Chapter 3 Flashcards
- Selective Attention and Emotional Marker Response
- Perceptual Organization and Interpretation
- Attitudes and Behaviour
- Supervisor forms expectations about the employee
- Supervisor’s expectations influence his/her behaviour toward the employee
- Supervisor’s behaviour affects employee’s abilities and self-confidence
- Employee’s behaviour becomes consistent with supervisor’s expectations
- open area
- blind area
- unknown area
- hidden area
Attribution Process
The perceptual process of deciding whether an observed behaviour or event is caused largely by internal or external factors.
Categorical Thinking
Organizing people and objects into preconceived categories that are stored in our long-term memory.
Confirmation Bias
The tendency to screen out information that is contrary to our decisions, beliefs, values, and assumptions, and to more readily accept confirming information.
Contact Hypothesis
A theory stating that the more we interact with someone, the less prejudiced or perceptually biased we will be against that person
Empathy
A person’s understanding of and sensitivity to the feelings, thoughts, and situation of others.
False-Consensus Effect
A perceptual error in which we overestimate the extent to which others have beliefs and characteristics similar to our own.
Fundamental Attribution Error
The tendency to see the person rather than the situation as the main cause of that person’s behaviour.
Global Mindset
An individual’s ability to perceive, appreciate, and empathize with people from other cultures and to process complex cross-cultural information.
Halo Effect
A perceptual error whereby our general impression of a person, usually based on one prominent characteristic, distorts our perception of other characteristics of that person.
Locus of Control
A person’s general belief about the amount of control he or she has over personal life events.
Mental Models
Visual or relational images in our mind that represent the external world.
Positive Organizational Behaviour
A perspective of organizational behaviour that focuses on building positive qualities and traits within individuals or institutions as opposed to focusing on what is wrong with them.
Primacy Effect
A perceptual error in which we quickly form an opinion of people on the basis of the first information we receive about them.
Recency Effect
A perceptual error in which the most recent information dominates our perception of others.
Selective Attention
The process of attending to some information received by our senses and ignoring other information.
Self-Concept
An individual’s self-beliefs and self-evaluations.
Self-Efficacy
A person’s belief that he or she has the ability, motivation, correct role perceptions, and favourable situation to complete a task successfully.
Self-Enhancement
A person’s inherent motivation to have a positive self-concept (and to have others perceive him/her favourably), such as being competent, attractive, lucky, ethical, and important.
Self-Fulfilling Prophecy
The perceptual process in which our expectations about another person cause that person to act in a way that is consistent with those expectations.
Self-Serving Bias
The tendency to attribute our favourable outcomes to internal factors and our failures to external factors.
Self-Verification
A person’s inherent motivation to confirm and maintain his/her existing self-concept.
Social Identity Theory
A theory that explains that people define themselves by the groups to which they belong or have an emotional attachment.
Stereotyping
The process of assigning traits to people on the basis of their membership in a social category.
Perception
The process of receiving information about and making sense of the world around us.
Johari Window
A model of mutual understanding that encourages disclosure and feedback to increase our own open area and reduce the blind, hidden, and unknown areas.
