Professional Documents
Culture Documents
After reading the material in this chapter, you should be able to:
Describe perception in terms of the social information processing model. Identify and briefly explain six managerial implications for social perception. Explain, according to Kelleys model, how external and internal causal attributions are formulated.
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After reading the material in this chapter, you should be able to:
Demonstrate your familiarity with the demographic trends that are creating an increasingly diverse workforce. Identify the barriers and challenges to managing diversity. Discuss organizational practices used to manage diversity
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Figure 4-1
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Question?
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
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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
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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
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Semantic memory
- general knowledge about the world, mental dictionary of concepts
Person memory
- information about a single individual or groups of people
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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. 4-17
Causal Attributions
Causal Attributions
- suspected or inferred causes of behavior
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Performance Charts
Figure 4-2
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External behavior
- environmental characteristics that cause behavior
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Distinctiveness
- involves comparing a persons behavior on one task with the behavior from other tasks.
Consistency
- determined by judging if the individuals performance on a given task is consistent over 4-21 time.
Question?
Francesca has had stable performance and high quality from one task to another. This refers to:
A. B. C. D. Low consensus. High distinctiveness. High consensus Low distinctiveness.
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Attributional Tendencies
Fundamental attribution bias
- ignoring environment factors that affect behavior
Self-serving bias
- taking more personal responsibility for success than failure
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Managerial Implications
Managers tend to disproportionately attribute behavior to internal causes An employees attributions for his own performance have dramatic effects on subsequent motivation, performance, and self-esteem
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Figure 4-3
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Managing diversity
- creating organizational changes that enable all people to perform up to their maximum potential
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Question?
Mary Grace has a degree in nuclear engineering, but has been unable to find a job in her field. She is currently working at the drive-thru at McDonalds. This is an example of __________.
A. B. C. D. Degree inflation Over-employment Under-employment Hyper-employment
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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
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Question?
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 _________ to manage diversity.
A. B. C. D. Denial Suppression Isolation Building relationships
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Supplemental Slides
Slides 40-45 contain extra non-text examples to integrate and enhance instructor lectures
- Slide 40: Positive Contributory Value of Older Workers - Slides 41: How do gender stereotypes affect workrelated decisions? - Slide 42: Women in Gender-Typed Jobs - Slide 43: Glass Ceiling - Slide 44-45: Video discussion slide
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Glass Ceiling
See an article on Breaking the Glass Ceiling by Wirth
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