The Perception Process

Topic 2
THE PERCEPTION PROCESS

The Nature and Importance of Perception

Perception, is a unique interpretation of the
situation, not an exact recording of it.
It is a very complex cognitive process that
yields a unique picture of the world, a
picture that may be quite different from
reality.
Recognition of the difference between the
perceptual world and the real world is vital
to the understanding of organizational
behaviour.
Sensation Vs Perception

Sensation deals chiefly with very elementary
behaviour that is determined largely by
physiological functioning.
All the physical senses are vision, hearing, touch,
smell and taste.
Perception is more complex and more broader than
Sensation. I t is a complicated interaction of
selection, organization and interpretation.
Though perception largely depends upon the
senses for raw data, the cognitive process may
filter, modify or completely change these data.
(E.g. Tree looked at from one side and then from the
other).

Difference between Sensation and Perception

The Purchasing agent buys a part which she
thinks best and not the part which the
engineer says is best.
A subordinates answer to a question is based
on what he heard the boss say, not on what the
boss actually said.
The same worker may be good for one
supervisor, and bad for another.
The same item may be high quality for one
inspector and low quality for a customer.
Sub processes of Perception
The first sub process is the stimulus or situation that
is present.
Perception begins when a person is confronted with
a situation.
This Sensual Stimulation can be from the physical
environment like, office, factory flow, research lab,
store, climate etc.
It could also be from the socio-cultural environment
like management styles, values, discrimination etc.
In addition to the situation-person interaction, there
are the internal cognitive processes of registration,
interpretation and feedback.
After this follows the resulting behaviour and the
consequences of this behaviour make the final part.
ORGANIZATIONAL BEHAVIOR
S T E P H E N P. R O B B I N S
W W W . P R E N H A L L . C O M / R O B B I N S
T E N T H E D I T I O N
2003 Prentice Hall Inc. All rights reserved. PowerPoint Presentation by Charlie Cook
2003 Prentice Hall
Inc. All rights reserved.
57
AFTER STUDYING THIS
CHAPTER,
YOU SHOULD BE ABLE TO:
1. Explain how two people can see the
same thing and interpret it differently.
2. List three determinants of attribution.
3. Describe how shortcuts can assist in
or distort our judgment of others.
4. Explain how perception affects the
decision-making process.
5. Outline the six steps in the rational
decision-making model.
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AFTER STUDYING THIS
CHAPTER,
YOU SHOULD BE ABLE TO:
6. Describe the action of a boundedly
rational decision maker.
7. Identify the conditions in which
individuals are most likely to use
intuition in decision making.
8. Describe four styles of decision
making.
9. Define heuristics and explain how
they bias decisions.
10.Contrast the three ethical decision
criteria.
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What Is Perception, and Why Is
It Important?
Peoples behavior is
based on their
perception of what
reality is, not on
reality itself.
The world as it is
perceived is the
world that is
behaviorally
important.
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Factors That
Influence
Perception
E X H I B I T 5-1
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Person Perception: Making
Judgments About Others
Distinctiveness: shows different behaviors in different situations.
Consensus: response is the same as others to same situation.
Consistency: responds in the same way over time.
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Attribution Theory
E X H I B I T 5-2
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Errors and Biases in Attributions
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Errors and Biases in Attributions
(contd)
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Frequently Used Shortcuts in
Judging Others
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Judging Others
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Judging Others
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Specific Applications in
Organizations
Employment Interview
Perceptual biases affect the accuracy of
interviewers judgments of applicants.
Performance Expectations
Self-fulfilling prophecy (pygmalion effect): The
lower or higher performance of employees
reflects preconceived leader expectations
about employee capabilities.
Performance Evaluations
Appraisals are subjective perceptions of
performance.
Employee Effort
Assessment of individual effort is a subjective
judgment subject to perceptual distortion and
bias.
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The Link Between Perceptions
and Individual Decision
Making
Perceptions of the
decision maker
Outcomes
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Assumptions of the Rational
Decision-Making Model
1. Problem clarity
2. Known options
3. Clear preferences
4. Constant preferences
5. No time or cost constraints
6. Maximum payoff
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Steps in the Rational Decision-
Making Model
E X H I B I T 5-3
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The Three Components of
Creativity
E X H I B I T 5-4
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How Are Decisions Actually
Made in Organizations
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How Are Decisions Actually
Made in Organizations
(contd)
How/Why problems are identified
Visibility over importance of problem
Attention-catching, high profile problems
Desire to solve problems
Self-interest (if problem concerns decision
maker)
Alternative Development
Satisficing: seeking the first alternative that
solves problem.
Engaging in incremental rather than unique
problem solving through successive limited
comparison of alternatives to the current
alternative in effect.
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Making Choices
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Making Choices
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Decision-Style Model
E X H I B I T 5-5
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Organizational Constraints on
Decision Makers
Performance Evaluation
Evaluation criteria influence the choice of
actions.
Reward Systems
Decision makers make action choices that are
favored by the organization.
Formal Regulations
Organizational rules and policies limit the
alternative choices of decision makers.
System-imposed Time Constraints
Organizations require decisions by specific
deadlines.
Historical Precedents
Past decisions influence current decisions.
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Cultural Differences in Decision
Making
Problems selected
Time orientation
Importance of logic and rationality
Belief in the ability of people to solve
problems
Preference for collect decision making
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Ethics in Decision Making
Ethical Decision Criteria
Utilitarianism
Seeking the greatest good for the greatest number.
Rights
Respecting and protecting basic rights of
individuals.
Justice
Imposing and enforcing rules fairly and impartially.
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Ethics in Decision Making
Ethics and National Culture
There are no global ethical standards.
The ethical principles of global organizations
that reflect and respect local cultural norms
are necessary for high standards and
consistent practices.

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