Professional Documents
Culture Documents
McGraw-Hill/Irwin
Learning Objectives
Explain how primary emotions can be observed or determined Discuss the potential problems one faces when using stereotypes to make judgments Describe the role perception plays in organizing stimuli Explain why and where impression management tactics are used Discuss why emotional intelligence has potential for managerial use, but should be treated cautiously
Describe how attribution can be used in evaluating individual and group performance
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Perception
Attribution
Emotion
These are not concepts a manager can directly access or fix in others
Managers should know how these factors impact ones view of the work environment
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Perception
Perception
Which stimuli you focus on is determined by what you choose to pay attention to Generally, people perceive stimuli that satisfy needs, emotions, attitudes, or self-concept
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Environment Stimuli
Manager style Technology Noise Peers
Response
Attitudes Feelings Motivation
Sight Learning
Reward system
Compensation Career opportunities
Taste
Smell
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Similar-to-me errors
Snap impressions
Symbols
Objects People
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Self-Fulfilling Prophecy
Someones expectations about another causes the individual to behave in a manner consistent with those expectations Pygmalion effect Golem effect The positive case The negative case
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Expectations Positive
Experience More
Performance More
Negative
Negative
Less
Less
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Perceptual Grouping
Nearness
Similarity Closure Figure and Ground
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Schemas
Helps us make better sense of information Schemas are person, role, self, or event based
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Stereotyping
Halo effect
Selective attention
Similar-to-me errors
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Stereotyping
Helps people deal with massive informationprocessing demands A useful, even essential, way to categorize individuals, events, or other things on the basis of limited information or observation
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Prejudice
A stereotype that doesnt change when given information showing the stereotype is inaccurate Often the result of direct experiences with members of the rejected group Once formed, positive experiences with the persons, group, or unit usually do not reverse the prejudice Extreme form is scapegoating
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Personal
Something, or someone, is perceived as a threat to ones own interest
Group Occurs when a person conforms to the norms of a group to which he or she belongs
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Negative Consequences of Stereotyping Social injustice Poor decision making Stifled innovation Under-utilization of human resources Ineffectiveness and inefficiency Holding back of talented, qualified people
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Stereotyping
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Selective Attention
Giving some messages priority and putting others on hold A bottleneck or narrowing of the information channel linking the senses to perception
Occurs when mental efforts are divided among tasks Some stimuli require more attention
Divided Attention
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Halo Effect
Presuming someone is hard working because they arrive early and stay late Considering that someone with piercings is wild and unreliable
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Halo Effect
Attractiveness increased evaluations, pay raises, and promotions for women in non-managerial positions The opposite was true for women in managerial positions
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Similar-to-Me Errors
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Situational Factors
Attitudes of subordinates
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People see what they want to see The hungrier people were when viewing ambiguous drawings, the more they saw them as articles of food
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Attribution Theory
Attribution theory
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Distinctiveness
Does this person behave in this same manner in other situations?
Consistency
Does this person behave in this same manner at other times?
Consensus
Do other people behave in this same manner?
INTERNAL ATTRIBUTION
EXTERNAL ATTRIBUTION
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Attribution Theory
Behavior is examined on the basis of its Distinctiveness Consistency Consensus Degree to which one behaves similarly in different situations Degree to which one engages in the same behaviors at different times Degree to which others are engaging in the same behavior
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Attribution Theory
Systematic errors or biases can distort attributions Fundamental attribution error Under-estimating the importance of external factors and over-estimating internal factors when making attributions about the behavior of others Taking credit for successful work and denying responsibility for poor work
Self-serving bias
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Attribution Theory
Managers cannot assume that their own attributions are error free
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Impression Management
Impression Management
Resources, style, and creativity are mobilized in order to create a positive impression in the presence of others
Intimidation
Supplication
Exemplification
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Impression Management
Women use less aggressive behaviors Women are less likely to use impression management tactics
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Emotions
An emotion is a state of physiological arousal accompanied by Changes in facial expressions Posture Gestures Subjective feelings
Primary Emotions
Surprise
Sadness
Disgust
Anticipation
Acceptance
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Emotions
Optimism
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Expressions
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Body Language
Kinesics is the study of communication through body movement, posture, gestures, and facial expressions
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Unconsciously mimicking the postures, mannerisms, and facial expressions of others If another person copies your gestures and postures, you are more likely to like them
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Facial Feedback
Ekman says making faces can cause emotion A study suggests that emotions influence expressions and expressions influence emotions
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Emotional Labor
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Emotional Intelligence
A combination of
Spatial
Interpersonal
Two brains, two minds, two kinds of intelligence rational and emotional
Balance & management of emotions determines how intelligently we act and how successful we will be
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Proposes that emotional intelligence (EI) emphasizes four cognitive components The capacity to perceive emotion The capacity to integrate emotion in thought The capacity to manage emotion effectively
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Emotional Intelligence
Even if EI is important for career success, it works in conjunction with other factors
Integrity Persistence Passion General intelligence
Many question the notion of emotional intelligence, so the next generation of EI work needs to
Conceptualize EI in a manner that is concise and meaningful Develop more precise, concise EI measures Determine if there is practical value in the EI concept for managers
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