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Perception

Perception. Was a staunch Catholic Sang in the church choir Took singing lessons Wanted to become a priest Was a good artist Gave his share of orphans’ benefits to his sister

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Perception

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  1. Perception

  2. Was a staunch Catholic • Sang in the church choir • Took singing lessons • Wanted to become a priest • Was a good artist • Gave his share of orphans’ benefits to his sister • Carl Jung (1937) remarked: "Behind this handwriting I recognize the typical characteristics of a man with essentially feminine instinct." • IQ 141 • HITLER • Never went to Church • Never acquired church membership • Had no formal education • Lost his job • Suffered from depression • Had a nervous breakdown • Failed in business • Lost elections • IQ 128 • ABRAHAM LINCOLN Who would you vote for?

  3. Act of seeing what is there to be seen What is Perception

  4. Perception: Process by which individuals organize and interpret their sensory impressions in order to give meaning to their environment. • Selection, organisation and interpretation of information • What one perceives may be different from perceived reality. However, the world as it is perceived is the world that is behaviourally important. • Factors influencing perception: - The perceiver - The target - The situation Definitions

  5. When an individual looks at the target and attempts to interpret what he/she observes, that interpretation is heavily influenced by the person characteristics of the individual • You purchase a new car and suddenly notice many of similar models around • If hungry, you notice food outlets around you. • Plastic surgeon notices an imperfect nose!! • .When you learn a new word, you suddenly find it popping up in whatever you read! • Your expectations can distort your perceptions. The Perceiver

  6. Characteristics of the target being observed can affect what is perceived • Loud people more likely to be noticed • People dressing different from the crowd are noticed. • Motion, sounds, size, and other attributes of a target shape the way we see it. • Also the relationship of the target to the background: Objects that are close to each other tend to be perceived together rather than separately. • Persons, objects, or events that are similar to each other also tend to be grouped together. The Target

  7. The context in which we see objects or events is important. • Elements in the surrounding environment influence our perception. • E.g. a lady dressed in an evening gown and makeup in a management class. • The time at which an object or event is seen can influence your attention. The situation

  8. Intensity • Contrast • Size • Repetition • Motion • Novelty & Familiarity Perceptual Selectivity

  9. Figure – Ground • Perceptual Grouping • Closure • Continuity • Proximity • Similarity • Perceptual Constancy • Perceptual Context Perceptual Organisation

  10. Attribution: We judge people differently, depending on what meaning we attribute to a given behaviour. Selective Perception: People selectively interpret what they see on the basis of their interests, background, experience & attitudes. Halo / Horn effect: Drawing a general impression about an individual on the basis of a single characteristic. Contrast effects: Evaluation of a person affected by comparison with another recently met. Projection: Attributing one’s own characteristic to other Stereotyping: Judging someone on the basis of one’s perception of the group to which that person belongs. Theories

  11. Stereotyping Process

  12. A model that explains Self-perception & Social perception in terms of an individuals’ unique characteristics (personal identity) and membership in various social groups (Social Identity) Social Identity Theory

  13. Internal Attribution Frequently High Consistency Seldom Low Consensus Frequently Low Distinctiveness How often did the individual act this way in the past How often does the individual act this way in other settings How often do other people act this way in similar settings Seldom High Consistency Frequently High Consensus Seldom Low Consistency External Attribution

  14. Information / Observation Poor Performance Attribution Co-workers also performing poorly High Consensus External Factors (Situational or Environmental) Does not perform well only at specific time Low Consistency Performs other tasks well High Distinctiveness Co-workers performing well Low Consensus Does not do well anytime Internal Factors (Personal) High Consistency Performs all tasks poorly Low Distinctiveness

  15. Define the problem • Identify the Decision Criteria • Allocate weights to the criteria • Develop the alternatives • Evaluate the alternatives • Select the best alternative Rational – Decision Making Process

  16. Making decisions by constructing simplified models that extract essential features from problems without capturing all their complexity • Overconfidence Bias • Anchoring Bias • Confirmation Bias • Availability Bias • Representation Bias Bounded Rationality

  17. Utilitarian • Rights • Justice Ethics in decision making..\corporate 11.wmv

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