Slide 1Slide 2Slide 3Slide 4Slide 5Slide 6Slide 7Slide 8Slide 9Slide 10Slide 11Slide 12Slide 13Slide 14Slide 15Slide 16Slide 17Slide 18Slide 19Slide 20Slide 21Slide 22Describe perception in terms of the social information processing model.Identify and briefly explain four managerial implications for social perception.Explain, according to Kelley’s model, how external and internal causal attributions are formulated.Demonstrate your familiarity with the demographic trends that are creating an increasingly diverse workforce.Identify the barriers and challenges to managing diversity.Discuss the organizational practices used to manage diversity identified by Ann MorrisonUnderstanding Social Perceptionand Managing DiversityLearning ObjectivesChapter FourPerception is the process of interpreting one’s environment.4-1McGraw-Hill© 2005 The McGraw-Hill Companies, Inc. All rights reserved.Perception DefinedMcGraw-Hill/Irwin© 2006 The McGraw-Hill Companies, Inc. All rights reserved.4-2 Figure 4-1A Social Information Processing Model of PerceptionMcGraw-Hill© 2005 The McGraw-Hill Companies, Inc. All rights reserved.Competingenvironmentalstimuli:* People* Events* ObjectsInterpretationandcategorizationStage 1Selective Attention/ComprehensionStage 2Encodingand SimplificationACFABCDEFMcGraw-Hill/Irwin© 2006 The McGraw-Hill Companies, Inc. All rights reserved.4-3 Figure 4-1A Social Information Processing Model of Perception (Cont.)McGraw-Hill© 2005 The McGraw-Hill Companies, Inc. All rights reserved.Stage 3Storage andRetentionStage 4Retrievaland ResponseMemoryJudgments anddecisionsCMcGraw-Hill/Irwin© 2006 The McGraw-Hill Companies, Inc. All rights reserved.Stage 1: Selective Attention/Comprehension- Attention is the process of becoming aware of something or someone- People pay attention to salient stimuliStage 2: Encoding and Simplification- Encoding is the process of interpreting environmental stimuli by using information contained in cognitive categories and schemata- The same information can be interpreted differently by people due to individual differences4-4McGraw-Hill© 2005 The McGraw-Hill Companies, Inc. All rights reserved.Social Information Processing ModelOf PerceptionMcGraw-Hill/Irwin© 2006 The McGraw-Hill Companies, Inc. All rights reserved.Stage 3: Storage and Retention- Encoded information or stimuli is sent to long- term memory- Long-term memory is composed of three compartments containing categories of information about events, semantic materials, and peopleStage 4: Retrieval and Response- Information is retrieved from memory when people make judgments and decisions4-5McGraw-Hill© 2005 The McGraw-Hill Companies, Inc. All rights reserved.Social Information Processing Model of Perception (Cont.)McGraw-Hill/Irwin© 2006 The McGraw-Hill Companies, Inc. All rights reserved.A Stereotype is a belief about the characteristics of a group4-6McGraw-Hill© 2005 The McGraw-Hill Companies, Inc. All rights reserved.StereotypesMcGraw-Hill/Irwin© 2006 The McGraw-Hill Companies, Inc. All rights reserved.4-7 Table 4-1Commonly Found Perceptual ErrorsThe tendency to avoid all extreme judgments and rate people and objects as average or neutral.Central TendencyA personal characteristic that leads an individual to consistently evaluate other people or objects in an extremely positive fashion.LeniencyA rater forms an overall impression about an object and then uses the impression to bias ratings about the object.HaloDescriptionPerceptual ErrorMcGraw-Hill© 2005 The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin© 2006 The McGraw-Hill Companies, Inc. All rights reserved.4-8 Table 4-1Commonly Found Perceptual Errors (Cont.)The tendency to evaluate people or objects by comparing them with characteristics of recently observed people or objects.Contrast EffectsThe tendency to remember recent information. If the recent information is negative, the person or object is evaluated negatively.Recency EffectsDescriptionPerceptual ErrorMcGraw-Hill© 2005 The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin© 2006 The McGraw-Hill Companies, Inc. All rights reserved.Basic Premise: An attribution is based on the consensus, distinctiveness, and consistency of the observed behavior.4-9McGraw-Hill© 2005 The McGraw-Hill Companies, Inc. All rights reserved.Kelley’s Model of AttributionConsensus- Involves comparing an individual’s behavior with that of his or her peers.- High consistency indicates an individual is different from peers.Distinctiveness - Involves comparing a person’s behavior or accomplishments on one task with the behavior or accomplishments from other tasks. - Highly distinctive behavior or results represents a situation where the current behavior or result is significantly different from typical behavior or results on other tasks. McGraw-Hill/Irwin© 2006 The McGraw-Hill Companies, Inc. All rights reserved.4-10McGraw-Hill© 2005 The McGraw-Hill Companies, Inc. All rights reserved.Kelley’s Model of Attribution (Cont.)Consistency- Involves comparing a person’s behavior or accomplishments on a given task over time.- High consistency implies that a person performs a certain task the same, time after time.Predictions - Internal or personal attributions are made when a behavior is associated with low consensus and distinctiveness, and high consistency. - External or environmental attributions are made when a behavior is related with high consensus and distinctiveness, and low consistency.McGraw-Hill/Irwin© 2006 The McGraw-Hill Companies, Inc. All rights reserved.4-11 Figure 4-2ConsensusMcGraw-Hill© 2005 The McGraw-Hill Companies, Inc. All rights reserved.PeopleIndividual PerformanceA B C D EPeopleIndividual PerformanceA B C D ELowHighSource: KA Brown, “Explaining Group Poor Performance: an Attributional Analysis,” Academy of Management Review, January 1984, p 56. Used with permission.McGraw-Hill/Irwin© 2006 The McGraw-Hill Companies, Inc. All rights reserved.4-12 Figure 4-2ConsensusMcGraw-Hill© 2005 The McGraw-Hill Companies, Inc. All rights reserved.Source: KA Brown, “Explaining Group Poor Performance: an Attributional Analysis,” Academy of Management Review, January 1984, p 56. Used with permission.TasksIndividual PerformanceA B C D ETasksIndividual PerformanceA B C D ELowHighMcGraw-Hill/Irwin© 2006 The McGraw-Hill Companies, Inc. All
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