Organizational Behavior

Chapter Summary

6. Social perception is the process of interpreting in- formation about another person. It IS influenced by characteristics of the perceiver, the target, and the situation.

7. Barriers to social perception include selective percep- tion, stereotyping, first-impression error, projection, and self-fulfilling prophecies.

8. Impression management techniques such as name dropping, managing one’s appearance, self—descrip— tions, flattery, favors, and agreement are used by individuals to control others’ impressions of them.

9. Attribution is the process of determining the cause of behavior. It is used extensively by managers, espe- cially in evaluating performance.

1. Individual differences are factors that make individ- uals unique. They include personalities, perceptions, skills and abilities, attitudes, values, and ethics.

2. The trait theory and integrative approach are two personality theories.

3. Managers should understand personality because of its effect on behavior. Several characteristics affect behavior in organizations, including locus of control, self-efficacy, self-esteem, self-monitoring, and positive/negative affect.

4. Personality has a stronger influence in weak situa- tions, where few cues guide behavior.

5. One useful framework for understanding individual differences is type theory, developed by Carl Jung and measured by the Myers—Briggs Type Indicator (MBTI®).

Key Terms

selective perception (p. 100) self-esteem (p. 88) self-fulfilling prophecy (p. 102) self-monitoring (p. 89) self-report questionnaire (p. 91) self-serving bias (p. ,1 053 sensing (p. 94) social perception (p. 9’73 stereotype (p. 101) strong situation (p. 91 '- Thinking Preference .13. 9‘4) trait theory (p. 84)

attribution theory (p. 104) introversion (p. 93) behavioral measures (p. 92) intuition (p. 94) discounting principle (p. 100) Judging Preference (p. 95) extraversion (p. 93) locus of control (p. 86) Feeling Preference (p. 94) Myers—Briggs Type Indicator first-impression error (p. 102) (MBTI®) (p. 92) fundamental attribution error (p. 105) negative affect (p. 89) general self-efficacy (p. 87) Perceiving Preference (p. 95 ) impression management (p. 103) personality (p. 84) individual differences (p. 82) positive affect (p. 89) integrative approach (p. 86) projection (p. 102) interactional psychology (p. 82) projective test (p. 91)

Review Questions

1. What are individual differences, and why should 4. Describe the eight preferences of the M yer-s» Briggs Type Indicator instrument. How does this measure Carl Jung’s ideas?

managers understand them? 2. Define personality and describe its origins.

5. What factors influence social perception? What are the barriers to social perception?

3. Describe two theories of personality and explain what each contributes to our knowledge of personality. 6. Describe the errors that affect the attribution process.

Discussion and Communication Questions

1. What contributions can high self—monitors make in 4. How can managers make more accurate attributions? organizations? Low self-monitors? 5. How can managers encourage self—efficacy in

2. How can managers improve their perceptual skills? employees? 3. Which has the stronger impact on personality: he- 6. How can the self-serving bias and the fundamental

attribution error be avoided?redity or environment?

Don't answer the chapter summary questions

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answer all each Review Question

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