1. © 2008The McGraw-Hill Companies, Inc. All rights reserved. Social Perception and Attributions Copyright © 2010 by the McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin

2. 7-2 Ch. 7 Learning Objectives 1.Describe perception in terms of the information- processing model. 2.Identify and briefly explain seven managerial implications of social perception. 3.Discuss stereotypes and the process of stereotype formation. 4.Summarize the managerial challenges and recommendations of sex-role, age, racial and ethnic, and disability stereotypes.

3. 7-3 Ch. 7 Learning Objectives 5.Describe and contrast the Pygmalion effect, the Galatea Effect, and the Golem Effect. 6.Discuss how the self-fulfilling prophecy is created and how it can be used to improve individual and group productivity. 7.Explain, according to Kelley’s model, how external and internal causal attributions are formulated. 8.Contrast the fundamental attribution bias and the self-serving bias.

4. 7-4 Perception The process of interpreting one’s environment Social perception involves observing and interpreting information about others to be able to understand them and prepare our responses to them.

5. 7-5 Perception: An Information Processing Model Competing environmental stimuli  People  Events  Objects Interpretation and categorization Stage 1 Selective Attention/Comprehension Stage 2 Encoding and Simplification Stage 3 Storage and Retention Stage 4 Retrieval and Response Memory Judgments and decisions ABCDEFABCDEF ACFACF C

6. 7-6 Test Your Knowledge How are hiring decisions and performance evaluations affected by one’s perceptual process? Based on social perception research, which of the following would NOT be advised? a.Use mostly subjective measures of performance. b.Be aware of actions that could be perceived as unfair. c.Train interviewers and managers on how best to objectively evaluate others.

7. 7-7 Test Your Knowledge Jamie is a brand-new salesperson who has just graduated from college. Her first task is to sell consulting services to a new potential client. Based on your knowledge of social perception, which of the following would NOT be advised? a.Check her cell phone to show that she is busy and important b.Convey a positive attitude c.Dress professionally

8. 7-8 Stereotypes Stereotype is an individual’s set of beliefs about the characteristics of a group of people What are some commonly held stereotypes?

9. 7-9 Stereotyping: A Mental Shortcut 1)Begins by categorizing people into groups 2)Infer that all people in a category possess similar traits or characteristics 3)Form expectations of others and interpret their behavior according to stereotypes 4)Stereotypes are maintained by 1)Overestimating the frequency of stereotypic behaviors exhibited by others 2)Incorrectly explaining expected and unexpected behaviors 3)Differentiating minority individuals from oneself

10. 7-10 Characteristics of Stereotypes Their nature is not always negative Women are nurturing Asians are smart Based on generalizations (often inaccurate) Older workers are more accident prone Disabled workers cost a lot of money to accommodate Women are more emotional Can lead to poor decisions and discrimination

11. 7-11 Test Your Knowledge Under what conditions would the use of stereotypes be less likely? 1.(A) Have more knowledge or (B) Have less knowledge about the individuals you work for or with 2.(A) Encourage similar people to work together or (B) offer opportunities for a diverse set of individuals to gain important job experience

12. 7-12 Perceptual Errors

13. 7-13 Perceptual Errors

14. 7-14 Test Your Knowledge Josie is a hard-working administrative assistant. She has a low attention to detail and sometimes handles customer’s calls unprofessionally. However, Josie never misses a day of work and is always on time. As a result, her manager rates her positively on many aspects of her performance. This is an example of which perceptual error? a.Contrast b.Recency c.Halo d.Leniency e.Central Tendency

15. 7-15 Self-Fulfilling Prophecy Pygmalion Effect Someone’s high expectations for another person result in high performance Galatea Effect An individual’s high self-expectations lead to high performance Golem Effect Loss in performance due to low leader expectations

16. 7-16 A Model of the Self-Fulfilling Prophecy Supervisor expectancy 6 3 Motivation 4 Performance 5 1 Leadership Subordinate self- expectancy 2

17. 7-17 Test Your Knowledge Based on the self-fulfilling prophecy, which of the following would not be advised? a.Instill confidence in your staff b.Identify errors in employee’s performance, no matter how minor, and discuss them frequently c.Treat all new employees as if they have outstanding potential d.Set high performance goals

18. 7-18 Attributions Causal Attributions: Suspected or inferred causes of behavior Andreas has a history of turning in his monthly reports on time and with 100% accuracy. This month Andreas’ reports were accurate but a week late. Why? a.Andreas doesn’t know how to do monthly reports. b.Andreas is lazy. c.The information he needed was not available to meet the deadline.

19. 7-19 Causes of Behavior Internal factors – Personal characteristics that cause behavior (e.g., ability, effort) External factors – Environmental characteristics that cause behavior (e.g., task difficulty, good/bad luck)

20. 7-20 Kelley’s Attribution Model Consensus – Involves the comparison of an individual’s behavior with that of his or her peers Individual Performance People ABCDE Individual Performance ABCDE LowHigh

21. 7-21 Distinctiveness is determined by comparing a person’s behavior on one task with his or her behavior on other tasks. Kelley’s Theory of Attribution Tasks Individual Performance ABCDE Tasks Individual Performance ABCDE Low High

22. 7-22 Consistency is determined by judging if the individual’s performance on a given task is consistent over time. Kelley’s Theory of Attribution Time Individual Performance Time Individual Performance LowHigh

23. 7-23 How Kelley’s Model Works External Attribution High consensus High distinctiveness Low consistency Internal Attribution Low consensus Low distinctiveness High consistency

24. 7-24 Test Your Knowledge Recall Andreas… Andreas has a history of turning in his monthly reports on time and with 100% accuracy. This month Andreas’ reports were accurate but a week late. Which of the following dimensions could we use to make attributions about Andreas? a.Consistency b.Distinctiveness c.Consensus

25. 7-25 Test Your Knowledge Nadia’s performance is declining. Her peers performance hasn’t changed, it is occurring on several tasks, and has occurred for the past six months. This represents: 1.High (A) or Low (B) consensus 2.High (A) or Low (B) distinctiveness 3.High (A) or Low (B) consistency 4.The attribution her supervisor is likely to make is… a.Internal b.External

26. 7-26 Attributional Tendencies Fundamental Attribution Bias ignoring environmental factors that affect behavior Your performance is caused by you Self-Serving Bias taking more personal responsibility for success than failure My success is because of my effort/ability My poor performance is caused by something else (difficulty; bad luck)

27. 7-27 Test Your Knowledge: Overcoming Biases For each of these tips, identify which perceptual error is being prevented --------------------------------- Do not overlook the external causes of others’ behaviors Identify and confront your stereotypes Evaluate people based on objective factors Avoid making rash judgments