Behavior in organizations 10th by greenberg chapter03

Perception and Learning Chapter Copyright © 2011 Pearson Education, Inc Publishing as Prentice Hall 3-1 Learning Objectives Distinguish between social perception and social identity concepts Explain how attribution process works and describe various social perception bias sources Understand how social perception process operates in performance appraisals, employment interviews, and corporate image cultivation contexts Copyright © 2011 Pearson Education, Inc Publishing as Prentice Hall 3-2 Learning Objectives Define learning and describe the two types most applicable to OB: operant conditioning and observational learning Describe how learning principles are involved in organizational training and innovative reward systems and how knowledge can be effectively managed Compare how organizations use reward in organizational behavior management programs and how punishment can be used most effectively when administering discipline Copyright © 2011 Pearson Education, Inc Publishing as Prentice Hall 3-3 Social Identity Theory Copyright © 2011 Pearson Education, Inc Publishing as Prentice Hall 3-4 Attribution Process Correspondent Inferences Copyright © 2011 Pearson Education, Inc Publishing as Prentice Hall 3-5 Attribution Process  Causal attribution • Internal • External  Causal attribution theory (Kelly) • Consensus • Consistency • Distinctiveness Copyright © 2011 Pearson Education, Inc Publishing as Prentice Hall 3-6 Attribution Process Casual Attribution Copyright © 2011 Pearson Education, Inc Publishing as Prentice Hall 3-7 Perceptual Biases Halo Effect Copyright © 2011 Pearson Education, Inc Publishing as Prentice Hall 3-8 Perceptual Biases  Fundamental attribution error  Similar-to-me effect  Selective perception Copyright © 2011 Pearson Education, Inc Publishing as Prentice Hall 3-9 Perceptual Biases First Impression Error Copyright © 2011 Pearson Education, Inc Publishing as Prentice Hall 3-10 Perceptual Biases Self-fulfilling Prophecy Copyright © 2011 Pearson Education, Inc Publishing as Prentice Hall 3-11 Perceptual Biases Stereotyping Copyright © 2011 Pearson Education, Inc Publishing as Prentice Hall 3-12 Organizational Applications  Performance appraisal  Impression management  Corporate image Copyright © 2011 Pearson Education, Inc Publishing as Prentice Hall 3-13 Applicant Impression Management Copyright © 2011 Pearson Education, Inc Publishing as Prentice Hall 3-14 Learning Operant Conditioning Copyright © 2011 Pearson Education, Inc Publishing as Prentice Hall 3-15 Learning Reinforcement Contingencies Copyright © 2011 Pearson Education, Inc Publishing as Prentice Hall 3-16 Reinforcement  Schedules •Continuous •Partial  Interval •Fixed •Variable  Ratio •Fixed •Variable Copyright © 2011 Pearson Education, Inc Publishing as Prentice Hall 3-17 Learning Observational Learning Copyright © 2011 Pearson Education, Inc Publishing as Prentice Hall 3-18 Training  Definition  Varieties • Classroom training • Apprenticeship programs • Cross-cultural training • Corporate universities • Executive training programs E-training Copyright â 2011 Pearson Education, Inc Publishing as Prentice Hall 3-19 Effective Training Keys  Participation  Repetition  Transfer of training  Feedback Copyright © 2011 Pearson Education, Inc Publishing as Prentice Hall 3-20 Organizational Behavior Management  Discipline  Progressive discipline Copyright © 2011 Pearson Education, Inc Publishing as Prentice Hall 3-21 Disciplinary Measures Continuum Copyright © 2011 Pearson Education, Inc Publishing as Prentice Hall 3-22 Effective Discipline  Deliver punishment immediately after undesirable response  Give moderate levels of punishment  Punish undesirable behavior, not person  Use punishment consistently across occasions Copyright © 2011 Pearson Education, Inc Publishing as Prentice Hall 3-23 Effective Discipline  Punish everyone equally for same infraction  Clearly communicate reasons for punishment  Do not follow punishment with noncontingent rewards Copyright © 2011 Pearson Education, Inc Publishing as Prentice Hall 3-24 This work is protected by United States copyright laws and is provided solely for the use of instructors in teaching their courses and assessing student learning Dissemination or sale of any part of this work (including on the World Wide Web) will destroy the integrity of the work and is not permitted The work and materials from it should never be made available to students except by instructors using the accompanying text in their classes All recipients of this work are expected to abide by these restrictions and to honor the intended pedagogical purposes and the needs of other instructors who rely All rights reserved No part of this publication may be reproduced, stored in a on these materials retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without the prior written permission of the publisher Printed in the United States of America Copyright © 2011 Pearson Education, Inc Publishing as Prentice Hall 3-25 ... Define learning and describe the two types most applicable to OB: operant conditioning and observational learning Describe how learning principles are involved in organizational training and innovative... Cross-cultural training • Corporate universities Executive training programs E-training Copyright â 2011 Pearson Education, Inc Publishing as Prentice Hall 3-19 Effective Training Keys  Participation... Prentice Hall 3-17 Learning Observational Learning Copyright © 2011 Pearson Education, Inc Publishing as Prentice Hall 3-18 Training  Definition  Varieties • Classroom training • Apprenticeship