1. Section3: perception

2. perception: Definition The process by which people translate sensory impressions into a coherent view of the world around them.processimpressions Copyright © 2008 John Wiley & Sons, Inc.3-2

3. Determinants of perception Characteristics of the perceiver: Past experiences, Needs or motives, Personality, Values and attitudes Characteristics of the setting: Physical context, Social context., Organizational context Characteristics of the perceived: Contrast. Intensity Size Motion Repetition. Copyright © 2008 John Wiley & Sons, Inc.3-3

4. Stages of the perceptual process: Information attention and selection. Organization of information. Information interpretation. Information retrieval Copyright © 2008 John Wiley & Sons, Inc.3-4

5. Section4: learning

6. Definition “any relatively permanent change in behavior that occurs as a result of experience.” Copyright © 2008 John Wiley & Sons, Inc.3-6

7. The definition has several components that deserve clarification: –First, learning involves change. –Second, the change must be relatively permanent. –Third, our definition is concerned with behavior. –Finally, some form of experience is necessary for learning. Copyright © 2008 John Wiley & Sons, Inc.3-7

8. The importance of learning: –Increase the skills and talents –Explain the preference for organizations in recruiting university qualifications or experience in order to improve the quantity and quality of performance. –managers must know the dimensions of the learning process to influence the employee to improve their behavior. Copyright © 2008 John Wiley & Sons, Inc.3-8

9. motivation Section5

10. Definition of motivation The driving force within individuals by which they attempt to achieve some goal in order to satisfy some needs. The degree to which an individual want to choose in certain behavior. Copyright © 2008 John Wiley & Sons, Inc.3-10

11. Qualities of Motivation: Energizes behavior Directs behavior Enable persistence towards a goal Exists in varying details Copyright © 2008 John Wiley & Sons, Inc.3-11

12. Motivation as a process DIRECTION PERSISTENCE ENERGY It is a process by which a person efforts are energized, and directed towards attaining the goal.  Direction: Towards organizational goal.  Persistence: Exerting effort to achieve goal.  Energy: A measure of intensity or drive. Copyright © 2008 John Wiley & Sons, Inc.3-12

13. Basic model of motivation result in feedback to achieve to provide Copyright © 2008 John Wiley & Sons, Inc.3-13 needsDrive force Desired goalsfulfillment

14. Theories of Motivation: focus on what motivates individuals. need Hierarchy of Maslow Theories X & Y of Macgregor McClelland’s Need Theory Copyright © 2008 John Wiley & Sons, Inc.3-14

15. Maslow’s Hierarchy of needs theory Needs were categories as five levels of lower to higher order of needs. Individual must satisfy lower level needs before they can satisfy higher order needs. 3-15

16. Hierarchy of Needs familial order ( External ) : Physiological and safety needs Higher order ( Internal ) : Social, Esteem, and Self-actualization Copyright © 2008 John Wiley & Sons, Inc.3-16

17. Maslow’s Hierarchy of needs theory 3-17

18. McGregor’s Theory X and Y Theory X Assume that workers have little ambition, dislike work, avoid responsibility, and require close supervision. Theory Y Assumes that workers can exercise self-esteem, desire, responsibility, and like to work. Assumption Motivation is maximized by participative decision making, interesting jobs, and good group relation. Copyright © 2008 John Wiley & Sons, Inc.3-18

19. McClelland’s Need Theory: Need for Achievement Need for Achievement : The desire to succeed Need for Power :The need to influence the behavior of others. Need for Affiliation: The desire for interpersonal relationship. 3-19

20. Herzberg Motivation Hygiene Theory Job satisfaction and job dissatisfaction are created y different factors. Hygiene factors: Extrinsic ( Environmental ) factors that create job dissatisfaction. Motivation Factors: Intrinsic ( Psychological ) factors that create job satisfaction. Copyright © 2008 John Wiley & Sons, Inc.3-20

21. Implication for manager to Perception –An employee’s perception of a situation is the basis for his/her behavior –To influence productivity, it is important that a manager understand how employees perceive their job. –Managers are advised to understand how individuals interpret reality Copyright © 2008 John Wiley & Sons, Inc.3-21