Professional Documents
Culture Documents
Ourselves and
Others in
Organizations
McGraw-Hill/Irwin Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved.
Changing Self and Other-
Perceptions of Female
Firefighters
3-2
Self-Concept Defined
3-3
Self-Concept Dimensions (3
C’s)
▪ Complexity
• People have multiple self-views
▪ Consistency
• Similar personality and values across multiple selves
▪ Clarity
• Clearly and confidently described, internally consistent,
and stable across time.
▪ People have better well-being with:
• multiple selves (complexity)
• well established selves (clarity)
• selves are similar and compatible with traits
(consistency)
3-4
Four “Selves” of Self-Concept
▪ Self-enhancement
• Promoting and protecting our positive self-view
▪ Self-verification
• Affirming our existing self-concept
▪ Self-evaluation
• Evaluating ourselves through self-esteem, self-
efficacy and locus of control
▪ Social self
• Defining ourselves in terms of group membership
3-5
Self-Concept: Self-
Enhancement
3-6
Self-Concept: Self-Verification
3-7
Self-Concept: Self-Evaluation
▪ Self-esteem
• High self-esteem -- less influenced, more
persistent/logical
▪ Self-efficacy
• Belief in one’s ability, motivation, role perceptions,
and situation to complete a task successfully
• General vs. task-specific self-efficacy
▪ Locus of control
• General belief about personal control over life
events
• Higher self-evaluation with internal locus of control
3-8
Self-Concept: Social Self
Edward Jones
Employee Employees at
other firms
Graduates of
Indiana U. other schools
Graduate
3-9
Perception Defined
3-10
Selective Attention
3-11
Perceptual
Organization/Interpretation
▪ Categorical thinking
• Mostly nonconscious process of organizing
people/things
▪ Perceptual grouping principles
• Similarity or proximity
• Closure -- filling in missing pieces
• Perceiving trends
▪ Interpreting incoming information
• Emotional markers automatically evaluate
information
3-12
Mental Models in Perceptions
3-13
Stereotyping
3-14
Stereotyping Through
Categorization, Homogenization,
Differentiation
Social identity and self-enhancement
reinforce stereotyping through:
▪ Categorization -- Categorize people into
groups
▪ Homogenization -- Assign similar traits within
a group; different traits to other groups
▪ Differentiation process -- Assign less
favorable attributes to other groups
3-15
Stereotyping
Problems/Solutions
▪ Stereotyping Problems
• Overgeneralizes – doesn’t represent everyone in
the category
• Basis of systemic and intentional discrimination
3-16
Attribution Process
Internal External
Attribution Attribution
3-17
Attribution Rules
Internal Attribution
External Attribution
3-18
Attribution Errors
▪ Self-Serving Bias
• attributing our successes to internal factors and
our failures to external factors
3-19
Self-Fulfilling Prophecy Cycle
Supervisor
forms
expectations
Employee’s Expectations
behavior matches affect supervisor’s
expectations behavior
Supervisor’s
behavior affects
employee
3-20
Self-Fulfilling Prophecy Effect
is Strongest...
▪ ...at the beginning of the relationship (e.g.
employee joins the team)
▪ ...when several people have similar
expectations about the person
▪ ...when the employee has low rather than
high past achievement
3-21
Other Perceptual Effects
▪ Halo effect
• One trait affects perception of person’s other traits
▪ False-consensus effect
• overestimate how many others have similar beliefs
or traits like ours
▪ Primacy effect
• First impressions
▪ Recency effect
• Most recent information dominates perceptions
3-22
Strategies to Improve
Perceptions
3. Meaningful interaction
• Close, frequent interaction toward a shared goal
• Equal status
• Engaged in a meaningful task
3-23
Know Yourself (Johari Window)
Feedback
Hidden
Area Unknown
Hidden Unknown
Area
Unknown Area Area
to Others
3-24
Meaningful Interaction at
Herschend Family
Entertainment
Herschend Family Entertainment
CEO Joel Manby worked incognito
along-side employees as part of
the television program Undercover
Boss. The experience helped
Manby improve his perceptions of
the workplace as well as his own
leadership behavior.
3-25
Global Mindset
3-26
Developing a Global Mindset
3-27
Perceiving
Ourselves and
Others in
Organizations