1 / 8

Chapter Six

Chapter Six. Perception and Attribution. Learning Objectives. Define the overall nature of perception, explaining how it differs from sensation Discuss perceptual selectivity and organization Identify the dimensions of social perception including stereotyping and halo

haile
Download Presentation

Chapter Six

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Chapter Six Perception and Attribution

  2. Learning Objectives • Define the overall nature of perception, explaining how it differs from sensation • Discuss perceptual selectivity and organization • Identify the dimensions of social perception including stereotyping and halo • Explain the attribution process • Examine the processes and strategies of impression management

  3. STIMULUS OR SITUATION PERSON Confrontation of specific stimulus Registration of stimulus Interpretation of stimulus Feedback for clarification Behavior (overt or covert) Consequence (reinforcement, punishment) The Subprocesses Of Perception External Environment Physical Sociocultural BEHAVIOR CONSEQUENCES

  4. The Contrast Principle Of Perception

  5. The Role That Learning Plays In Perception

  6. Kelly’s Model Of Attribution Attribution Made Type of Information/ Observation Example of Organizational Behavior Coworkers are also performing poorly on this task High consensus External (situational or environmental factors) The subordinate does not do well on this task during only one time period Low consistency The subordinate does well on other tasks, but not this one High distinctiveness Coworkers are performing very well on this task Low consensus Internal (personal factors) The subordinate does not do well on this task at any time High consistency The subordinate does poorly on other tasks as well as this one Low distinctiveness

  7. Enhancements Accounts Apologies Entitlements Demotion- Preventative Strategy Promotion- Enhancing Strategy Association Obstacle disclosures Disassoci- ation Impression Management Strategies

  8. Comparing Organizations On The Basis Of Dress High Conspicuousness Low Random Heterogeneity Stratified Homogeneity Complete Homogeneity Pittsburgh Steelers Disneyland U.S. Army Brink’s Security Agency Burger King Hospital Wall Street Traders Insurance Agency University

More Related