Organizational behavior 5e by kinichi Chap004KF understanding social perception and managing diversity

Understanding Social Perception and Managing Diversity Chapter Four... After reading the material in this chapter, you should be able to: LO4.1 Describe perception in terms of the soci

Understanding

Social Perception and

Managing Diversity

Chapter Four

After reading the material in this chapter,

you should be able to:

LO4.1 Describe perception in terms of the

social information processing model

LO4.2 Explain seven managerial implications

of social perception

LO4.3 Explain, according to Kelley’s model,

how external and internal causal

attributions are formulated

After reading the material in this chapter,

you should be able to:

LO4.4 Demonstrate your familiarity with the

demographic trends that are creating an increasingly diverse workforce

LO4.5 Identify the barriers and challenges to

managing diversity

LO4.6 Discuss organizational practices used to manage diversity

Social Perception: A Social

Information Processing Model

Stage 1: Selective Attention/Comprehension

Beverly has $11,000 for investment She speaks

with various friends and neighbors to find out what stocks they have invested in Beverly can be

described as being on which stage of the social

information processing model?

A Selective attention; comprehension

B Encoding

C Simplification

D Storage and Retention

Stage 2: Encoding and

Simplification

Schema

 Represents a person’s mental picture or

summary of a particular event or type of

stimulus

Stage 2: Encoding and

Simplification

Stereotype

 An individual’s set of beliefs about the

characteristics or attributes of a group

Not always negative

May or may

not be accurate

Stereotyping Process

1 Categorize people into groups according

to various criteria

2 Infer that all people within a category

possess the same traits

3 Form expectations of others and interpret

their behavior according to our stereotypes

Stereotyping Process

4 Stereotypes are maintained by:

– Overestimating the frequency of stereotypic

behavior exhibited by others

– Incorrectly explaining expected and

unexpected behaviors

– Differentiating minority individuals from oneself

Commonly Found Perceptual

Errors

Table 4-1

Stage 3: Storage and Retention

Stage 4: Retrieval and Response

Decisions are based on:

 The process of drawing on, interpreting, and

integrating categorical information stored in

long-term memory

 Retrieving a summary judgment that was

already made

Managerial Implications: Hiring

Interviewers make hiring decisions based

on their impression of how an applicant fits

the perceived requirements of a job and on the basis of implicit cognition

Implicit cognition

 represents any thoughts or beliefs that are

automatically activated from memory without our

conscious awareness.

Managerial Implications:

Performance Appraisal

Important for managers to accurately

identify the behavioral characteristics and

results indicative of good performance

Characteristics serve as the benchmarks for evaluating employee performance

Managerial Implications:

Leadership

Good leaders exhibit the following

behaviors:

 Assigning specific tasks to group members

 Telling others they had done well

 Setting specific goals for the group

Question?

Which of these is (are) managerial implication(s) of

perception?

A Interviewers with racist and sexist schemata can

undermine the accuracy and legality of hiring decisions.

B Faulty schemata about what constitutes good versus poor performance can lead to inaccurate performance appraisal, which can erode work motivation, commitment, and loyalty.

C Research demonstrates that employees' evaluations of

leader effectiveness are influenced strongly by their

schemata of good and poor leaders.

D All of these.

Causal Attributions

Causal Attributions

causes of behavior

Performance Charts

Kelley’s Model of Attribution

Behavior can be attributed either to:

Internal factors within a person (such as

ability) or to:

External behavior within the environment

(such as a difficult task)

Kelley’s Model of Attribution

Consensus

 involves a comparison of an individual’s behavior

with that of his peers.

Distinctiveness

 involves comparing a person’s behavior on one task with the behavior from other tasks.

Consistency

 determined by judging if the individual’s

performance on a given task is consistent over time.

Attributional Tendencies

Fundamental attribution bias

 Reflects one’s tendency to attribute another

person’s behavior to his or her personal

characteristics, as opposed to situational

factors.

Self-serving bias

 Represents one’s tendency to take more

personal responsibility for success than for

failure.

Managerial Implications

Managers tend to disproportionately

attribute behavior to internal causes

An employee’s attributions for his own

performance have dramatic effects on

subsequent motivation, performance, and

self-esteem

Defining and Managing Diversity

Diversity

 represents the multitude of individual

differences and similarities that exist among

people

Four Layers of Diversity

Defining and Managing Diversity

Affirmative action

 an artificial intervention aimed at giving

management a chance to correct an

imbalance, an injustice, a mistake, or outright

discrimination that occurred in the past.

Managing diversity

 Enables people to perform up to their maximum potential

Increasing Diversity in the Workforce: Demographic Trends

1 Women navigate a labyrinth after breaking

the glass ceiling

2 Racial groups are encountering a glass

ceiling and perceived discrimination

3 Mismatch between workers’ educational

attainment and occupational requirements

4 Generational differences in an aging

workforce

positions.

Generational Differences

Table 4-2

Ways Organizations Can Motivate and

Retain an Aging Workforce

1 Provide challenging work assignments that

make a difference to the firm

2 Give the employee considerable autonomy

and latitude in completing a task

3 Provide equal access to training and

learning opportunities when it comes to

new technology

Ways Organizations Can Motivate and

Retain an Aging Workforce

4 Provide frequent recognition for skills,

experience, and wisdom gained over the years.

5 Provide mentoring opportunities whereby older

workers can pass on accumulated knowledge to younger employees.

6 Ensure that older workers receive sensitive,

high-quality supervision.

7 Design a work environment that is both

stimulating and fun.

3 Poor career planning

4 An unsupportive and hostile working

environment for diverse employees

5 Lack of political savvy on the part of

diverse employees

Barriers and Challenges to

Managing Diversity

6 Difficulty in balancing career and family

issues

7 Fears of reverse discrimination

8 Diversity is not seen as an organizational

priority

9 The need to revamp the organization’s

performance appraisal and reward system

10.Resistance to change

Question?

Jacques, a French national, is the CEO of French Global

Empire with significant operations in Japan and the United States Jacques recently announced that all employees of the company, no matter which part of the world they may

be in, must learn French and communicate in French only Which challenge to diversity does this represent?

A Cultural flexibility

B Polychronic time

C Cultural relativism

D Ethnocentrism

Organizational Practices Used to

Effectively Manage Diversity

Option 1: Include/Exclude

Option 2: Deny

Option 3: Assimilate

Option 4: Suppress

Organizational Practices Used to

Effectively Manage Diversity (cont.)

Option 5: Isolate

Option 6: Tolerate

Option 7: Build Relationships

Option 8: Foster Mutual Adaptation

A group of minority employees complained

about alleged discriminatory practices to their manager She told them to quit whining and

get back to work This is the use of

Video Case: Andre Thornton

What attributes or experiences help Andre

Thornton in being successful at GPI?

In what ways can Thornton serve as an example

for all minority individuals?

Does GPI’s size help or hinder them in serving the needs of their clients?

Can you draw correlations between sports and

business? What are they?