1. Perception

2. Johari-Windows http://www.impactednurse.com/pics4/Johari.png&imgrefurl

3. Managers have to Evaluate People in the world of business have permanently to evaluate other people’s behaviour (i.e. make a judgement). It is important to make a judgement concerning a person’s performance based on this individual person. You will have to consider if the behaviour you have seen is rooted in internal issues or external issues.

4. Attribution Theory ObservationInterpretation Attribution of cause External High (Seldom) Low (Frequently) High (Frequently) Low (Seldom) High (Frequently) Low (Seldom) Internal rnal Individual behaviour Distinctivenesss (How often does the person do this in other situations?) Consensus (How often do other people do this in similar situations?) Consistency (How often did the person do this in thepast?) External Internal External

5. Attribution Theory When individuals observe behaviour, they attempt to determine whether it is internally or externally caused. – Distinctiveness Does the individual act the same way in other situations? – Consensus Does the individual act the same as others in same situation? – Consistency Does the individual act the same way over time?

6. Fundamental Attribution Error – The tendency to underestimate external factors and overestimate internal factors when making judgments about others ’ behaviour.

7. Self-Serving Bias – The tendency to attribute one ’ s successes to internal factors while putting the blame for failures on external factors.

8. Perceptual Errors Selective Perception Halo Effect Contrast Effects Projection Stereotyping

9. Stereotyping - Prejudice Stereotyping – Judging someone on the basis of your perception of the group to which that person belongs. Prejudice – An unfounded dislike of a person or group based on their belonging to a particular stereotyped group.