Define Perception
People’s 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.
-if the manager has good perception in any department of the organization,
the department team will have SAFE SOLUTIONS with RISKY IDEAS.
-to find innovative solutions for the problem.
-to leverage creativity and motivate the higher plateau of thinking.
-with the help of perception, habits and attitudes will get changed.
-with the help of perception, we can find solutions the most difficult problems.
*Employment Interview
Perception can help the manager to recruit the best fit.
Perceptual biases can affect the accuracy of interviewers’ judgments of applicants.
*Performance Expectations
Perception can help the manager to make the most effective judgement
on the expectation.
Self-fulfilling prophecy (Pygmalion effect): The lower or higher performance of
employees reflects preconceived leader expectations about employee capabilities.
*Performance Evaluations
Perception can help the manager to make the most effective performance appraisal
of the employee.
Appraisal can be subjective perceptions of performance.
*Employee Effort
Perception can help the manager to make the right judgement of the employee's
effort.
Assessment of individual effort is a subjective judgement subject to perceptual
distortion and bias.
A number of factors operate to shape and sometimes distort perception. These factors
can reside in the perceiver, in the object or target being perceived or in the context of
the situation in which the perception is made.
Factors in the
situation
Time, Work Setting, Perception
Social Setting
Sensation
An individual’s ability to detect stimuli in the immediate environment.
Selection
The process a person uses to eliminate some of the stimuli that have been sensed and
to retain others for further processing.
Organization
The process of placing selected perceptual stimuli into a framework for “storage.”
Translation
The stage of the perceptual process at which stimuli are interpreted and given
meaning.
Perceptual Process
Selecting Stimuli
External factors: Nature,
Receiving Stimuli Location, Size, Contrast,
(External & Internal) Movement, Repetition, Similarity
Internal factors: Learning,
Needs, Age, Interest
Organizing
Interpreting
Figure Background,
Attribution, Stereotyping,
Perceptual Grouping
Halo Effect, Projection
(Similarity, proximity,
Closure, continuity)
Response
Covert: Attitudes,
Motivation,
Feeling
Overt: Behavior
When making a determination between internal and external causes of behavior, the
perceiver must examine the elements of consistency, distinctiveness, and consensus.
Distinctiveness is whether the observed person acts the same way in different types of
situations. If the person being observed exhibits the same behavior in a variety of
contexts, then distinctiveness is low; if they have different behavior depending on the
context, then distinctiveness is high.
Consistency describes whether the person being observed behaves the same way
when faced with the same set of circumstances. If the person being observed acts the
same way in the same type of situation, consistency is high; if they act differently
each time, then consistency is low.
Consensus is the degree to which other people, if in the same situation, would behave
similarly to the person being observed. If the observer sees others acting the same
way that the person being perceived acts, then consensus is high.
However, if others behave differently in the type of situation, then consensus is low.
Consistency, distinctiveness, and consensus are evaluated when observing behavior,
and then a judgment about an internal versus external cause of behavior is made.
Attribution of
Observation Interpretation cause
High External
Distinctiveness
Low Internal
High External
Individual behavior Consensus
Low Internal
High Internal
Consistency
Low External
Spotlight effect - People tend to assume their features and behaviours are more salient to
others than what they generally are. This is termed the Spotlight effect, the
tendency to believe that other people are paying closer attention to one's
appearance and behaviour than they really are.
Our tendency to group several individual stimuli into a meaningful and recognizable
pattern. It is very basic in nature and largely it seems to be inborn.
Some factors underlying grouping are
-continuity
-closure
-proximity
-similarity
Continuation occurs when the eye is compelled to move through one object and continue
to another object.
Continuation occurs in the example above, because the viewer's eye will naturally follow
a line or curve. The smooth flowing crossbar of the "H" leads the eye directly to the
maple leaf.
The continuity principle stipulates that through all stages of disaster, management and
treatment should aim at preserving and restoring functional, historical, and interpersonal
continuities, at the individual, family, organization, and community levels. Two
misconceptions work against this principle and lead to decisional errors: the “abnormalcy
bias” which results in underestimating victims' ability to cope with disaster, and the
“normalcy bias” which results in underestimating the probability or extent of expected
disruption.
The nine squares above are placed without proximity. They are perceived as separate
shapes.
When the squares are given close proximity, unity occurs. While they continue to be
separate shapes, they are now perceived as one group.
The fifteen figures above form a unified whole (the shape of a tree) because of their
proximity.
The example above (containing 11 distinct objects) appears as as single unit because all
of the shapes have similarity.
Unity occurs because the triangular shapes at the bottom of the eagle symbol look similar
to the shapes that form the sunburst.
When similarity occurs, an object can be emphasised if it is dissimilar to the others. This
is called anomally.
The figure on the far right becomes a focal point because it is dissimilar to the other
shapes.
7% what
you say
• doing a good job accounts for 10% of the impression you give
• 90% of the impression you give of being capable is based on perception
– presentation of work
– presentation of self
– being seen to be ‘doing a good job’
Integrity
Manners
Personality
Appearance
Communication
Thrill
Two Types of Impression Management
Constructive -- helps in the formation of self identity
Strategic -- helps in the attainment of some interpersonal goal
Confidence
preparation, preparation, preparation
know your stuff – and know you know your stuff!!
find opportunities to practice ‘presenting’ your stuff – get involved
ALWAYS be positive
NEVER be a one-track pony
an ‘elevator pitch’
• Do
– speak!
– make small talk
– ask open questions
• Don’t
– ignore him / her
– talk about the weather
– get too personal
– moan!
a winning image
appropriate
balanced
professional – not powerful
modern
clean
It refers to the methods adopted by a person to create the specific impression that he
wants. The impression may be related to various factors such as personal
characteristics, attitudes, interests and values. Research studies in this field have
indicated that there are five factors that are particularly relevant to the type of
impressions people want to create – the self-concept, desired and undesired identity
images, role constraints, and the value of the target and the current social image of the
individual. Though researchers have done considerable research in this field, they are
unable to determine how people select a particular way to manage their impression on
others and how the above factors influence the process.
Intrinsic motivation is your own personal motivation that comes from inside you. It is
self motivation personal gain, satisfaction, or enjoyment. Extrinsic motivation is from
external sources, money, coercion, fame, fortune, recognition, or punishment.
Impression Management is sometimes referred to as self-presentation. It is the process by
which people try to manage or control the perceptions formed by other people about
themselves. Often people like to present themselves in a socially desirable way and
impress others.
Like other cognitive processes, impression management also includes many conceptual
dimensions. Many researches have been conducted on impression management to study
its relation to aggression, attitude change, attribution, social facilitation and so on.
However, behavioral scientists have recently identified two new components of
impression management – impression motivation and impression construction.
Impression motivation is particularly applicable in organizations where employees try to
control the perceptions of their superiors about them. The extent to which an individual is
motivated to manage her/his impression depends on the following factors.