Kaushik Samant

Perception is a cognitive process that enables us to

interpret and understand our surrounding. Perception can be the source of communication distortion and conflict between people from different cultures. Our perceptions and feelings are influenced by information we receive from newspapers, magazines, television, radio, family and friends. We use information stored in our memories to interpret the world around us. Social Perception its a study on how people perceive one another. How people make sense of other people and themselves. It focuses on how ordinary people think about people and how they think they think about people.

Four-Stage sequence and a working example Perception involves a four stage information-processing sequence. Stage 1 Selective Attention/Comprehension People are constantly bombarded by physical and social stimuli

in the environment since they do not have the mental capacity to fully comprehend all this information; they selectively perceive subsets of environmental stimuli. This is where attention plays a role. Salient Stimuli Stage 2 Encoding and Simplification Observed information is not stored in the memory in its original

form. Encoding is required where raw information is interpreted or translated into mental representation. Schemata

Stage 3 Storage and Retention This stage involves storage information in long-

term memory. Event Memory This compartment is composed of categories containing information about both specific and general events. Semantic Memory General Knowledge about the world. Person Memory This compartment contains memory about a single individual or a group.Stage 4 Retrieval and Response

Managerial Implications Managerial Implications: The activity that the manager performs i.e. managerial

activities. Types of managerial Activities: Hiring: Impression based decision while recruiting. Implicit Cognition: Automatically activated thought without ones awareness

(biased decision). Performance Appraisal: Rewarding performance (objective measure). Leadership: Ability to lead and influence people. Communication: Means to conveying/interpreting messages. Workplace Aggression & Antisocial behavior : Employees behavior at workplace. Physical & Psychological well being: Biased opinion about physical & psychological problems.

Stereotypes Stereotype: Belief about the characteristics of a group. Stereotype Perceptions: Perceptions that is a predictable outcome of tendencies and influences of reactions. Stereotype Formations & Maintenance : Formation occurs by a observation of certain characteristics

repeatedly by an group/individual representing the group.

Types of Stereotypes: Age: Beliefs about appropriate roles & functions based on age. Sex- Roles: Beliefs about appropriate roles for men & women. Racial Ethnic: Beliefs based on race and ethnicity. Disability Stereotypes: Beliefs based on physical ability.

Perceptual Error Halo

Description

Recommendation

A rater forms an overall Keep a file or diary to impression about an record +ve or -ve performance throughout year Personal characteristics Try to be fair and to continuously realistic when evaluate evaluate in a highly others +ve manner Tendency to rate people as average or neutral Tendency to evaluate on personal basis Provide feedback that contains +ve and ve information Keep a file or diary to record +ve or -ve performance throughout year Evaluate against a standard or bench mark

Leniency

Central Tendency

Recency effects

Contrast effect

Tendency to evaluate on basis of characteristic comparison

Self Fulfilling Prophecy- Galatea EffectSelf fulfilling: Someone's high expectations for another person results in high performance 1 Galatea Effect: An individuals Self expectations leads to high performance5 2

1. Superior Expectancy 2. Leadership 3. Subordinate self Expectancy 4. Motivation 5. Performance4 3

KELLEYS MODEL OF ATTRIBUTION

3 Dimensions in Kelleys Model

Consensus This involves a comparison of an individuals behavior with that of his or her peers. There is high consensus when one acts like the rest of the group and low consensus when one acts differently. Distinctiveness This is determined by comparing a persons behavior on one task with his or her behavior on other tasks. High distinctiveness means the individual has performed the task in question in a significantly different manner than he or she has performed other tasks. Low distinctiveness means stable performance or quality from one task to another. Consisitency Consistency is determined by judging if the individuals performance on a given task is consistent over time. High consistency implies that a person performs a certain task the same, time after time. Unstable performance of a given task over time would mean low consistency.

Attributional Tendencies Fundamental Attribution Bias This reflects ones tendency to attribute another persons behavior to

his or her personal characteristics, as opposed to situational factors. This bias causes perceivers to ignore important environmental forces that sinificantly affect behavior.

Self-Serving Bias This represents ones tendency to take more personal responsibility

for success than for failure. The self-serving bias suggests employees will attribute their success to internal factors ( high ability or hard work ) and their failures to uncontrolable external factors ( tough job, bad luck, unproductive co-workers, or an unsympathetic boss ).