1. Understanding Social Perception and Managing Diversity
Chapter Four

2. 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.

3. 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

4. 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

5. 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.

6. 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

7. 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

8. 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

9. 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

10. 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

11. 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

12. 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.

13. 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

14. 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

15. 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.

16. 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

17. 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

18. 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

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

20. 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.

21. 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)

22. 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

23. 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

24. 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.

25. 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

26. 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

27. 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.

28. 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

29. 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.

30. 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.

31. 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

32. 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.

33. 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.

34. 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

35. 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

36. 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.

37. 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.

38. 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.

39. 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.

40. 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.