Organizational Behavior core concepts Perception and Diversity: Why Viewpoints Differ 2-2 McGraw-Hill/Irwin Organizational Behavior, Core Concepts Copyright © 2008 by the McGraw-Hill Companies, Inc All rights reserved Learning Objectives • Describe perception in terms of the social information processing model • Give examples of how social perception affects organizational behavior • Explain how individuals formulate causal attributions • Discuss why diversity is important in today’s organizations • Summarize organizational practices for managing diversity 2-3 Social Perception: A Social Information Processing Model Figure 4-1 2-4 Figure 2-1 A Social Information Processing Model of Perception • Perception – the process of interpreting one’s environment 2-5 A Social Information Processing Model of Perception Social perception involves a four-stage information processing sequence Selective attention/comprehension Encoding and simplification Storage and retention Retrieval and response 2-6 Stage 1: Selective Attention/Comprehension • Attention – being consciously aware of something or someone • Salient – something that stands out from context 2-7 Stage 2: Encoding and Simplification • Cognitive categories – mental depositories for storing information • Schema – mental picture of an event or object 2-8 Question? What is a belief about the characteristics of a group? A Consensus B Stereotype C Personality D Trait 2-9 Stage 2: Encoding and Simplification • Stereotype – belief about the characteristics of a group • Not always negative • May or may not be accurate 2-10 Kelley’s Model of Attribution • Consensus – involves a comparison of an individual’s behavior with that of his peers • Distinctiveness – involves comparing a person’s behavior on one task with the behavior from other tasks • Consistency – determined by judging if the individual’s performance on a given task is consistent over time 2-25 Kelley’s Model of Attribution • Consensus relates to other people • Distinctiveness relates to other tasks • Consistency relates to time 2-26 Attributional Tendencies • Fundamental attribution bias – ignoring environment factors that affect behavior • Self-serving bias – taking more personal responsibility for success than failure 2-27 Managerial Implications • Managers tend to disproportionately attribute behavior to internal causes • Attributional biases may lead to inappropriate managerial actions • An employee’s attributions for his own performance have dramatic effects on subsequent motivation, performance, and selfesteem 2-28 Defining and Managing Diversity • Diversity – the host of individual differences that make people different from and similar to each other 2-29 Four Layers of Diversity 2-30 Figure 2-2 Defining and Managing Diversity • Affirmative action – voluntary and involuntary efforts to achieve equality of opportunity for everyone • Managing diversity – creating organizational changes that enable all people to perform up to their maximum potential 2-31 Diversity in the Workforce Women and minorities are experiencing a glass ceiling Racial groups are encountering perceived discrimination There is a mismatch between workers’ educational attainment and occupational requirements The workforce is aging 2-32 Diversity in the Workforce • Glass ceiling – invisible barrier blocking women and minorities from top management positions 2-33 Glass Ceiling See an article on “Breaking the Glass Ceiling” by Wirth 2-34 Diversity in the Workforce • Underemployment – the result of taking a job that requires less education, training, or skills than possessed by a worker 2-35 Impact of Diversity on Organizations Two recommendations to help organizations adapt to an aging workforce: Firms should help employees deal with personal issues associated with eldercare Employers need to make a concerted effort to keep older workers engaged and committed and their skills current 2-36 Barriers and Challenges Inaccurate stereotypes and prejudice Ethnocentrism Poor career planning An unsupportive and hostile working environment for diverse employees Lack of political savvy on the part of diverse employees 2-37 Barriers and Challenges Difficulty in balancing career and family issues Fears of reverse discrimination Diversity is not seen as an organizational priority The need to revamp the organization’s performance appraisal and reward system 10 Resistance to change 2-38 Specific Diversity Initiatives • Accountability practices – focus on treating diverse employees fairly • Development practices – focus on preparing diverse employees for greater responsibility and advancement • Recruitment practices – attempts to attract qualified, diverse employees at all levels 2-39 ...2 Organizational Behavior core concepts Perception and Diversity: Why Viewpoints Differ 2-2 McGraw-Hill/Irwin Organizational Behavior, Core Concepts Copyright © 2008 by the McGraw-Hill... interpret their behavior according to our stereotypes 2-12 Stereotyping Process Stereotypes are maintained by: • Overestimating the frequency of stereotypic behavior exhibited by others • Incorrectly... individual’s behavior with that of his peers • Distinctiveness – involves comparing a person’s behavior on one task with the behavior from other tasks • Consistency – determined by judging if