Scribd
Upload
149 views

Organizational Behavior: Kelompok I: Irwan Diko Purba Satrio Sadewo Melisa

This document outlines a model of social perception and information processing. It discusses how people selectively attend to and encode environmental stimuli based on goals, form interpretations using cognitive categories like schemas and stereotypes, and can be subject to perceptual errors. It also covers causal attribution theory about whether behavior is attributed to internal or external factors. Finally, it discusses defining and managing diversity in organizations, including challenges, and approaches like Thomas' generic action options.

Uploaded by

maria cahyaningrat
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
149 views

Organizational Behavior: Kelompok I: Irwan Diko Purba Satrio Sadewo Melisa

This document outlines a model of social perception and information processing. It discusses how people selectively attend to and encode environmental stimuli based on goals, form interpretations using cognitive categories like schemas and stereotypes, and can be subject to perceptual errors. It also covers causal attribution theory about whether behavior is attributed to internal or external factors. Finally, it discusses defining and managing diversity in organizations, including challenges, and approaches like Thomas' generic action options.

Uploaded by

maria cahyaningrat
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
You are on page 1/ 9

Organizational Behavior

Kelompok I :
Irwan Diko Purba
Satrio Sadewo
Melisa
Outline
1. Understanding Social Perception and Managing Diversity
A social Information Processing Model of Perception
Causal Attribution
Defining and Managing Diversity
Organizational Practices Used to Effectively Manage Diversity
2. Appreciating Individual Differences : Intelligence, Ability,
Personality, Core Self-Evaluations, Attitudes and
Emotions
A Model for Studying Individual Differences
Intelligence and Cognitive Abilities
Personality Dynamics
Core Self-Evaluation
Attitudes
OB Gets Emotional

3. Case
Social Information Processing Model
Perception is a cognitive process that enables us to interpret and understand our surrounding.

Stage I Stage 2 Stage 3 Stage 4


Selective Attention/ Encoding and Storage and Retrieval and
Comprehension Simplification Retention Respons
A
Computing B
Environmental A
C Interpretation C C Judment and
Stimuli
and Memory Decisions
People D F
Events E Categorization
Object
F

Attention Cognitive Categories


Salient Stimuli : Schema
Goals Stereotype
Negative vs Positive Info.
5 Perceptual Error :
Halo
Leniency
Central Tendency
Recency Effect
Contrast Effects
Social Information Processing Model
Managerial Implication :
Hiring : Implicit cognition leads people to make biased decisions. Three or more interviewers
Perfomance Appraisal : Faulty schema abaut what constitutes good versus poor performance
Leadership : Schema of good or poor leaders on the employee schema. Good leader behavior :
(i) assigning specific tasks to group member, (ii) telling others that they had done well, (iii) setting
specific goals for the group, (iv) leting other group members make decisions, (v) trying to get the
group to work as team, (vi) maintaining definite standards of performance.
Communication and Interpersonal Influence : social perception is a screening process that
can distort communication.
Counterproductive Work Behaviors : When employee perceived that they were treated unfairly,
they tend to have counterproductive behavior.
Physical and psychological well-being : Avoid the tendency of giving negative thought too
much attention.
Designing Web Pages : Design web page that can catch attention
CAUSAL ATTRIBUTIONS
Causal attribution theory : behavior can be attribute to internal factor or to external factor.

External Factor, when :


Consensus - High
Distinctiveness - High
Consistency - Low
External
Factor Internal Factor when :
Consensus - Low
Distinctiveness - Low
Kellys Model
Consistency - High
Behavior Consensus
Distinctiveness
Consistency Attributional Tendency:
Fundamental Attributional Bias
Internal Self Serving Bias
Factor
Defining and Managing Diversity

Affirmative Action
Managing Diversity
Women navigate a
labyrinth after
breaking the glass
ceiling

Racial groups are


encountering a glass
ceiling and
perceived
discrimination

Mismatch between
workers educational
attainment and
occupational
requirements

Generational
differences in an
aging workforce
Organizational Practices Used to Effectively Manage Diversity
Barries and Challenges to managing diversity:
1. Inaccurate stereotypes and prejudice

2. Ethnocentrism

3. Poor career planning

4. An unsupportive and hostile working environment for diverse employees

5. Lack of political savvy on the part of diverse employees

6. Difficulty in balancing career and family issues

7. Fears of reverse discrimination

8. Diversity is not seen as an organizational priority

9. The need to revamp the organizations performance appraisal and reward system

10. Resistance to change


R Roosevelt Thomas Jrs Generic Action Options
1. Include / Exclude

2. Deny

3. Assimilate

4. Suppress

5. Isolate

6. Tolerate

7. Build Relationship

8. Foster Mutual Adaptation

You might also like