Perception
What is Perception?
§
–The process by which individuals select, organize, and interpret the input from their senses to give meaning and order to the world around them
Figure 4.1 Components of Perception
Perceiver -------> Target
Perceiver -------> Target
A situation or context in which perception takes place
Components of Perception
- Perceiver
- Situation
- Target
The Accuracy of Perceptions:
- Perceiver
- Situation
- Target
The Accuracy of Perceptions:
§1) Implications:
§ a) Perceptions are critical for managerial functions
– - Motivating subordinates
–- Treating subordinates fairly and equitably
–- Making ethical decisions
§b) Not always accurate
c) §Accuracy can be improved by understanding
c) §Accuracy can be improved by understanding
- –what perceptions are
- –how they are formed
- what influences them
Table 4.1 Factors That Influence Perception
- what influences them
Table 4.1 Factors That Influence Perception
| Characteristics of the Perceiver | Characteristics of the Target | Characteristics of the Situation |
| Schemas | Ambiguity | Additional information |
| Motivational state | Social status | Salience |
| Mood | Use of impression management |
|
What are Schemas?
§
- –Responsible for the organization and interpretation of information about targets of perception
- –Based on past experiences and knowledge
–- Resistant to change
§Types:
a) –Functional
- •Adapt to complex environment
b) –Dysfunctional
- •Inaccurate perceptions
–Ex. Stereotypes
Motivational State and Mood
§
Motivational State: The needs, values, and desires of a perceiver at the time of perception.
Motivational State: The needs, values, and desires of a perceiver at the time of perception.
§Mood: How a perceiver feels at the time of perception.
Ambiguity
§- A lack of clearness or definiteness
§- As the ambiguity of a target increases, it becomes increasingly difficult for a perceiver to form an accurate perception
§What is Social Status?
–- A person’s real or perceived position in society or in an organization.
–- Targets with relatively high status are perceived to be smarter, more credible, more knowledgeable, and more responsible for their actions than lower-status targets.
Attributional Biases
§Fundamental attribution error
- –Internal causes to behavior
§Actor-observer effect
–- Internal to others and external to self
§Self-serving attribution
–- Credit for success
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