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    Perception &amp Learning

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    Daud Farook II
    The document discusses perception and learning in organizational behaviour. It covers topics like perception, biases in perception, theories of attribution and learning. It also discusses concepts like reinforcement theory and how the brain is involved in learning.

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    Perception &amp Learning

    Uploaded by

    Daud Farook II
    48 views26 pages
    The document discusses perception and learning in organizational behaviour. It covers topics like perception, biases in perception, theories of attribution and learning. It also discusses concepts like reinforcement theory and how the brain is involved in learning.

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    Perception &Amp; Learning

    Original Title

    Perception &Amp; Learning

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    The document discusses perception and learning in organizational behaviour. It covers topics like perception, biases in perception, theories of attribution and learning. It also discusses concepts like reinforcement theory and how the brain is involved in learning.

    Copyright:

    © All Rights Reserved
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    48 views26 pages

    Perception &amp Learning

    Uploaded by

    Daud Farook II
    The document discusses perception and learning in organizational behaviour. It covers topics like perception, biases in perception, theories of attribution and learning. It also discusses concepts like reinforcement theory and how the brain is involved in learning.

    Copyright:

    © All Rights Reserved
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    of 26

    Understanding Organizational Behaviour

    Oxford University Press Malaysia, 2009

    All Rights Reserved


    Ch. 2: 1

    Perception and Learning


    CHAPTER

    Understanding Organizational Behaviour


    Oxford University Press Malaysia, 2009

    All Rights Reserved


    Ch. 2: 2

    Learning Objectives
    In this chapter, you will:

    Understand what perception is and why it is important.


    Explain the perceptual process.
    Identify common perceptual distortions.
    Demonstrate specific applications in organizations.
    Understand what learning is.
    Learn about the brain and learning.
    Explore how operant conditioning work.
    Learn how to reinforce learning.

    Understanding Organizational Behaviour


    Oxford University Press Malaysia, 2009

    All Rights Reserved


    Ch. 2: 3

    2.1 What is Perception?


    Perception is the process of classifying,
    interpreting and understanding an event or
    individual.

    Understanding Organizational Behaviour


    Oxford University Press Malaysia, 2009

    All Rights Reserved


    Ch. 2: 4

    2.1 What is Perception?


    Individual

    Classification

    Interpretation

    Understanding

    Sarjit

    -Senior staff (10 years)


    -Experienced (worked in
    many department)
    -Appointed as Financial
    Manager

    -Hard worker
    -Wants to be a
    -Wants to show her good
    capability as
    manager/officer
    supervisor

    Salmah

    -Senior staff (more than 20


    years)
    -Reaching retirement age
    -Nonchalant/ abrasive attitude
    -Poor rapport with co-workers
    and customers
    -Complains about everything

    -Senior worker
    -Does not like
    change
    -Has attitude
    problem
    -Does not respect
    her supervisor, coworkers and
    customers

    -Does not like


    changes
    -Does not want to
    change her attitude

    -Want to learn
    something new

    -Young but willing


    to learn
    -Need guidance

    Razmah

    -New staff
    -Interested to learn the new
    system
    -Does not know much
    Understanding
    Organizational
    Behaviour
    -Dependent
    on manager
    Oxford University Press Malaysia, 2009

    All Rights Reserved


    Ch. 2: 5

    2.2 Kelleys Theory of Causal


    Attribution
    People will believe others actions to be caused
    by internal or external factors based on three
    types of information: consensus, consistency
    and distinctiveness.
    Consensus: Information regarding the extent to which
    other people behave in the same manner as the person
    being judged.
    Consistency: Information regarding the extent to which
    the person being judged acts the same way at other
    times.
    Distinctiveness: Information regarding the extent to
    which a person behaves in the same manner in other
    contexts.
    Understanding Organizational Behaviour
    Oxford University Press Malaysia, 2009

    All Rights Reserved


    Ch. 2: 6

    2.3 Misperceptions and

    Biases

    Are our perceptions without error or bias?


    We run the risk of biasness in our perceptual
    process, therefore it would be good to be aware
    of such biases:
    Fundamental attribution
    error
    Self-serving bias
    Selective perception
    Halo effect
    Understanding Organizational Behaviour
    Oxford University Press Malaysia, 2009

    Contrast effect
    Similar-to-me effect
    Projection
    Stereotyping
    All Rights Reserved
    Ch. 2: 7

    2.3.1 Fundamental Attribution


    Error
    Making erroneous judgement about the
    behaviour of others.
    Tendency to underestimate and ignore the
    importance of external factors that may
    influence ones behaviour, or vice versa to
    attribute ones actions to internal factors.
    E.g line manager attributes that his operators
    are lazy (internal) when they sit around idle
    when the machine is down (external)
    Understanding Organizational Behaviour
    Oxford University Press Malaysia, 2009

    All Rights Reserved


    Ch. 2: 8

    2.3.2

    Self-Serving Bias

    The tendency of attributing certain events


    to themselves (internal) and blaming others
    (external) for particular events or incidents.
    Assigning success to internal factors and
    blaming failures as external factors.
    E.g someone take credit over his team
    work performance (internal) and blaming
    other parties who are not engage
    (external).
    Understanding Organizational Behaviour
    Oxford University Press Malaysia, 2009

    All Rights Reserved


    Ch. 2: 9

    2.3.3

    Selective Perception

    The tendency to focus on a particular aspect


    and ignoring others when encountering another
    person or situation.
    Selective perception may have positive or
    negative impact on the person being perceived
    depending on what the perceiver is focused on.
    E.g in an interview setting, the interviewer may
    be looking at certain criteria only and disregard
    the other positive aspect of the candidates.

    Understanding Organizational Behaviour


    Oxford University Press Malaysia, 2009

    All Rights Reserved


    Ch. 2: 10

    2.3.4

    Halo Effect

    The tendency to draw a general impression


    based on a single characteristic, e.g.
    appearance, intelligence, etc.
    Evaluate an individual based on one
    characteristic that overshadows other
    characteristic he or she has.
    E.g Manager giving a high grades in
    performance appraisal to his favorably
    employee who is cooperative.
    Understanding Organizational Behaviour
    Oxford University Press Malaysia, 2009

    All Rights Reserved


    Ch. 2: 11

    2.3.5

    Contrast Effect

    Making comparisons with other people who


    performed either better or worse than the
    one you are evaluating.
    E.g Manager tend to compare the quality of
    work of his new employee with the prior
    one.

    Understanding Organizational Behaviour


    Oxford University Press Malaysia, 2009

    All Rights Reserved


    Ch. 2: 12

    2.3.6

    Similar-to-me Effect

    The tendency to gravitate to those similar


    to us or see them in a more positive light
    compared to those who are different.
    E.g People tend to be more comfort with
    someone who has similar interest to us.

    Understanding Organizational Behaviour


    Oxford University Press Malaysia, 2009

    All Rights Reserved


    Ch. 2: 13

    2.3.7

    Projection

    The tendency to perceive or evaluate other


    individuals based on our assessment of
    ourselves.
    E.g Supervisor expecting his subordinate
    should stay late at work like he does.

    Understanding Organizational Behaviour


    Oxford University Press Malaysia, 2009

    All Rights Reserved


    Ch. 2: 14

    2.3.8

    Stereotyping

    Beliefs that all members of a specific group


    have similar characteristics and tend to
    behave in the same way.
    E.g Gender stereotyping whereby female
    leader are perceived as difficult to please,
    emotional, fussy and perfectionist.

    Understanding Organizational Behaviour


    Oxford University Press Malaysia, 2009

    All Rights Reserved


    Ch. 2: 15

    2.4 How to Overcome


    Misperceptions or Biases
    We need to identify our stereotypes and hold
    them in check when dealing with different
    individuals.
    In evaluating people, it should be based on
    objective factors and not just one or two criteria.
    We also have to avoid making rash judgements
    without considering all relevant factors.
    Being aware of our biases help us to understand
    the shortcomings of our misperceptions.
    Understanding Organizational Behaviour
    Oxford University Press Malaysia, 2009

    All Rights Reserved


    Ch. 2: 16

    2.5 Learning
    When we make perceptions about others, it is
    one of the many ways of learning from and
    about the environment around us.
    Learning help us make sense of the behaviours
    as well as acquire new knowledge in the
    organization, and we subsequently emulate or
    adopt these behaviours.
    Learning is a relatively permanent change in
    behaviour.
    Understanding Organizational Behaviour
    Oxford University Press Malaysia, 2009

    All Rights Reserved


    Ch. 2: 17

    2.6 The Brain and Learning


    The human brain is located
    in the skull.
    It is a white greyish matter.
    It weighs about 3 pounds.
    It is full of creases.
    It is divided into two
    hemispheres.
    Each hemisphere or
    cerebrum is divided into four
    lobes, namely, occipital,
    frontal, parietal and temporal
    lobes.
    Understanding Organizational Behaviour
    Oxford University Press Malaysia, 2009

    All Rights Reserved


    Ch. 2: 18

    2.6.1

    The Four Lobes


    The frontal lobe is involved in
    purposeful acts like judgement,
    creativity, problem-solving and
    planning.
    The parietal lobe is involved in
    processing higher sensory and
    language functions.
    The left and right temporal lobes are
    responsible for hearing, memory,
    meaning and language.
    The occipital lobe is involved in vision.
    There are some overlaps in functions
    between lobes.
    http:www.pbs.org/wnet/brain/3d/index.html

    Understanding Organizational Behaviour


    Oxford University Press Malaysia, 2009

    All Rights Reserved


    Ch. 2: 19

    2.6.2 Left- and Right-Brain


    Learning Model
    Left-brain dominant
    learners

    Prefer things in sequence


    Learn best from parts to
    wholes

    Right-brain dominant
    learners

    More comfortable with


    randomness
    Learn best from wholes to
    parts

    Prefer a phonetic reading


    system

    Prefer a whole-language
    reading system

    Like words, symbols and


    letters

    Like pictures, graphs and


    charts

    Understanding Organizational Behaviour


    Oxford University Press Malaysia, 2009

    All Rights Reserved


    Ch. 2: 20

    2.6.2 Left- and Right-Brain


    Learning Model (cont.)
    Left-brain dominant
    learners

    Right-brain dominant
    learners

    Rather read about a


    subject first

    Rather see it or experience


    a subject first

    Want to gather related


    factual information

    Want to gather information


    about relationships among
    things

    Prefer detailed orderly


    instructions

    Prefer spontaneous, go
    with the flow, learning
    environments

    Understanding Organizational Behaviour


    Oxford University Press Malaysia, 2009

    All Rights Reserved


    Ch. 2: 21

    2.6.2 Left- and Right-Brain


    Learning Model (cont.)
    Left-brain dominant
    learners

    Experience more internal


    focus
    Want structure and
    predictability

    Right-brain dominant
    learners

    Experience more external


    focus
    Want open-ended
    approaches, novelty and
    surprises

    Source: Jensen, E (2000), Brain-Based Learning: The New Science of


    Teaching and Training, San Diego, CA: The Brain Store.
    Understanding Organizational Behaviour
    Oxford University Press Malaysia, 2009

    All Rights Reserved


    Ch. 2: 22

    2.9 Reinforcement Theory


    Outcomes or
    Desired
    Consequences

    Undesired

    Extinction

    Positive
    Reinforcement

    Punishment

    Negative
    Reinforcement

    Undesired

    Desired
    Behaviour

    Understanding Organizational Behaviour


    Oxford University Press Malaysia, 2009

    All Rights Reserved


    Ch. 2: 23

    2.9.1

    Using Reinforcement

    According to the reinforcement theory, we can


    reinforce learning either by making people sustain,
    reduce or stop certain behaviours. There are four
    ways of reinforcing learning:
    Positive reinforcement: People learn to perform behaviours
    that lead to the presentation of desired outcomes.
    Negative reinforcement: People learn to perform acts that
    lead to the removal of undesired events.
    Punishment: It decreases undesirable behaviour by following
    it with undesirable consequences.
    Extinction, whereby responses that are no longer reinforced
    tend to gradually diminish in strength.
    Understanding Organizational Behaviour
    Oxford University Press Malaysia, 2009

    All Rights Reserved


    Ch. 2: 24

    2.9.2

    How to Use Reinforcement

    As managers, we need to know when and what


    reinforcement strategy to use in encouraging
    our subordinates to perform and to reinforce or
    shape their learning.
    Organization behaviour modification (OBM)
    employ positive reinforcement to shape the
    behaviour of individuals as they learn the
    appropriate or desired behaviours.
    Understanding Organizational Behaviour
    Oxford University Press Malaysia, 2009

    All Rights Reserved


    Ch. 2: 25

    2.10

    Revision Questions

    1. What is perception?
    2. What are the factors that influence perception?
    3. How do you use Kellys attribution theory to
    explain perception?
    4. What are common misperceptions?
    5. What parts of the brain control learning?
    6. How does operant conditioning work?
    7. How do you reinforce learning?
    Understanding Organizational Behaviour
    Oxford University Press Malaysia, 2009

    All Rights Reserved


    Ch. 2: 26

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