ch 2 attributions & perceptions

ch 2 attributions & perceptions - Integrative Model...

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Unformatted text preview: Integrative Model of OB Integrative 1 Group Project Group Integrative model of OB is a roadmap You can take several routes creatively 2 Group Project Group Choose a company you will investigate for Choose your group project your Companies in which HR is a success factor You can’t work on companies which are already You taken by others taken You can change your chosen company within this You week week Email me for change After this week, changing companies 3 Attributions Attributions & Perceptions Perceptions (Replace Ch. 8) 4 How Would Your Manager Interpret this? Interpret One group in section 3 and section 4 One didn’t submit an attendance sheet didn’t 5 Your Manager is Not Perfect Bounded rationality People simply do not have the ability or resources to process all available information. all 6 Faulty Attributions Faulty The fundamental attribution error The fundamental people have a tendency to attribute others’ failures people to internal factors and others’ successes to external factors successes The self-serving bias The self-serving people attribute their own failures to people factors and their own successes to internal factors internal external 7 What Managers Need to Do What Be aware of own limited cognitions Carefully make attributions by collecting more Carefully information and making educated deliberations information 8 Consensus, Distinctiveness, and Consistency and 9 Attribution Process Attribution Consensus Distinctiveness Did others act the same way under similar Did situations? e.g., Did other teams also not submit attendance sheets? e.g., Does this person tend to act differently in other Does circumstances? e.g., Did this team do other class activities poorly? e.g., Consistency Does this person always do this when performing this Does task? e.g., Did this team not submit attendance sheets before? e.g., 10 Internal or External attributions Internal When can managers make an internal When attribution? attribution? ( ( ( ) consensus, ) distinctiveness, and ) consistency When can managers make an external When attribution? attribution? ( ( ( ) consensus, ) distinctiveness, and ) consistency 11 But… But… People become easily biased People even when they try not to be biased even 12 Faulty Perceptions Faulty Name of Bias Description Availability bias The tendency for people to base their judgments on information that is easier to recall Halo effect The tendency for a person’s positive or negative characteristics to “spill over” from one area to another in others’ perceptions of them. Anchoring The tendency to rely too heavily, or “anchor,” on one trait or piece of information when making attributions. Confirmation bias The tendency to search for or interpret information in a way that confirms one’s preconceptions. Primacy effect Recency effect The tendency to weigh initial events more than subsequent events. The tendency to weigh recent events more than earlier events. Bandwagon effect The tendency to do (or believe) things because many other people do (or believe) the same. Projection bias The tendency to unconsciously assume that others share the same or similar thoughts, beliefs, values, or positions. Stereotype bias The tendency to assume about others on the basis of their members in a social group. 13 Exercise: A Bad Day in Boonetown in Please find perceptional biases For the first 10 minutes, please try to find them by For yourself yourself After 10 minutes, please discuss with team After members members Summarize in a paper Submit it after class with your team # and all Submit participating members’ names participating 14 ...
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This note was uploaded on 03/03/2012 for the course OBHR 330 taught by Professor Ericalanthony during the Fall '08 term at Purdue University-West Lafayette.

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