What Is Perception?

 A process by which individuals organize and interpret their

sensory impressions in order to give meaning to their
environment.
 People’s behavior is based on their perception of what
reality is, not on reality itself.
 The world as it is perceived is the world that is
behaviorally important.

6-0
Factors That Influence Perception

E X H I B I T 6-1

6-1
Attribution Theory: Judging Others
 Our perception and judgment of others is significantly
influenced by our assumptions of the other person’s
internal state.
– When individuals observe behavior, they attempt to
determine whether it is internally or externally caused.
• Internal causes are under that person’s control
• External causes are not under the person’s control
 Causation judged through:
– Distinctiveness: Shows different behaviors in different
situations
– Consensus: Response is the same as others to the same
situation
– Consistency: Responds in the same way over time

6-2
Elements of Attribution Theory

E X H I B I T 6-2

6-3
Errors and Biases in Attributions
 Fundamental Attribution Error
– The tendency to underestimate the influence of external
factors and overestimate the influence of internal factors
when making judgments about the behavior of others
– We blame people first, not the situation

 Self-Serving Bias
– The tendency for individuals to attribute their own successes
to internal factors while putting the blame for failures on
external factors
– It is “our” success but “their” failure

6-4
Frequently Used Shortcuts in Judging Others
 Selective Perception
– People selectively interpret what they see
on the basis of their interests,
background, experience, and attitudes
 Halo Effect
– Drawing a general impression about an
individual on the basis of a single
characteristic
 Contrast Effect
– Evaluation of a person’s characteristics
that are affected by comparisons with
other people recently encountered who
rank higher or lower on the same
characteristics
6-5
Organizational Constraints
 Performance Evaluation
– Managerial evaluation criteria influence actions
 Reward Systems
– Managers will make the decision with the greatest personal
payoff for them
 Formal Regulations
– Limit the alternative choices of decision makers
 System-Imposed Time Constraints
– Restrict ability to gather or evaluate information
 Historical Precedents
– Past decisions influence current decisions

6-6
 Personality
Ready for Are you
test
Perception Process

PERCEIVER

RECEIVING SELECTING ORGANISING

REACTING CHECKING INTERPRETING

SITUATION
1 - Receiving Stimuli
2 - Selecting Stimuli

Learning
M-A-C-T-A-V-I-S-H
M-A-C-D-O-N-A-L-D
M-A-C-B-E-T-H
M-A-C-H-I-N-E-R-Y

Interna
l
factors
2 - Selecting Stimuli

Nature

Movemen
Colour
t

External
Factor

Location Size

Contrast
External Factors

Nature Location
External Factors
Colour
External Factor

Contrast Movement
External Factor

Size
3 – Organizing Stimuli

Groupin
g

Figure
Ground

Ambiguou
s Figure

Perceptu
al
Context
 Grouping

Similarity Proximity Closure

++++++++
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++++++++
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++++++++
Figure Ground
Principle of Illusion
4 – Interpreting Stimuli

Perceptual
Set

Perceptual
Streotyping
Context

Perceptual Halo &

Defence Horns Effect
Perceptual Set
Stereotype

Girls does’nt have driving skills.

Girls are bad in Maths Boys can never reach on time
Girls are very emotional. Boys frequently forgets important dates
Halo effect & Horns effect
 Perceptual Defence

 The tendency of people to

protect themselves from the
ideas, objects or situation that
are threatening.

 Eg – heavy smoker may block

out the images of cancer-
scarred lungs.
 Perceptual Context

• It gives value and meaning to simple stimuli, objects,

events, situation and people in the environment.

 Eg :- A piece of information when is communicated in

form of a circular, a pat on the back, a raised
eyebrow.
5 - Checking

Interpretation
Feedback
6 - Reacting

Preconceived
Surrounding Situation
Notion
Application of Perception in Organisation

Employment Interview

Performance Expectation

Self-fulfilling Prophecy

Employee Effort

Employee Loyalty

Whistle Blowers