Perception
The study of perception is concerned with identifying the process through which we interpret and organize sensory information to produce our conscious experience of objects and object relationship. Perception is the process of receiving information about and making sense of the world around us. It involves deciding which information to notice, how to categorize this information and how to interpret it within the framework of existing knowledge. A process by which individuals organize and interpret their sensory impressions in order to give meaning to their environment.
3.Organization
The process of placing selected perceptual stimuli into a framework for storage.
The stage of the perceptual process at which stimuli are interpreted and given meaning.
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4.Translation
Attribution Theory
When individuals observe behavior, they attempt to determine whether it is internally or externally caused.
observation
Interpretation
H Distictinctiveness L H
Attribution of cause
External Internal External Internal
Individual behavior
Consensus L
H Consistency L
Internal External
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H high
L- Low
Consistency Does this person behave in this same manner at other times ?
Internal Attribution
External Attributi on
Evaluation, advantages
Supporting research Understanding of prejudice Can be used for predictions of social behavior in groups Methodological advantages of supporting studies (well controlled, standardized procedures) Can be generalized to other cultures (Yuki et al. 2005)
Evaluation, disadvantages
Identification with an in-group may sometimes lead to low self esteem (e.g. being black in the 1930:s Clark and Clark 1939, Jane Eliot classroom exercise) The social identity process can also be affected by permeability (e.g. Haslam & Reicher 2006) We may also develop our self esteem and identity through our individuality Methodological problems of supporting studies (generalisability and ecological validity) Possible cultural differences for in-group favouritism (Yuki et al 2005) The results of the Tajfel study may be due to the competitive behavior, not in-group bias
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Self-fulfilling prophecy
In certain situations, we may respond to stereotypes in such a way that false definitions end up being accurate. In this phenomenon, called the self-fulfilling prophecy, a person or group that is described as having particular characteristics begins to display those very traits. (e.g., when teachers and counsellors tell a bright child from a working class family that he would make a good carpenter or mechanic, for instance, they may discourage him from thinking of college or a profession.)
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Self-fulfilling prophecies can be especially devastating for minority groups. The dominant group in a society believes that subordinate group members lack the ability to perform in important and lucrative positions. So it denies them the training needed to become scientists, executives, or physicians, effectively locking the subordinate group into societys inferior jobs. The false definition has become real: in terms of employment, the minority has become inferior because it was originally defined as inferior and was prevented from achieving equality.
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TRUTH
SANE SANE INSANE ----------------------------------------------------------OK TYPE I ERROR -----------------------------------------------TYPE II OK ERROR -----------------------------------------------------------
TYPE I ERROR = Rejecting HO: when it is true (Alpha Error) TYPE II ERROR = Acceptin HO: when it is false (Beta Error)
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Ho: THESE PEOPLE MIGHT BE SANE (Dont keep anyone who is ok!)
TRUTH SANE SANE INSANE ----------------------------------------------------------OK TYPE II ERROR -----------------------------------------------TYPE I OK ERROR -----------------------------------------------------------
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Learning in Organizations
Definition: A relatively permanent change in knowledge or behavior that results from practice or experience. Two types of learning: Operant conditioning Social learning
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Operant Conditioning
Learning that takes place when the learner recognizes the connection between a behavior and its consequences. Individuals learn to operate on their environment, to behave in certain ways to achieve desirable consequences or avoid undesirable consequences.
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Reinforcement
Reinforcement: Increasing the probability that a desired behavior will occur again in the future by applying consequences that depend on the behavior in question. Positive Reinforcement: The administration of positive consequences to workers who perform desired behaviors. Pay, promotions, interesting work, praise, awards Negative Reinforcement: The removal of negative consequences when workers perform desired behaviors. Nagging, complaining
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Reinforcement Schedules
Continuous Reinforcement: Occurs after every occurrence of a behavior. Partial Reinforcement: Occurs only a portion of the time that behavior occurs. Differences: Continuous reinforcement can result in faster learning of desired behaviors. Behaviors learned using partial reinforcement are likely to last longer.
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Reinforcement Schedules
Fixed-Interval Schedule: The period of time between the occurrence of each instance of reinforcement is fixed or set. Variable-Interval Schedule: The amount of time between reinforcements varies around a constant average. Fixed-Ratio Schedule: A certain number of desired behaviors must occur before reinforcement is provided. Variable-Ratio Schedule: The number of desired behaviors that must occur before reinforcement varies around a constant average.
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What is personality?
Defn: The relatively stable set of psychological characteristics influencing the way an individual interacts with his or her environment Personality and OB Dispositional Approach Focus on individual dispositions and personality Individuals are predisposed to behave in certain ways Significant focus on personality testing (eg., selection of military personnel).
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Personality and OB
Situational Approach
Other factors in the work environment that can predict and explain behaviour Characteristics of org setting and work tasks: rewards and punishments, etc.
Personality and OB
Interactionist Approach (interactionism)
Org behaviour is a function of both situation and disposition To predict org. behaviour, one must know something about both personality and situation Weak vs. strong situations
Weak: Not always clear how to behave (therefore personality has more influence). Eg., newly formed orgs Strong: More defined rules, roles and contingencies (personality has less impact) Eg., routine military ops
FIT: some personality characteristics are useful in some situations (fit the right person with right job)
Extraversion (vs intraversion) Emotional stability (vs. neuroticism) Agreeableness Conscientiousness Openness to experience
Strongest predictor of job performance = conscientiousness Conscientiousness -> retention, attendance; antidote to absenteeism, discipline probs Extraversion -> promotes managerial performance (when high consc.), else promotes absenteeism (more than introverts)
Eustress: good stress Distress: bad stress Alarm: preparation of body for fight or flight Resistance: maintain state of elevated preparation Exhaustion: when demands exceed bodys capabilities
Physiological Effects
Job satisfaction and stress those who enjoy work suffer less impact from stressful events
Type A Personality
Hostility component of Type A personality is linked to heart disease Type A individuals, in essence, create more stress for themselves Type B individuals rarely have heart attacks before the age of 70
Sense of commitment to family and work A perceived sense of control A view of change as normal and challenging
Organization-based Self Esteem our assessment of our adequacy and worth with regard to our place in the employing organization (job specific self esteem) Gender Differences female managers face more stressors than do male managers (e.g., role conflict, discrimination, harassment)
Work-Family Conflicts
Greater role conflict for women primary responsibility for family life falls on woman
Family with 3 kids, average work week for females is 90 hours, for males it is 70 hours
Bad work days tend to carry over into family life tendency is stronger for women.
Quantitative: too much to do in too short a time Qualitative: work that is too difficult Quantitative has increased in recent years due to downsizing
Work underload work that is too simple or insufficient to fill ones time Both of these impact stress and health, appears that a moderate amount of stress is optimal
Procrastination
Delay action for no good reason Suggestions for controlling:
Calculate the cost of procrastination: e.g., reduce chance of promotion Worst in, first out principle: tackle worst task first Break task into manageable chunks Make a commitment to other people: Ill give it to you on Friday/by lunch Remove mind clutter: eliminate trivial items from to do list Fill your schedule provides stimulation you had been receiving by working up to deadlines
Emotional Exhaustion Depersonalization Reduced sense of personal accomplishment Quantity of work may stay the same, but the quality declines, depression, apathy, irritability, and boredom may occur
Workaholism
Addiction to work because of anxiety and insecurity or because of a genuine liking for the job Healthy, work enthusiasts usually have jobs with autonomy and variety, appropriate skills for job, and supportive families Unhealthy, workaholics Compulsive, driven to perform job tasks. Often negatively impact co-workers
Provide sufficient support for change Provide sense of control through participation Clearly define employee roles Eliminate work over and under load EAPs for stress reduction (teach coping strategies) Provide opportunity for social support (formal or informal)
Emotions
Intense feelings that are directed at someone or something.
Moods
Feelings that tend to be less intense than emotions and that lack a contextual stimulus.
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Emotional Labor
A situation in which an employee expresses organizationally desired emotions during interpersonal transactions. Emotional Dissonance
A situation in which an employee must project one emotion while simultaneously feeling another.
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Emotion Continuum
The closer any two emotions are to each other on the continuum, the more likely people are to confuse them.
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Emotion Dimensions
Variety of emotions Positive Negative Intensity of emotions Personality Job Requirements Frequency and duration of emotions How often emotions are exhibited. How long emotions are displayed.
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