Management 414 Midterm Exam
18:45
Social Perceptual Errors (2)
Fundamental Attribution Error: we tend to place an unrealistic emphasis on internal causes of
others behavior and discount the influence of environmental pressures. He did badly because
he is dumb.
Self Serving Bias: we tend to unrealistically attribute our success to internal causes and attribute
our failures to external causes. The test was unfair.
“Pygmalion in Management”
Self Fulfilling Prophecy – the tendency for ones expectations about another to cause the
individual to behave in a manner consistent with those expectations
Ex:
mgrs form expectations for workers
mgrs behave consistently with expectations
mgr
behavior affects worker
workers respond to how they were treated by mgrs
What managers believe about themselves influences what they believe about their
subordinates, expectations, and how they treat them
To become self fulfilling, expectations must be realistic and achievable
Management thinks that they provide recognition for good performance way more than
subordinates perceive they receive recognition for good performance
Pygmalion Effect –
Ex:
positive expectations
emotional/professional support provided
added experience &
boosted confidence
good performance
Golem Effect – opposite of Pygmalion Effect
Ex:
negative expectations
emotional/professional support not given
limited experience &
lowered confidence
poor performance
Argyris Ladder of Inference
–
Cycle:
observable info and experience
select data (salient influenced by the
environment & perceiver)
add meanings
make assumptions
draw conclusions
adopt
beliefs
take actions
Reflexive loop: our beliefs affect the data we select next time. EX: Larry is evil, I notice his evil
behavior in the future
Use the ladder of inference to improve communication
Reflection – be more aware of your thinking and reasoning
Advocacy – making your reasoning and thinking more clear to others
Inquiry – questioning the thinking and reasoning of others
This
preview
has intentionally blurred sections.
Sign up to view the full version.
Managerial implications – to be a better manager – must be open to try to understand why and
how other people perceive
McGregor’s Theory X – “Traditional Model”
(early 1900s)
Assumptions:
People are lazy and hate work – avoid responsibility
People are motivated by money – money = security
The average worker has little self control
Implications:
Employees must be closely monitored and controlled
Tasks must be simple and repetitive

This is the end of the preview.
Sign up
to
access the rest of the document.
- Fall '08
- Brandabur
- Pygmalion effect, Marilyn
-
Click to edit the document details