PowerPoint Presentation to accompany

Organizational Behavior
11th Edition

Don Hellriegel and John W. Slocum, Jr.

Chapter 3Perceptions and Attributions
Prepared by Argie Butler Texas A&M University

Learning Objectives for Understanding Perceptions 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 3.1

The Perceptual Process (Figure 3.1)

Objects in the persons environment Observation Perceptual Selection Perceptual Organization Interpretation Response
Chapter 3: PowerPoint 3.2

External and Internal Factors in Person Perception

External factors  Characteristics of the person being perceived
 Implicit personality theory

Internal factor  Characteristics of the perceiver

Chapter 3: PowerPoint 3.3

External Factors in Selective Screening

Size Intensity Novelty and familiarity

Selective Screening Motion

Contrast

Repetition

Chapter 3: PowerPoint 3.4

Internal Factors in Selective Screening

Personality

Motivation  Pollyanna principle

Selective Screening

Learning  Perceptual set

Chapter 3: PowerPoint 3.5

Impression Management Tactics

(Table 3.2)
Behavioral matching Self-promotion Conforming to norms Flattering others Being consistent
Chapter 3: PowerPoint 3.6

Common Perceptual Errors

Accuracy of judgment Role of culture Perceptual defense

Perceptual Errors
Projection Halo effect  Self-fulfilling prophecy  Pygmalion effect
Chapter 3: PowerPoint 3.7

Stereotyping

Examples of Attributions Based on Differing Perceptions of Performance

(Table 3.3)
 Managers behavior toward strong performers:
 Subordinate participation in decision making  Mistakes viewed as learning opportunities  Subordinates given challenging tasks

 Managers behavior toward weak performers:

 Supervisor closely monitors behavior of subordinate  Mistakes are highlighted to subordinates  Subordinates given routine tasks

Chapter 3: PowerPoint 3.8

The Attribution Process (Figure 3.4)

 Information Antecedents factors internal  Beliefs to the perceiver  Motivation  Perceived external Attributions made or internal causes of by the perceiver behavior  Behavior Consequences for  Feelings the perceiver  Expectations
Chapter 3: PowerPoint 3.9

Guidelines for Dealing with the Attribution 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
Chapter 3: PowerPoint 3.11

PowerPoint Presentation to accompany

Organizational Behavior
11th Edition

Don Hellriegel and John W. Slocum, Jr.

Chapter 4Learning and Reinforcement
Prepared by Argie Butler Texas A&M University

Learning Objectives for Fostering Learning 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 reinforcement and explain when each is effective  Describe how social learning theory explains the development of behaviors
Chapter 4: PowerPoint 4.1

Classical Conditioning (Figure 4.1)

Unconditioned stimulus (food)

Reflex response (salivation)

Conditioned stimulus (metronome)

Chapter 4: PowerPoint 4.2

Examples of Operant Behaviors and Their Consequences (Table 4.1)

BEHAVIORS
The Individual
 works and  is late to work and  enters a restaurant and  enters a football stadium and  enters a grocery store and

CONSEQUENCES

is paid. is docked pay. eats. watches a football game. buys food.

Chapter 4: PowerPoint 4.3

Example of Contingent Reinforcement

(Figure 4.2)
NO
Manager and employee set goal Does employee achieve goal? Manager is silent or reprimands employee

YES
Antecedent (precedes the behavior Employee Task Behavior

Manager compliments employee for accomplishments

Reinforcement Contingent on Consequences

Consequences (result of the behavior)

Chapter 4: PowerPoint 4.4

Types of Contingencies of Reinforcement (Figure 4.3)

Event is Added Event is Removed

Pleasant Event

Positive reinforcement

Omission

Unpleasant Event

Punishment
Chapter 4: PowerPoint 4.5

Negative reinforcement

Principles of Positive Reinforcement

 Contingent reinforcementonly reinforce desired behavior  Immediate reinforcementreinforce immediately after desired behavior occurs  Reinforcement sizea larger amount of reinforcement has a greater effect  Reinforcement deprivationdeprivation increases effect on future behavior
Chapter 4: PowerPoint 4.6

Rewards Used by Organizations (Table 4.2)

MATERIAL REWARDS SUPPLEMENTAL BENEFITS STATUS SYMBOLS

Pay Pay raises Stock options Profit sharing Deferred compensation Bonuses/bonus plans Incentive plans Expense accounts

Company automobiles Health insurance plans Pension contributions Vacation and sick leave Recreation facilities Child-care support Club privileges Parental leave

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/INTERPERSONAL REWARDS REWARDS FROM THE TASK SELF-ADMINISTERED REWARDS

Praise Developmental feedback Smiles, pats on the back, other nonverbal signals Requests for suggestions Invitations to coffee/ lunch Wall plaques

Sense of achievement Jobs with more responsibility Job autonomy/self-direction Performing important tasks

Self-congratulation Self-recognition Self-praise Self-development through expanded knowledge/skills Greater sense of selfworth

Chapter 4: PowerPoint 4.7

Potential Negative Effects of Punishment

(Figure 4.4)
Recurrence of undesirable employee behavior Undesirable emotional reaction
But Short-term leads to decrease in longfrequency term of undesirable employee behavior

Antecedent

Undesirable employee behavior

Punishment by manager

Aggressive, disruptive behavior Apathetic, noncreative performance Fear of manager

Which tends Chapter 4: PowerPoint 4.8 to reinforce

High turnover and absenteeism

 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 4.9

Do not reward all employees the same Consider consequences of both actions and non-actions Make employees aware of the behaviors to be reinforced Let employees know what they are doing wrong Do not punish in front of others Make the managerial response equal to workers behavior
Chapter 4: PowerPoint 4.10

Chapter 4: PowerPoint 4.11

Symbolizing
Self-efficacy Social learning Self-control Vicarious learning Forethought

Chapter 4: PowerPoint 4.12

Self-Efficacy at Work
HIGH
I know I can do the job and have outstanding quality  Set goals  Preserve/practice  Creatively solve problems  Visualize success  Learn from failure

Past Accomplishments

Performance of Others

Self-efficacy

LOW

Emotional State

 Avoid difficult tasks  Think of excuses for failing  Develop low aspirations I dont think I can do the job on time and have  Quit  Blame setbacks on outstanding quality lack of ability or luck Chapter 4: PowerPoint 4.13

Guidelines for Using Social 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 4.14

Conditions for Effective Use of Self-Control

 The person must be able to:
 Engage in behaviors that s/he wouldnt normally want to perform  Use self-reinforcers  Set goals that determine when self-reinforcers are to be applied
Chapter 4: PowerPoint 4.15