Organisational Behaviour Emerging Knowledge Global

Chapter Overview

• Focus on how individuals perceive themselves and others in organizational settings.

• Key Learning Objectives:

  • LO 3.1: Elements of self-concept and their influence on behavior and wellbeing.

  • LO 3.2: The perceptual process and effects of categorical thinking.

  • LO 3.3: Influence of stereotyping and various perceptual effects.

  • LO 3.4: Strategies to improve perceptions in organizations.

  • LO 3.5: Features of a global mindset and its significance.

Self-Concept

Definition

• Self-concept refers to how individuals perceive themselves, which comprises their beliefs and evaluations about their identity.

Characteristics

• Complexity: Engaging in multiple roles leads to a more complex self-concept. High self-complexity protects self-esteem when facing role damage.

• Consistency: Compatibility among identities enhances wellbeing. Low consistency may cause internal conflict.

• Clarity: Well-defined self-concept aids decision-making and reduces stress. Clarity improves with age and consistent self-views.

Influence on Wellbeing and Behavior

• Psychological wellbeing correlates with self-concept complexity, consistency, and clarity.

• High clarity leads to improved performance and effective leadership capabilities.

• Low clarity increases vulnerability to external influences and stress.

The Perceptual Process

Overview

• Perception involves selecting, organizing, and interpreting sensory information to understand the environment.

• Categorical Thinking: Non-conscious organization of stimuli into predefined categories, influencing our assumptions and judgments about others.

Mental Models

• Knowledge structures that help interpret and predict experiences, shaping our expectations of the environment.

Stereotyping and Attribution

Stereotyping

• Assigning traits to individuals based on social category membership, often leading to biased perceptions.

• Confirmation Bias: Tendency to prioritize information supporting existing beliefs while ignoring contradictory evidence.

• Stereotype Threat: Anxiety arising from concern that one's behavior may confirm a negative stereotype, negatively affecting performance.

Attribution Theory

• Understanding behavior causation involves assessing internal (person-related) and external (situation-related) factors.

• Self-Serving Bias: Favoring interpretations that enhance one's self-perception, attributing successes to self and failures to external circumstances.

• Fundamental Attribution Error: Overemphasis on internal factors when evaluating others' behaviors while neglecting situational influences.

Self-Fulfilling Prophecy

• Expectations about a person can influence their actions, creating a feedback loop that reinforces perceptions.

Improving Perception in Organizations

Strategies

• Awareness of Biases: Recognizing biases enables more mindful interactions.

• Self-Awareness: Using tools like the Johari Window to increase feedback and understanding between individuals.

• Meaningful Interaction: Promoting group activities that foster cooperation enhances understanding and reduces reliance on stereotypes.

Global Mindset

Definition

• A global mindset allows individuals to understand and process information from diverse cultural contexts.

Features

• Openness to and respect for varied perspectives.

• Empathetic engagement across cultures, promoting effective collaboration.

• Ability to analyze complex global environments and adapt strategies accordingly.

Development

• Opportunities for cross-cultural training and direct immersion into diverse cultural settings can enhance a global mindset, benefiting organizations in a globalized economy.