Perception and Learning
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Transcript of Perception and Learning
Organizational Behavior11th Edition
Chapter 3—Perceptions and Attributions
Don Hellriegel and John W. Slocum, Jr.
Prepared by
Argie ButlerTexas A&M University
PowerPoint Presentation to accompany
Chapter 3: PowerPoint 3.1
Learning Objectives for UnderstandingPerceptions and Attributions
Describe the major elements in the perceptual process
Identify the main factors that influence what individuals perceive
Identify the factors that determine how one person perceives another
Describe the primary errors in perception that people make
Explain how attributions influence behavior
Chapter 3: PowerPoint 3.2
The Perceptual Process (Figure 3.1)
Observation
Perceptual Selection
Perceptual Organization
Interpretation
Response
Objects in the person’s environment
Chapter 3: PowerPoint 3.3
External and Internal Factorsin Person Perception
External factors Characteristics of the person
being perceived Implicit personality theory
Internal factor Characteristics of the perceiver
Chapter 3: PowerPoint 3.4
External Factors inSelective Screening
SelectiveScreening
SizeIntensity
Contrast
Motion
Repetition
Novelty and familiarity
Chapter 3: PowerPoint 3.5
SelectiveScreening
Personality
LearningMotivation
Internal Factors inSelective Screening
Pollyanna principle Perceptual
set
Chapter 3: PowerPoint 3.6
Impression Management Tactics(Table 3.2)
Behavioral matching
Self-promotion
Conforming to norms
Flattering others
Being consistent
Chapter 3: PowerPoint 3.7
Common Perceptual Errors
PerceptualErrors
Perceptualdefense
StereotypingHalo effect
Self-fulfilling prophecy
Pygmalion effect
Projection
Role of culture
Accuracy ofjudgment
Chapter 3: PowerPoint 3.8
Manager’s behavior toward strong performers:
Manager’s behavior toward weak performers:
Subordinate participation in decision making
Mistakes viewed as learning opportunities
Subordinates given challenging tasks
Supervisor closely monitors behavior of subordinate
Mistakes are highlighted to subordinates
Subordinates given routine tasks
Examples of Attributions Based on Differing Perceptions of Performance
(Table 3.3)
Chapter 3: PowerPoint 3.9
The Attribution Process (Figure 3.4)
Perceived external or internal causes of behavior
Information Beliefs Motivation
Behavior Feelings Expectations
Antecedents– factors internal to the perceiver
Attributions made by the perceiver
Consequences for the perceiver
Chapter 3: PowerPoint 3.11
Guidelines for Dealing with theAttribution Implications of Being Fired
Work through the firing psychologically
Figure out what went wrong
Work with the former employer to develop an exit statement
Avoid negative attributions as part of the explanation for the firing
PowerPoint Presentation to accompany
Organizational Behavior11th Edition
Don Hellriegel and John W. Slocum, Jr.
Chapter 4—Learning and Reinforcement
Prepared by
Argie ButlerTexas A&M University
Chapter 4: PowerPoint 4.1
Learning Objectives for FosteringLearning and Reinforcement
Explain the role of classical and operant conditioning in fostering learning
Describe the contingencies of reinforcement that influence behavior
List the four schedules of reinforcementand explain when each is effective
Describe how social learning theoryexplains the development of behaviors
Chapter 4: PowerPoint 4.2
Classical Conditioning (Figure 4.1)
Unconditionedstimulus(food)
Conditionedstimulus(metronome)
Reflexresponse(salivation)
Chapter 4: PowerPoint 4.3
Examples of Operant Behaviorsand Their Consequences (Table 4.1)
BEHAVIORS CONSEQUENCES
The Individual works and
is late to work and
enters a restaurant and
enters a football stadium and
enters a grocery store and
is paid.
is docked pay.
eats.
watches a football game.
buys food.
Chapter 4: PowerPoint 4.4
Example of Contingent Reinforcement(Figure 4.2)
Manager andemployeeset goal
Doesemployee
achieve goal?
Manager is silentor reprimands
employee
Manager complimentsemployee for
accomplishments
Antecedent(precedes the
behavior
EmployeeTask
Behavior
Consequences(result of the
behavior)
ReinforcementContingent
on Consequences
NO
YES
Chapter 4: PowerPoint 4.5
Types of Contingenciesof Reinforcement (Figure 4.3)
Positivereinforcement
Omission
PunishmentNegative
reinforcement
PleasantEvent
UnpleasantEvent
Event is Added Event is Removed
Chapter 4: PowerPoint 4.6
Principles of Positive Reinforcement
Contingent reinforcement—only reinforcedesired behavior
Immediate reinforcement—reinforceimmediately after desired behavior occurs
Reinforcement size—a larger amount ofreinforcement has a greater effect
Reinforcement deprivation—deprivationincreases effect on future behavior
Chapter 4: PowerPoint 4.7
Rewards Used by Organizations(Table 4.2)
MATERIAL REWARDS
Pay
Pay raises
Stock options
Profit sharing
Deferred compensation
Bonuses/bonus plans
Incentive plans
Expense accounts
SUPPLEMENTAL BENEFITS
Company automobiles
Health insurance plans
Pension contributions
Vacation and sick leave
Recreation facilities
Child-care support
Club privileges
Parental leave
STATUS SYMBOLS
Corner offices
Offices with windows
Carpeting
Drapes
Paintings
Watches
Rings
Private restrooms
Chapter 4: PowerPoint 4.7
Rewards Used by Organizations(Table 4.2) (continued)
SOCIAL/INTER-PERSONAL REWARDS
Praise
Developmental feedback
Smiles, pats on the back, other nonverbal signals
Requests for suggestions
Invitations to coffee/ lunchWall plaques
REWARDS FROMTHE TASK
Sense of achievement
Jobs with more responsibility
Job autonomy/self-direction
Performing important tasks
SELF-ADMINISTEREDREWARDS
Self-congratulation
Self-recognition
Self-praise
Self-development through expanded knowledge/skills
Greater sense of self- worth
Chapter 4: PowerPoint 4.8
Short-termdecrease infrequency
ofundesirableemployeebehavior
Potential Negative Effects of Punishment(Figure 4.4)
Recurrenceof undesirable
employee behavior
Undesirableemotional reaction
Aggressive,disruptivebehavior
Apathetic,noncreativeperformance
Fear ofmanager
High turnoverand absenteeism
Butleads tolong-term
AntecedentUndesirableemployeebehavior
Punishmentby
manager
Which tendsto reinforce
Chapter 4: PowerPoint 4.9
Praise in public, punish in private
Pinpoint and specifically describe the undesirable behavior to be avoided
Develop alternative desired behavior
Balance the use of pleasant and unpleasant events
Chapter 4: PowerPoint 4.10
Make employees aware of the behaviors to be reinforced
Consider consequences of both actions and non-actions
Do not punish in front of others
Do not reward all employees the same
Let employees know what they are doing wrong
Make the managerial response equal to workers’ behavior
Chapter 4: PowerPoint 4.11
Chapter 4: PowerPoint 4.12
Symbolizing
Forethought
VicariouslearningSelf-control
Self-efficacy
Sociallearning
Chapter 4: PowerPoint 4.13
Self-Efficacy at Work
PastAccomplishments
Performanceof Others
EmotionalState
Set goals Preserve/practice Creatively solve
problems Visualize success Learn from failure
Avoid difficult tasks Think of excuses
for failing Develop low aspirations Quit Blame setbacks on
lack of ability or luck
HIGH
LOW
“I know I can dothe job and have outstanding quality”
“I don’t think I can do the job on time and have outstanding quality”
Self-efficacy
Chapter 4: PowerPoint 4.14
Guidelines for UsingSocial Learning Theory
Identify behaviors that lead to improved performance
Select the appropriate model for employees to observe
Make sure that employees have the competencies required by the new behaviors
Structure a positive learning situation
Provide positive consequences
Develop organizational practices that maintain newly learned behaviors
Chapter 4: PowerPoint 4.15
Conditions for Effective Useof Self-Control
The person must be able to:
Engage in behaviors that s/he wouldn’t normally want to perform
Use self-reinforcers
Set goals that determine when self-reinforcers are to be applied