Organisational Behaviour Emerging Knowledge Global

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

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.

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.

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.

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

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.

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.

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

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.

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

Openness to and respect for varied perspectives.
Empathetic engagement across cultures, promoting effective collaboration.
Ability to analyze complex global environments and adapt strategies accordingly.

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