Bài giảng Organisational behaviour - Chapter 3 Perception and personality in organisations

Perception and personality in organisationsChapter learning objectivesOutline the perceptual process.Explain how we perceive ourselves and others through social identity.Discuss the accuracy of stereotypes.Describe the attribution process and two attribution errors.Diagram the self-fulfilling prophecy process.Discuss three types of diversity initiatives.Explain how the Johari Window can help improve our perceptions.Identify the ‘Big Five’ personality dimensions.Discuss the psychological dimensions identified by Jung and measured in the Myers-Briggs Type Indicator.2 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneAfter 200 unsuccessful job applications, Chris Toye concluded that Australian employers are biased against older people.Perceptions and age bias© Ian Cugley/News Limited3 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneSelective attentionEmotions andbehaviourOrganisation andinterpretationPerceptual process modelEnvironmental stimuliFeeling Hearing Seeing Smelling Tasting4 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneSelective attentionCharacteristics of the objectsize, intensity, motion, repetition, noveltyPerceptual contextCharacteristics of the perceivervalues and attitudesperceptual defenceexpectations  condition us to expect events 5 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglionePerceptual organisation/interpretationPerceptual grouping principlestrendssimilarity/proximityclosureMental modelsbroad world-views or ‘theories-in-use’can blind people to potentially better perspectives6 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneAn individual’ssocial identityACMEwidgetemployeeSocial identity theoryLive inAustraliaMonashUniversitygraduateEmployees atother firmsPeople livingin other countriesGraduates fromother schools7 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneSocial identity theory featuresComparative processcompare characteristics of our groups with other groupsHomogenisation processperceive that everyone in a group has similar characteristicsContrasting processform less favourable images of people in groups other than our own8 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneProfessors areabsent-mindedOur instructoris a professorOur instructor isabsent-mindedThe stereotyping processAssign category’s traitsto the personAssign person to categorybased on observable infoDevelop categoriesand assign traits9 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneHow accurate are stereotypes?Some accuracy, but also distortion and errortraits don’t describe everyone in the groupwe screen out inconsistent informationStereotypes are less accurate whenwe have little interaction with people in that groupwe experience conflict with members of that groupStereotypes enhance our own social identity10 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneAttribution processInternal attributionperception that outcomes are due to motivation/ability rather than situation or fateExternal attributionperception that outcomes are due to situation or fate rather than the person11 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneRules of attributionExternal attributionFrequentlyConsistentwith pastSeldomInternal attributionFrequentlyDistinctivefrom othersituationsSeldomSeldomConsensus(other peopleare similar)Frequently12 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneAttribution errorsFundamental attribution errorattributing behaviour of other people to internal factors (their motivation/ability)Self-serving biasattributing our successes to internal factors and our failures to external factors13 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneSelf-fulfilling prophecy cycleSupervisorformsexpectationsExpectationsaffect supervisor’sbehaviourSupervisor’sbehaviour affectsemployeeEmployee’sbehaviour matchesexpectations14 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneDealing with self-fulfilling prophecyAwareness trainingleaders learn effects of negative perceptions problem is that awareness doesn’t prevent self-fulfilling prophecyEmerging three-prong strategysupport a learning orientationengage in contingency leadership stylesincrease employee self-efficacy15 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneOther perceptual errorsPrimacyfirst impressionsRecencymost recent information dominates perceptionsHaloone trait forms a general impressionProjectionbelieving other people are similar to you16 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneTypes of diversity initiativesRecruit people with diverse backgroundsProvide reasonable accommodationDiversity awareness activitiesappreciate differencessensitise people to stereotypes/prejudicedispel myths17 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneImproving perceptions through empathyAustralian P&O Cruises executive Peter Frawley and other corporate leaders are bringing their perceptions back into focus by working alongside other employees and customers.© Jody D’Arcy/News Limited18 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneImprovingperceptualaccuracyDiversityinitiativesEmpathisewith othersPostponeimpressionformationKnowyourselfCompareperceptionswith othersImproving perceptual accuracy19 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneKnown to selfUnknown to selfKnownto othersUnknownto othersOpenAreaBlindAreaUnknownAreaHiddenAreaKnow yourself (Johari Window)OpenareaBlindareaHiddenareaUnknownareaDisclosureFeedback20 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglionePersonality definedRelatively stable pattern of behaviours and consistent internal states that explain a person's behavioural tendencies.21 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneOutgoing, talkativeCourteous, empathicCaring, dependablePoised, secureSensitive, flexibleBig five personality dimensionsExtroversionAgreeablenessConscientiousnessEmotional stabilityOpenness to experience22 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneCourtesy of Thompson Doyle Hennessey & EverestMyers-Briggs Type IndicatorDuring their retreat in Maine, US, employees at Thompson Doyle Hennessey & Everest completed the Myers-Briggs Type Indicator and learned how their personalities can help them understand each other more effectively.23 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneMyers-Briggs Type IndicatorExtroversion versus introversionSensing versus intuition Thinking versus feeling Judging versus perceiving Courtesy of Thompson Doyle Hennessey & Everest24 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneLocus of control and self-monitoringLocus of controlinternals believe in their effort and abilityexternals believe events are mainly due to external causesSelf-monitoring personalitysensitivity to situational cues and ability to adapt your behaviour to that situation25 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneOverview of the next chapterTypes and levels of values within and across culturesMoral intensity, ethical sensitivity and the situation influence ethical behaviourLinkages between emotions and behaviourThe conditions that require, and the problems associated with, emotional labourDimensions of emotional intelligenceEffect of job satisfaction on task performance and customer serviceFive strategies to increase organisational commitment26 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglionePerception and personality in organisations