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Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2-1Copyright 2007 Pearson Education Canada
Chapter 2
Perception, Personality, and
Emotions
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Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2-2Copyright 2007 Pearson Education Canada
Chapter Outline
Perception Defined
Factors Influencing Perception Perceptual Errors
Why Do Perception and Judgment Matter?
Personality Emotions
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Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2-3Copyright 2007 Pearson Education Canada
Perception, Personality, and Emotions
1. What is perception?
2. What causes people to have different perceptions of
the same situation?
3. Can people be mistaken in their perceptions?
4. Does perception really affect outcomes?
5. What is personality and how does it affect behaviour?6. Can emotions help or get in the way when dealing
with others?
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Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2-4Copyright 2007 Pearson Education Canada
Perception
What Is Perception?
The process by which individuals organize and interpret
their impressions in order to give meaning to theirenvironment.
Why Is It Important?
Because peoples behaviour is based on their perceptionof what reality is, not on reality itself.
The world as it is perceived is the world that isbehaviourally important.
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Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2-5Copyright 2007 Pearson Education Canada
Why We Study Perceptions
To better understand how people make
attributions about events.
We dont see reality. We interpret what we see
and call it reality.
The attribution process guides our behaviour,
regardless of the truth of the attribution.
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Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition2-6
Copyright 2007 Pearson Education Canada
Factors Influencing Perception
The Perceiver
The Target The Situation
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Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition2-7
Copyright 2007 Pearson Education Canada
Exhibit 2-1 Factors that InfluencePerception
Perception
The Target
Novelty
Motion
Sounds
Size
Background
Proximity
The Perceiver
Attitudes
Motives
Interests
Experience
Expectations
The Situation
Time
Work setting
Social setting
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Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition2-8
Copyright 2007 Pearson Education Canada
Perceptual Errors
Attribution Theory
Selective Perception Halo Effect
Contrast Effects
Projection Stereotyping
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Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition2-9
Copyright 2007 Pearson Education Canada
Attribution Theory
When individuals observe behaviour, they attempt to
determine whether it is internally or externally caused.
Distinctiveness
Does the individual act the same way in other situations?
Consensus
Does the individual act the same as others in same situation?
Consistency Does the individual act the same way over time?
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Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition2-10
Copyright 2007 Pearson Education Canada
Attribution Theory
Fundamental Attribution Error
The tendency to underestimate external factors
and overestimate internal factors when makingjudgments about others behaviour.
Self-Serving Bias
The tendency to attribute ones successes tointernal factors while putting the blame forfailures on external factors.
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Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition2-11
Copyright 2007 Pearson Education Canada
Exhibit 2-2 Attribution Theory
Observation InterpretationAttribution
of cause
External
High(Seldom)
Low
(Frequently)
High
Low(Seldom)
High(Frequently)
Low(Seldom)
Internal
rnal
Individual
behaviour
Distinctiveness
(How often does the
person do this in
other situations?)
Consensus
(How often do other
people do this insimilar situations?)
Consistency
(How often did the
person do this inthe past?)
External
Internal
Internal
External
(Frequently)
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Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition2-12
Copyright 2007 Pearson Education Canada
Perceptual Errors
Selective Perception
People selectively interpret what they see based on their
interests, background, experience, and attitudes.
Halo Effect
Drawing a general impression about an individual based
on a single characteristic.
Contrast Effects
A persons evaluation is affected by comparisons with
other individuals recently encountered.
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Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition2-13
Copyright 2007 Pearson Education Canada
Perceptual Errors
Projection
Attributing ones own characteristics to otherpeople.
StereotypingJudging someone on the basis of your perception
of the group to which that person belongs.
Prejudice
An unfounded dislike of a person or group basedon their belonging to a particular stereotypedgroup.
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Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition2-14
Copyright 2007 Pearson Education Canada
Why Do Perceptions and JudgmentMatter?
Self-Fulfilling Prophecy
A concept that proposes a person will behave in
ways consistent with how he or she is perceived
by others.
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Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition2-15
Copyright 2007 Pearson Education Canada
PersonalityThe sum total of ways in which an individual reacts
and interacts with others.
Personality Determinants
Heredity Environmental Factors
Situational Conditions
Personality Traits
Enduring characteristics that describe an individualsbehaviour.
The Myers-Briggs Type Indicator (MBTI)
The Big Five Model
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Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2-16Copyright 2007 Pearson Education Canada
Myers-Briggs Type Indicator
Personality test to determine how people usually act or feel inparticular situations.
Classifications:
Extroverted (E) or Introverted (I)
Sensing (S) or Intuitive (N)
Thinking (T) or Feeling (F)
Perceiving (P) or Judging (J)
Combined to form types, for example: ESTP
INTJ
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Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2-17Copyright 2007 Pearson Education Canada
The Big Five Model
Classifications
Extraversion
Agreeableness
Conscientiousness
Emotional Stability
Openness to Experience
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Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2-18Copyright 2007 Pearson Education Canada
Exhibit 2-4Big Five Personality Factors
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Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2-19Copyright 2007 Pearson Education Canada
Major Personality AttributesInfluencing OB
Locus of Control
Machiavellianism
Self-Esteem
Self-Monitoring
Risk-Taking
Type A Personality Type B Personality
Proactive Personality
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Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2-20Copyright 2007 Pearson Education Canada
Locus of Control
The degree to which people believe they are in
control of their own fate.
Internals
Individuals who believe that they control what
happens to them.
Externals Individuals who believe that what happens to them
is controlled by outside forces such as luck or
chance.
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Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2-21Copyright 2007 Pearson Education Canada
Exhibit 2-5 The Effects of Locus ofControl on Performance
Condition Performance
Information ProcessingThe work requires complex informationprocessing and complex learning
Internals perform better
The work is quite simple and easy to learn Internals perform better than externals
InitiativeThe work requires initiative and independentaction
Internals perform better
The work requires compliance and conformity Externals perform better
MotivationThe work requires high motivation andprovides valued rewards in return for greatereffort; it offers incentive pay for greaterproductivity
Internals perform better
The work does not require great effort andcontingent rewards are lacking; hourly payrates are determined by collective bargaining
Externals perform at least as well asinternals
Source: J. B. Miner,
Industrial-Organizational
Psychology (New York:
McGraw Hill, 1992), p. 151.
Reprinted with permission of
The McGraw-Hill
Companies.
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Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2-22Copyright 2007 Pearson Education Canada
Machiavellianism
Degree to which an individual is pragmatic,
maintains emotional distance, and believes that
ends can justify means.
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Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2-23Copyright 2007 Pearson Education Canada
Self-Esteem
Individuals degree of liking or disliking of
themselves.
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Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2-24Copyright 2007 Pearson Education Canada
Exhibit 2-6 Brandens Six Pillars of
Self-Esteem1. Living consciously: Be aware of everything that affects your values and goals,
and act with awareness.
2. Self-acceptance: Accept who you are without criticism and judgment.
3. Personal responsibility: Take responsibility for the decisions you make and thethings you do.
4. Self-assertiveness: Honour your wants, needs, and values, and dont be afraidto speak up for things that are important to you.
5. Living purposefully: Develop short- and long-term goals, and make realisticplans to achieve your goals.
6. Personal integrity: Live up to your word and your values.
Source: Adapted from N. Branden, Self-Esteem at Work: How Confident People Make Powerful Companies (San Francisco: Jossey-Bass, 1998), pp. 33-36).
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Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2-25Copyright 2007 Pearson Education Canada
Self-Monitoring
A personality trait that measures an
individuals ability to adjust behaviour to
external situational factors.
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Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2-26Copyright 2007 Pearson Education Canada
Risk-Taking
Refers to a persons willingness to take
chances or risks.
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Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2-27Copyright 2007 Pearson Education Canada
Type A Personality
Moves, walks, and eats rapidly
Impatient
Multitasks
Dislikes leisure time
Obsessed with numbers, measures success in
terms of how many or how much of everything isacquired
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Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2-29Copyright 2007 Pearson Education Canada
Proactive Personality
A person who identifies opportunities, shows
initiative, takes action, and perseveres until
meaningful change occurs.
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Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2-30Copyright 2007 Pearson Education Canada
What Are Emotions?
Two related terms:
Emotions
Intense feelings that are directed at someone or
something.
Moods
Feelings that tend to be less intense than emotionsand that lack a contextual stimulus.
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Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2-31Copyright 2007 Pearson Education Canada
Choosing Emotions: Emotional Labour
When an employee expresses organizationally-
desired emotions during interpersonal
interactions.
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Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2-32Copyright 2007 Pearson Education Canada
Emotional Intelligence
Noncognitive skills, capabilities, and competenciesthat influence a person's ability to interact with others.
Five dimensions Self-awareness
Self-management
Self-motivation
Empathy Social skills
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Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2-33Copyright 2007 Pearson Education Canada
Negative Workplace Emotions
Negative emotions can lead to negative
workplace behaviours:
Production (leaving early, intentionally working
slowly)
Property (stealing, sabotage)
Political (gossiping, blaming co-workers)Personal aggression (sexual harassment, verbal
abuse)
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Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2-34Copyright 2007 Pearson Education Canada
Summary and Implications
1. What is perception?
Perception is the process by which individuals
organize and interpret their impressions in orderto give meaning to their environment.
2. What causes people to have differentperceptions of the same situation?
Perceptions are affected by factors in theperceiver, in the object or targetbeingperceived, and in the context or situation.
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Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2-35Copyright 2007 Pearson Education Canada
Summary and Implications
3. Can people be mistaken in their perceptions?
Shortcuts, such as attribution theory, selective
perception, halo effect, contrast effects,projection, and stereotyping are helpful andeven necessary, but can and do get us introuble.
4. Does perception really affect outcomes? Perceptions often affect productivity more than
the situation does.
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Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2-36Copyright 2007 Pearson Education Canada
Summary and Implications
5. What is personality and how does it affect behaviour?
Personality helps us predict behaviour.
Personality can help match people to jobs, to someextent at least.
6. Can emotions help or get in the way when were
dealing with others?
They can hinder performance, especially when emotionsare negative.
They can also enhance performance.
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Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2-37
Copyright 2007 Pearson Education Canada
OB at Work
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Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2-38
Copyright 2007 Pearson Education Canada
For Review
1. Defineperception.
2. What is attribution theory? What are its implications for
explaining behaviour in organizations?3. What is stereotyping? Give an example of how stereotyping can
create perceptual distortion.
4. Give some positive results of using shortcuts when judging
others.
5. Describe the factors in the Big Five model. Evaluate which
factor shows the greatest value in predicting behaviour.
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Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2-39
Copyright 2007 Pearson Education Canada
For Review
6. What behavioural predictions might you make if you knew that
an employee had (a) an external locus of control? (b) a low
Mach score? (c) low self-esteem? (d) a Type A personality?
7. To what extent do peoples personalities affect how they are
perceived?
8. What is emotional labour and why is it important to
understanding OB?
9. What is emotional intelligence and why is it important?
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Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2-40
Copyright 2007 Pearson Education Canada
For Critical Thinking
1. How might the differences in experience of students and instructors
affect each of their perceptions of classroom behaviour (e.g., students
written work and class comments)?
2. An employee does an unsatisfactory job on an assigned project. Explain
the attribution process that this persons manager will use to formjudgments about this employees job performance.
3. One day your boss comes in and hes nervous, edgy, and argumentative.
The next day he is calm and relaxed. Does this behaviour suggest that
personality traits arent consistent from day to day?
4. What, if anything, can managers do to manage emotions? Are thereethical implications in any of these actions? If so, what?
5. Give some examples of situations where expressing emotions might
enhance job performance.
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Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2-41
Copyright 2007 Pearson Education Canada
Breakout Group Exercises
Form small groups to discuss the following topics:
1. Think back to your perception of this course and your instructor
on the first day of class. What factors might have affected your
perceptions of what the rest of the term would be like?
2. Describe a situation in which your perception turned out to be
wrong. What perceptual errors did you make that might have
caused this to happen?
3. Compare your scores on theLearning About Yourself Exercises at
the end of the chapter. What conclusions could you draw aboutyour group based on these scores?
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Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2-42
Copyright 2007 Pearson Education Canada
Supplemental Material
Slides for activities I do in my own
classroom
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Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2-43
Copyright 2007 Pearson Education Canada
Personality Inventory
In groups:
Quickly determine the means for each of the
personality items.Develop a summary statement of your group
based on the means for each of the items.
What are the implications for the workplace of
scoring either high or low on these dimensions?(Your group will be asked to examine one of thedimensions.)
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Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2-44
Copyright 2007 Pearson Education Canada
Perception Exercise
In the new OB project team, two members obviously have different perceptions onjust about everything the team does. Kevin sees the project one way; Kim sees itdifferently. They have different perceptions about team goals, methods, values, andthe roles team members should play. Kevin gives the impression he wants to be incharge and he argues aggressively to get his way. Kim, who is more reserved,offers thoughtful ideas in rebuttal, and usually consults with the other groupmembers for their views and support. Privately, Kevin bad-mouths Kim to anyonewho will listen. He says that he has been on successful teams many times andknows the best ways to operate the team. He says that Kim is a control freak andthe only one on the team holding up progress.Kim, on the other hand, onlyconveys her feelings about Kevin when team members are present, but she hasrepeatedly said out loud, There are more ways of getting this team started than just
yours! Too bad you have a closed mind! For the most part, the other teammembers perceive Kim and Kevin to have a personality conflict, and they areavoiding getting involved. The team is ineffective so far, and theres pressure to getthe team on track because of the impending class assignment deadline.
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Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2-45
In Groups Agree on answers to the following questions, and then report back on your groups
conclusions. Time: 30 minutes.
What main factors may account for the different perceptions held byKevin and Kim?
In each perceiver?
In the targets?
In the current situation?
What are some short cuts each may be taking in judging the other? Arethese judgements correct?
To what extent might the current situation be affecting the differentperceptions?
To what extent might each persons apparent personality be the cause for
the current conflict? Define their respective personalities.
If behaviour such as this happens often, how can perceptions be changedto that people in conflict like Kevin and Kim can reach consensus? Listsome ideas.
Source: Larry Anderson, Sauder School of Business, UBC