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Presentation Slides to Accompany Organizational Behavior 10 th Edition Don Hellriegel and John W. Slocum, Jr. Chapter 3 —Understanding Perceptions and Attributions

1 Learning Objectives for Understanding Perceptions and Attributions ,[object Object],[object Object],[object Object],[object Object],[object Object]

2 Basic Elements in the Perceptual Process Environmental Stimuli Observation * Taste * Smell * Hearing * Sight * Touch Perceptual Selection * External factors * Internal factors Interpretation * Perceptual errors * Attributions Response * Covert * Overt Perceptual Organization * Perceptual grouping

3 External Factors in Selective Screening ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

4 Internal Factors in Selective Screening ,[object Object],[object Object],[object Object],[object Object],[object Object]

5 External and Internal Factors in Person Perception ,[object Object],[object Object],[object Object],[object Object],[object Object]

6 Impression Management Tactics ,[object Object],[object Object],[object Object],[object Object],[object Object]

7 Common Perceptual Errors ,[object Object],[object Object],[object Object],[object Object],[object Object]

8 Examples of Attributions Based on Differing Perceptions of Performance ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

9 The Attribution Process Antecedents-- factors internal to the perceiver Attributions made by the perceiver Consequences for the perceiver ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

10 Attributions of Internal and External Causes of Behavior Consistency is high Distinctiveness is high Consensus is high Consistency is high Distinctiveness is low Consensus is low Consistency is low Attribution of external causes Attribution of internal causes Attribution of either external or internal causes

11 Guidelines for Dealing with the Attribution Implications of Being Fired ,[object Object],[object Object],[object Object],[object Object]

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