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Organizational Behaviour > Lecture 2: Perception, culture, communication > Flashcards

Lecture 2: Perception, culture, communication Flashcards

1
Q

Perception

A

The dynamic psychological process responsible for attending to, organizing and interpreting sensory data.
= Perception is about subjectivity

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2
Q

Perceptual world:

A

Individual’s personal internal image, map or picture of their social, physical and organizational environment

SENSORY INPUT
SLECTIVE ATTENTION
PERCEPTUAL ORGANIZATION
INTERPRETATION
BEHAVIORAL RESPONSE
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3
Q

Sender

A

encoding

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4
Q

Receiver

A

decoding

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5
Q

Selective attention (perception)

A

the ability to choose from the stream of sensory data, to concentrate on particular elements, and ignore others

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6
Q

Perceptual threshold

A

a boundary point, either side of which our senses respectively will or will not be able to detect stimuli (e.g., sound, light, touch etc.)

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7
Q

Habituation

A

the decrease in our perceptual response to stimuli once they have become clear

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8
Q

Perceptual filters:

A

individual characteristics, tendencies, biases that affect (or interfere with) the effective transmission and receipt of messages.

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9
Q

Halo Effect

A

(reliance on central traits)
Beauty - intelligence, good person
Height - competence

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10
Q

Stereotyping

A

“judging individuals based on one’s perception of the group to which that person belongs and ignoring variations among them”

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11
Q

Stereotype threat

A

Members of a social group feel they might be judged according to a stereotype and that their behavior/or performance will only confirm that

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12
Q

Self-fulfilling prophecy

A

A prediction that comes true because someone expects it to happen

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13
Q

Discrimination

A

Treatment or consideration of, or making a distinction in favor or against a person based on the group, class or category to which that person belongs rather than on individual merit

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14
Q

Appearance bias:

A

Being attractive benefits for both men and women: 11 to 15 % more income.
Tall men earn more than others (Harper, 2000).

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15
Q

Attribution

A

The process by which we make sense of our environment through our perceptions.

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16
Q

Aesthetic labor

A

trying to control the appearance of employees (e.g., facial expressions, speech, accent, style of dress, hairstyles etc.)

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17
Q

Culture:

A
  • Systems of knowledge shared by a relatively large group of people
  • Way of life of a group of people
  • Sum of total of the learned behavior of a group of people
18
Q

Organizational culture:

A

“the way we do things around here” (Deal and Kennedy, 1982)
“how people behave when no one is watching” (Hofstede, 1980)
“collective programming of the mind” (Hofstede, 2001)

19
Q

Cultural manifestations

A

Symbols
Rituals
Stories

20
Q

Symbols:

A

Indicators of organizational culture with a meaning (e.g., authority symbol)

21
Q

Rituals

A

Rites, ceremonies, events (e.g., recognition awards, Friday)

22
Q

Stories

A

Anecdotes on past events (e.g., story of the founder, star employees)

23
Q

Organizational socialization

A

The process by which people learn the attitudes, knowledge, and the behaviors that are necessary for them to function in a group or organization

24
Q

Anticipatory stage

A

Expectations that a new comer has about the job and the organization before starting work

25
Q

Accomodation stage

A

Period during which newcomers learn about organization’s norms, values, behaviours, expectations

26
Q

Role management stage

A

Fine-tuning newcomers’ learning and adding those responsabilities expected form fully fledged organizational members

27
Q

Types and traits of organizational culture

A 
Caring
Purpose
Learning
Enjoyment
Results
Authority
Safety
Order
28
Q

Hofstede’s cultural dimensions

A
  • Individualisn – Collectivism
  • Power repsect – Power Tolerance
  • Unceratinty acceptance – Uncertainty avoidance
  • Aggressive goal behavior – Passive goal behavior
  • Long term oriented – short term oriented
29
Q

GLOBE

A

Global Leadership of Organizational Behavior Effectiveness

  • Expanding Hofstede’s work with new cultural dimensions:

ASSERTIVENESS
HUMANE ORIENTATION
PERFORMANCE ORIENTATION

30
Q

Assertiveness:

A

the degree to which individuals are bold, forceful, dominant, or demanding in their relationship with others

31
Q

Humane orientation

A

the degree to which a society rewards individuals for being altruistic, generous, and kind to others

32
Q

Humane orientation

A

the degree to which a society rewards individuals for being altruistic, generous, and kind to others

33
Q

Performance orientation

A

the degree to which a society encourages and rewards group members for performance improvement and excellence

34
Q

Strong and weak cultures

A
35
Q

Main barriers to effective organizational communication:

A 
Power differences
 Gender differences
 Physical surroundings
 Language
Cultural diversity
36
Q

Non-verbal behavior

A 
Body movements
Appereance
With your eyes
Through touch
Voice qualities
Smell
Phsysical space
Time usage
Through objects
37
Q

High context culture

A

Communication is indirect, implicit, subtle, layered and nuanced
Messages are both spoken and read between the lines
Messages are often implied but not plainly expressed
Nonverbal cues like tone of voice, eye movements, gestures and facial expressions carry a great deal of meaning
Establishing relationship first

38
Q

Low context culture

A

Communication is concise, straight forward, explicit, simple and clear
Requires attention to the literal meanings of words than to the context surrounding them
Repetition is often used to provide the necessary clarity
The purpose and outcome of the communication takes precedence over interpersonal relationships
Get down to business first

39
Q

Gender differences in communication

A
40
Q

Emotional Intelligence (EQ)

A

A person’s ability to:

  • perceive emotions in the self and others,
  • understand the meaning of these emotions, and
  • regulate his or her own emotions accordingly

Organizational Behaviour (7 decks)

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