Perception and Learning in Organizations: Mcgraw-Hill/Irwin Mcshane/Von Glinow Ob 5E
Perception and Learning in Organizations: Mcgraw-Hill/Irwin Mcshane/Von Glinow Ob 5E
Perception and Learning in Organizations: Mcgraw-Hill/Irwin Mcshane/Von Glinow Ob 5E
Learning in
Organizations
McGraw-Hill/Irwin
McShane/Von Glinow OB 5e Copyright © 2010 by The McGraw-Hill Companies, Inc. All rights reserved.
McShane/Von Glinow OB 5e 2 © 2010 The McGraw-Hill Companies, Inc. All rights reserved
McShane/Von Glinow OB 5e 3 © 2010 The McGraw-Hill Companies, Inc. All rights reserved
McShane/Von Glinow OB 5e 4 © 2010 The McGraw-Hill Companies, Inc. All rights reserved
McShane/Von Glinow OB 5e 5 © 2010 The McGraw-Hill Companies, Inc. All rights reserved
Perception Defined
3-6
The Perceptual Process (may even be as fast as “6 seconds”!)
Environmental Stimuli
Our
Touch Hearing Seeing Smelling Tasting 5 senses
3-8
The Perceptual Process
Environmental Stimuli
3-10
The Perceptual Process
Environmental Stimuli
Selective Attention
Organization and
Interpretation
3-12
Social Identity
-we define ourselves by the groups we belong to
distinct groups
Step 3: Differentiation
• Develop less favorable images of people
in others groups we don’t belong to
3-13
Korean/Philippino/ Chinese Indian/Egyptian/Iranian
Indian/Peruvian
McShane/Von Glinow OB 5e 14 Korean/Japanese/Chinese
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Stereotyping
Assigning ‘traits’ (characteristics) to people based on
their membership in a certain ‘social category’
(example of social category: gender, race, age, nationality, etc)
3-15
Stereotyping
Why it happens?
• “energy-saving”, that simplifies our understanding
of the world
• To fill in the “missing pieces”
• Enhances our self-concept
• Discrimination
3-16
Attribution Process
The perceptual process of deciding whether an observed behavior is
caused by internal of external factors
Internal External
Attribution Attribution
Perception that the person’s Perception that the behavior is
behavior is caused by the due to the situation /environment
person’s own motivation or
ability -- beyond the person’s control
3-17
Rules of Attribution
3-18
Is the Attribution process perfect?
3-19
Attribution Errors
2. Self-Serving Bias
• attributing our success to internal factors,
but our failures to external factors
3-20
Self-Fulfilling Prophecy
The perceptual process in which our expectations about another person
cause that person to act in a way that is consistent with our expectations
Supervisor
forms
expectations
Supervisor’s
behavior affects
employee
3-21
Self-Fulfilling Prophecy
Effect is Strongest...
3-22
Other Perceptual Errors
Halo effect
• one trait forms a general impression (failed in one trait,
therefore others fail)
Primacy effect
• first impressions (lasting impressions)
Recency effect
• most recent information dominates perceptions
False-consensus effect (similar to me effect)
• overestimate the extent to which others have
beliefs and characteristics similar to our own
3-23
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What are the solutions/methods
to improve perception?
3-26
3 Strategies to Improve Perceptions
2. Improving self-awareness
• Applying the “Johari Window” (via feedback and disclosure)
3. Meaningful interaction
• Close, frequent interaction
• Contact hypothesis: A theory stating that “the more we
interact with someone, the less prejudiced or perceptually
biased we will be against that person.”
3-27
Know Yourself (Johari Window)
3-28
McShane/Von Glinow OB 5e 29 © 2010 The McGraw-Hill Companies, Inc. All rights reserved
Learning in Organizations
Definition of Learning:
A relatively permanent change in behavior (or
behavior tendency) that occurs as a result of
a person’s interaction with the environment
3-30
Explicit vs.Tacit Knowledge
Explicit knowledge
• Knowledge that is acquired through reading
documents or books
Tacit knowledge
• Knowledge acquired through observation and
direct experience
3-31
Learning in Organizations
3-32
(1) Behavior Modification
Example
3-33
(1) Behavior Modification
A theory that explains learning in terms of the
antecedents and consequences of behavior
Human beings alter their behaviors to maximize
positive consequences and minimize
adverse/negative consequences
3-34
‘Contingencies’ of Reinforcement
(i.e. consequences that increase, maintain, or reduce behavior)
3-35
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(2) Social Learning Theory
1. Behavioral modeling
• Observing and modeling behavior of others
3. Self-reinforcement
• Reinforcing our own behavior with consequences
(rewards) within our control
3-37
(3) Learning Through Experience
3-38
Developing a ‘Learning
Orientation’ in the organization
Value the generation of new knowledge
Reward experimentation
Recognize mistakes as part of learning
Encourage employees to take reasonable
risks
3-39
Organizational Learning
Knowledge acquisition
• Extracting information and ideas from the external
environment as well as through insight
Knowledge sharing
• Distributing knowledge to others across the
organization
Knowledge use
• Applying knowledge in ways that adds value to the
organization and its stakeholders
3-40
Perception and
Learning in
Organizations
McGraw-Hill/Irwin
McShane/Von Glinow OB 5e Copyright © 2010 by The McGraw-Hill Companies, Inc. All rights reserved.3-41