people. For example, if a manager pats his two year oldson, it is considered a sign of love and affection. However,if he gives an employee a pat on back, it is considered a 16. Perceptual Defence :The process of defence mechanismagainst a threatening in nature stimulus that clashes values orculture of the individuals is Perceptual Defence. People refuse to perceive information which they believe willdisturb their emotions People substitute the orginal perception caused by disturbingstimuli and information with favorable perceptions to copewith the situation Although some information may actually arouse emotions in anindividual, he she may purposely distort and direct the emotionelse where It helps in understanding relationship between union and management, superior and subordinate 17. 7) Social Perception Its a cognitive process through which other individuals areperceived by the perceiver It involves the study of how and individual gets to knowother individuals Its influenced by the characteristics of both the perceiver andthe perceived Social perception is influenced by the 1.Personality of the perceiver 2. Personal characteristics of the perceiver; Ones owncharacterstics affect the characterstics one is likely toseen in others 18. Self esteem of the perceiver; People whoaccept themselves are more likely to be able tosee favorable aspects of other people Fact that an individual perceives othersdepending upon many skills and not just oneskillThere are certain factors of the person beingperceived that influence social perception 19. Status of the person perceived will greatlyinfluence others perception of the person The person being perceived is usually placedinto categories to simplify the viewersperceptual activities. Two common categoriesare status and role The visible traits of the person perceived willgreatly influence others, perceptions of theperson 20. These characteristics of the perceiver and perceivedsuggest extreme complexities of social perception Thus organizational participants must realize that theirperceptions of another person are greatly influencedby their own and the other persons characterstics For ex- Manager with high and low esteem vspleasant and timely sales man and arrogant sales man Participants in formal organizations constantlyperceive one another 21. Managers perceive workers and vice versa, linepersonnel perceive staff personal , front line employeeperceive customers and viceversa Numerous complex factors enter into such socialperception, but most important are the problemsassociated with Stereo Typing : Refers to the tendency to perceiveanother person as belonging to a single class orcategory 22. In1922 Walter Lippman applied this word to percption Since then stereo typing has become a frequentlyused term to describe perceptual errors especially inanalzing prejudices It may attribute favorable or un favorable traits to theperson perceived Most often the perceived person is put into over allcategory of which the person belongs making him/herstereotype though each person has individual uniquetraits 23. Common stereo typed groups include managers,supervisors, knowledge workers,union members,youngpeople,old people,minorities,women, white and blue collarworkers,various functional and staff specialists ex;Accountants, sales people, computer programmers andengineers There may be general consensus about the traits possessedby each group but in reality there is often a discrepancybetween agreed upon traits and actual traits of thecategory ex not all engineers rational or the same for HR 24. Organization members making commonBlanket Perceptions in example with GMblame their problems on the famous sterotypedthem instead of recognizing the need forfundamental corporate culture change Long exposure to negative stereo types mayresult in the members having an inferiorityanxiety or lowered expectations Numerous research studies on stereo typingand its problems that occur in organizationallife 25. The Halo Effect : Similar to Stereo Typing In Stereo Typing the person is perceivedaccording to a single category but under theHalo Effect the person perceived on the basisof one trait Halo is discussed in performance appraisalwhen a rater makes an error in judging apersons total personality or performance onthe basis of a single positive trait such asintelligence, appearance, dependability orcooperativeness. 26. The particular trait may override all other traits A persons physical appearance or dress may overridein making a selection or in appraising the personsperformance The opposite sometimes called horns effect Here a an individual is down graded because of singlenegative characterstics or incident A comprehensive review of the performance appraisalliterature founds that Halo effect was dependentvariable in over a third of the studies and was themajor problem affecting appraisal accuracy 27. Halo Effect : Is a common error made in performance appraisals Has two components- true and illusory Emphasize only a particular trait of an employee anddoes not take into account the overall picture Has negative consequences which have to be avoidedConditions under which Halo Effect might occur : - when the perceiver is not familiar with certain traits or does not frequently encounter them- When the traits are ambiguous and cannot be clearly expressed in behavioral terms- When the traits have moral implications. 28. Even after considerable research we still do not knowmuch about the impact of the Halo Effect and attempts atsolving the problem have not been very successful Overcoming perceptual problems such as Stereotypingand the Halo Effect remains an important challenge foreffective human resource management 29. Attribution: Its the way in which people explain thecauses for their own or others behavior.- With the help of attribution, individuals try tounderstand the reasons behind the behavior of oneanother and also draw conclusion about the factorsthat influenced that behavior- There are two types of attributions- Dispositional attribution : In this type ofattribution, Peoples behavior is explained with thehelp of internal factors such as their personalitytraits, their motivation, ability etc 30. Situational attribution : Peoples behavior is attributed to the external factors in the environment. These could be the social influences they are subject to, equipment being handled, etcImpression Management -Reffered to as self perception-It is a process by which people try to manage or control the perceptions formed by others about themselves-Individuals might adopt various management techniques to make an impact on others 31. The Process of Impression Management : - Earlier researchers attempted to study the relation ship of impression management with respect to aggression, attitude changes, attributions, social facilitation, and so on - In recent times behavior theorists have identified two components of impression managementImpression motivation : Impression motivation is usually applicable in organizations where employees try to control the perception of managers or superiors about themselves . 32. Factors that affect Impression Management are- Relevance that the impression has to the employees inattaining their goals- Value of these goals to the employees- Discrepancy between the desired image and imagewhich individuals believe others already have aboutthemImpression Construction : It refers to the methods andtechniques adopted by the individual in order to createthe desired image in the minds of other individuals. 33. The factors are- The self-concept, desired and undesiredidentified images, role constraints, targetsvalues, and current social image.- There is still little known of how they select theway to manage others perception of them forex; do they directly tell their boss things suchas Im really competitive and want to getahead or do they make indirect statementssuch as I really like racquet ball ; it is reallycompetitive 34. Managers regulate and control themselvesbased on situational and interpersonal cues They are more senstive and responsive toadjusting their self-presentations orimpressions These high self monitored managers are morelikely to be promoted, but they are also morelikely to change employers or to make a jobrelated move to a different state or country 35. Employee Impression Management Strategies Two Basic Strategies Demotion Preventive Strategy; When theemployees are trying to minimize responsibilityfor some negative event or to stay out of trouble Promotion Enhancing Strategy; When theemployees are seeking to maximize responsibilityfor a positive outcome or to look better than theyreally are. 36. Demotion Preventive Strategy is characterized by 1. Accounts. These are employees attempts to excuse or justify their actions- not feeling well- another high priority assignment. 2.Apologies. When there is no logical way out, the employee may apologize to the boss for some negative. Such an apology may not only gives the impression that the individual is sorry but also indicates that it will not happen again. 37. 3. Disassociation : When employees are indirectly associated when something that went wrong For ex; they are the members of a committee or work team that made a bad decision, they may secretly tell their boss that they fought for the right thing but were over ruled- employees using this approach try to remove themselves both from the group and from responsibility for the problem 38. Promotion Enhancing Strategy involve, 1. Entitlements. Employees feel that they have not been given credit for a positive outcome they make sure that it is known through formal channel or they may informally note to key people that they are pleased their suggestions or efforts worked out well.2. Enhancements. Here, employees may have received credit, but they really did more and had a bigger impact than orginally thought. For example, their effort or idea not only served a customer well or met a difficult deadline, but can be used in the 39. 3. Obstacle Disclosures; In this strategy, employeesidentify either personal (health or family) ororganization (lack of resources or cooperation)obstacles they had to overcome to accomplish anoutcome. They are trying to create the perceptionthat because they obtained the positive out comedespite big obstacles, they really deserve a lot ofcredit4. Associations ; Employees make sure to be seenwith the right people at the right times to getconnected and associated with successful projects 40. The motivation on the part of employees mayor may not be a deliberate attempt to enhancethemselves in terms of politicalpower, promotions or money rewards A recent analysis indicated that ImpressionManagement might motivate employeecitizenship behaviors [going beyond normallyrequired and rewarded behavior] 41. The motivation in this case may be to lookgood (impression management) instead ofdoing well for its own sake (citizen shipbehavior) The specific impression management strategythat is used will depend on situation eg:employment interview, performance appraisalor training session 42. Managers should be aware of deliberatemanipulations of perceptions when makingevaluation of their people By the same token , such impressionmanagement could be positively used to getahead in an organization or keep good relationwith customers 43. Guide lines to help recognize various impression management tactics and the motives behind them 1. One should be on the lookout for high probability impression management strategies. For ex; recruiters should be careful to separate pure self promotion and legitimate claims of competence, and those in positions of power or status should be aware of subordinates efforts to ingratiate themselves (buttering up the boss and apple-polishing) 44. 2. There should be an attempt to minimize personal, situational and organizational features features that foster undesirable impression management for ex; organizations in which task performance is ambigious and or resources scarce tend to generate relatively high levels of ingratation3. One should look for the ulterior motives and avoid being overly influenced by impression management. For ex; a manager who is able to distinguish between pure self promotion and true competence is likely to be biased by an invalid claim when appraising a staff members performance 45. To conclude with William Gardner in his analysis of Impression Management states When selecting an image, never try to do something you are not. People see through the facade . In sum make every effort to put your best foot forward- but never at the cost of your identity or integrity put in other words we project the face we believe is ours , hope is ours wish was ours the persona that best suits our personality, weakness, stage in life and immediate needs. 46. T.S. Eliot and S.Alfred Prufrock say, There willbe time /To prepare a face to meet the facesthat you meet.THANK YOU !!