Understanding Social Perception and Managing Diversity Chapter Four

After reading the material in this chapter, you should be able to: LO4.1 Describe perception in terms of the social information processing model. LO4.2 Explain seven managerial implications of social perception. LO4.3 Explain, according to Kelley’s model, how external and internal causal attributions are formulated. LO4.1 Describe perception in terms of the social information processing model. LO4.2 Explain seven managerial implications of social perception. LO4.3 Explain, according to Kelley’s model, how external and internal causal attributions are formulated.

After reading the material in this chapter, you should be able to: LO4.4 Demonstrate your familiarity with the demographic trends that are creating an increasingly diverse workforce. LO4.5 Identify the barriers and challenges to managing diversity. LO4.6 Discuss organizational practices used to manage diversity LO4.4 Demonstrate your familiarity with the demographic trends that are creating an increasingly diverse workforce. LO4.5 Identify the barriers and challenges to managing diversity. LO4.6 Discuss organizational practices used to manage diversity

A Social Information Processing Model of Perception cognitive process that enables us to interpret and understand our surroundings Perception is a cognitive process that enables us to interpret and understand our surroundings

Social Perception: A Social Information Processing Model Figure 4–1 illustrates a basic social information processing model. Three of the stages in this model—selective attention/comprehension, encoding and simplification, and storage and retention—describe how specific social information is observed and stored in memory. The fourth and final stage, retrieval and response, involves turning mental representations into real-world judgments and decisions.

Stage 1: Selective Attention/Comprehension Process of becoming consciously aware of something or someone People pay attention to salient stimuli Salient something that stands out from context Attention Process of becoming consciously aware of something or someone People pay attention to salient stimuli Salient something that stands out from context

Question? Beverly has $11,000 for investment. She speaks with various friends and neighbors to find out what stocks they have invested in. Beverly can be described as being on which stage of the social information processing model? Selective attention; comprehension Encoding Simplification Storage and Retention The correct answer is “A” – selective attention AACSB:  Group-individual dynamics; Multicultural-diversity Bloom's Taxonomy:  Application Difficulty:  Hard Page:  85  

Stage 2: Encoding and Simplification Schema Represents a person’s mental picture or summary of a particular event or type of stimulus Schema Represents a person’s mental picture or summary of a particular event or type of stimulus

Stage 2: Encoding and Simplification Stereotype An individual’s set of beliefs about the characteristics or attributes of a group Not always negative May or may not be accurate Stereotypes Can lead to poor decisions Can create barriers for older individuals, people of color, and people with disabilities Can undermine loyalty and job satisfaction

Stereotyping Process Categorize people into groups according to various criteria Infer that all people within a category possess the same traits Form expectations of others and interpret their behavior according to our stereotypes Categorize people into groups according to various criteria Infer that all people within a category possess the same traits Form expectations of others and interpret their behavior according to our stereotypes

Stereotyping Process Stereotypes are maintained by: Overestimating the frequency of stereotypic behavior exhibited by others Incorrectly explaining expected and unexpected behaviors Differentiating minority individuals from oneself Stereotypes are maintained by: Overestimating the frequency of stereotypic behavior exhibited by others Incorrectly explaining expected and unexpected behaviors Differentiating minority individuals from oneself

Commonly Found Perceptual Errors Table 4-1 Table 4–1 describes five common perceptual errors that influence our judgments about others. Because these perceptual errors often distort the evaluation of job applicants and of employee performance, managers need to guard against them.

Stage 3: Storage and Retention Event memory information about both specific and general events Semantic memory general knowledge about the world, mental dictionary of concepts Person memory information about a single individual or groups of people Event memory information about both specific and general events Semantic memory general knowledge about the world, mental dictionary of concepts Person memory information about a single individual or groups of people

Stage 4: Retrieval and Response Decisions are based on: The process of drawing on, interpreting, and integrating categorical information stored in long-term memory Retrieving a summary judgment that was already made

Managerial Implications: Hiring Interviewers make hiring decisions based on their impression of how an applicant fits the perceived requirements of a job and on the basis of implicit cognition Implicit cognition represents any thoughts or beliefs that are automatically activated from memory without our conscious awareness. Interviewers make hiring decisions based on their impression of how an applicant fits the perceived requirements of a job and on the basis of implicit cognition Implicit cognition represents any thoughts or beliefs that are automatically activated from memory without our conscious awareness.

Managerial Implications: Performance Appraisal Important for managers to accurately identify the behavioral characteristics and results indicative of good performance Characteristics serve as the benchmarks for evaluating employee performance Important for managers to accurately identify the behavioral characteristics and results indicative of good performance Characteristics serve as the benchmarks for evaluating employee performance

Managerial Implications: Leadership Good leaders exhibit the following behaviors: Assigning specific tasks to group members Telling others they had done well Setting specific goals for the group Good leaders exhibit the following behaviors: Letting other group members make decisions Trying to get the group to work as a team Maintaining definite standards of performance

Question? Which of these is (are) managerial implication(s) of perception? Interviewers with racist and sexist schemata can undermine the accuracy and legality of hiring decisions. Faulty schemata about what constitutes good versus poor performance can lead to inaccurate performance appraisal, which can erode work motivation, commitment, and loyalty. Research demonstrates that employees' evaluations of leader effectiveness are influenced strongly by their schemata of good and poor leaders. All of these. The correct answer is “D”. AACSB:  Group-individual dynamics; Multicultural-diversity Bloom's Taxonomy:  Comprehension Difficulty:  Hard Page:  91-92

Causal Attributions Causal Attributions suspected or inferred causes of behavior Causal Attributions suspected or inferred causes of behavior

Performance Charts Figure 4–2 presents performance charts showing low versus high consensus, distinctiveness, and consistency. These charts are used to help develop a working knowledge of all three dimensions in Kelley’s model.

Kelley’s Model of Attribution Behavior can be attributed either to: Internal factors within a person (such as ability) or to: External behavior within the environment (such as a difficult task) Behavior can be attributed either to: Internal factors within a person (such as ability) or to: External behavior within the environment (such as a difficult task)

Kelley’s Model of Attribution Consensus involves a comparison of an individual’s behavior with that of his peers. Distinctiveness involves comparing a person’s behavior on one task with the behavior from other tasks. Consistency determined by judging if the individual’s performance on a given task is consistent over time. Consensus involves a comparison of an individual’s behavior with that of his peers. Distinctiveness involves comparing a person’s behavior on one task with the behavior from other tasks. Consistency determined by judging if the individual’s performance on a given task is consistent over time. Consensus relates to other people Distinctiveness relates to other tasks Consistency relates to time

Question? Francesca has had stable performance and high quality from one task to another. This refers to: Low consensus. High distinctiveness. High consensus Low distinctiveness. The correct answer is “D” – low distinctiveness AACSB:  Group-individual dynamics; Multicultural-diversity Bloom's Taxonomy:  Application Difficulty:  Hard Page:  93

Attributional Tendencies Fundamental attribution bias Reflects one’s tendency to attribute another person’s behavior to his or her personal characteristics, as opposed to situational factors. Self-serving bias Represents one’s tendency to take more personal responsibility for success than for failure. Fundamental attribution bias Reflects one’s tendency to attribute another person’s behavior to his or her personal characteristics, as opposed to situational factors. Self-serving bias Represents one’s tendency to take more personal responsibility for success than for failure.

Managerial Implications Managers tend to disproportionately attribute behavior to internal causes An employee’s attributions for his own performance have dramatic effects on subsequent motivation, performance, and self-esteem Managers tend to disproportionately attribute behavior to internal causes An employee’s attributions for his own performance have dramatic effects on subsequent motivation, performance, and self-esteem Attributional biases may lead to inappropriate managerial actions

Defining and Managing Diversity represents the multitude of individual differences and similarities that exist among people Diversity represents the multitude of individual differences and similarities that exist among people

Four Layers of Diversity Lee Gardenswartz and Anita Rowe, a team of diversity experts, identified four layers of diversity to help distinguish the important ways in which people differ. Taken together, these layers define your personal identity and influence how each of us sees the world.

Defining and Managing Diversity Affirmative action an artificial intervention aimed at giving management a chance to correct an imbalance, an injustice, a mistake, or outright discrimination that occurred in the past. Managing diversity Enables people to perform up to their maximum potential Affirmative action an artificial intervention aimed at giving management a chance to correct an imbalance, an injustice, a mistake, or outright discrimination that occurred in the past. Managing diversity Enables people to perform up to their maximum potential

Increasing Diversity in the Workforce: Demographic Trends 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 This section explores the managerial implications of four demographic-based characteristics of the workforce: (1) women navigate a labyrinth after breaking the glass ceiling, (2) racial groups are encountering a glass ceiling and perceived discrimination, (3) there is a mismatch between workers’ educational attainment and occupational requirements, and (4) generational differences in an aging workforce.

Increasing Diversity in the Workforce Glass ceiling represents an absolute barrier or solid roadblock that prevented women from advancing to higher level positions. Glass ceiling represents an absolute barrier or solid roadblock that prevented women from advancing to higher level positions.

Generational Differences Table 4-2 Table 4–2 presents a summary of generational differences that exist across commonly labeled groups of people: Traditionalists, Baby Boomers, Gen Xers, Millennials also knows as Gen Ys, and the forthcoming Gen 2020 group

Ways Organizations Can Motivate and Retain an Aging Workforce Provide challenging work assignments that make a difference to the firm. Give the employee considerable autonomy and latitude in completing a task. Provide equal access to training and learning opportunities when it comes to new technology. Provide challenging work assignments that make a difference to the firm. Give the employee considerable autonomy and latitude in completing a task. Provide equal access to training and learning opportunities when it comes to new technology.

Ways Organizations Can Motivate and Retain an Aging Workforce Provide frequent recognition for skills, experience, and wisdom gained over the years. Provide mentoring opportunities whereby older workers can pass on accumulated knowledge to younger employees. Ensure that older workers receive sensitive, high-quality supervision. Design a work environment that is both stimulating and fun. Provide frequent recognition for skills, experience, and wisdom gained over the years. Provide mentoring opportunities whereby older workers can pass on accumulated knowledge to younger employees. Ensure that older workers receive sensitive, high-quality supervision. Design a work environment that is both stimulating and fun.

Barriers and Challenges to Managing Diversity Inaccurate stereotypes and prejudice Ethnocentrism Poor career planning An unsupportive and hostile working environment for diverse employees Lack of political savvy on the part of diverse employees Inaccurate stereotypes and prejudice Ethnocentrism Poor career planning An unsupportive and hostile working environment for diverse employees Lack of political savvy on the part of diverse employees

Barriers and Challenges to Managing Diversity Difficulty in balancing career and family issues Fears of reverse discrimination Diversity is not seen as an organizational priority The need to revamp the organization’s performance appraisal and reward system Resistance to change Difficulty in balancing career and family issues Fears of reverse discrimination Diversity is not seen as an organizational priority The need to revamp the organization’s performance appraisal and reward system Resistance to change

Question? Jacques, a French national, is the CEO of French Global Empire with significant operations in Japan and the United States. Jacques recently announced that all employees of the company, no matter which part of the world they may be in, must learn French and communicate in French only. Which challenge to diversity does this represent? Cultural flexibility Polychronic time Cultural relativism Ethnocentrism The correct answer is “D” – ethnocentrism. See slide 4-34.

Organizational Practices Used to Effectively Manage Diversity Option 1: Include/Exclude Option 2: Deny Option 3: Assimilate Option 4: Suppress Option 1: Include/Exclude This choice is an outgrowth of affirmative-action programs. Its primary goal is to either increase or decrease the number of diverse people at all levels of the organization. Option 2: Deny People using this option deny that differences exist. Denial may manifest itself in proclamations that all decisions are color, gender, and age blind and that success is solely determined by merit and performance Option 3: Assimilate The basic premise behind this alternative is that all diverse people will learn to fit in or become like the dominant group. It only takes time and reinforcement for people to see the light. Option 4: Suppress Differences are squelched or discouraged when using this approach. This can be done by telling or reinforcing others to quit whining and complaining about issues.

Organizational Practices Used to Effectively Manage Diversity (cont.) Option 5: Isolate Option 6: Tolerate Option 7: Build Relationships Option 8: Foster Mutual Adaptation Option 5: Isolate This option maintains the current way of doing things by setting the diverse person off to the side. In this way the individual is unable to influence organizational change. Option 6: Tolerate Toleration entails acknowledging differences but not valuing or accepting them. It represents a live-and-let-live approach that superficially allows organizations to give lip service to the issue of managing diversity Option 7: Build Relationships This approach is based on the premise that good relationships can overcome differences. It addresses diversity by fostering quality relationships—characterized by acceptance and understanding—among diverse groups. Option 8: Foster Mutual Adaptation In this option, people are willing to adapt or change their views for the sake of creating positive relationships with others. This implies that employees and management alike must be willing to accept differences, and most important, agree that everyone and everything is open for change.

Question? A group of minority employees complained about alleged discriminatory practices to their manager. She told them to quit whining and get back to work. This is the use of _________ to manage diversity. Denial Suppression Isolation Building relationships The correct answer is “B” – suppression. See slide 4-36.

Video Case: Andre Thornton What attributes or experiences help Andre Thornton in being successful at GPI? In what ways can Thornton serve as an example for all minority individuals? Does GPI’s size help or hinder them in serving the needs of their clients? Can you draw correlations between sports and business? What are they? Thornton's experiences as a professional athlete as well as a successful restaurant chain manager have helped him in his success at GPI. Thornton has “persevered” in a very tough industry. GPI’s size helps them - they can be more flexible and customize products and services for their clients easier than larger firms. Business and sports are both competitive requiring coordination of effort among team members to be successful.