Beruflich Dokumente
Kultur Dokumente
on
Leadership, Perception,
Attitudes, Job Satisfaction,
Conflict & Frustration
8/22/2013
Term Paper
On
Leadership, Perception, Attitudes, J ob
Satisfaction, Conflict & Frustration
Submitted To:
Muhammad Mizanour Rahman
Assistant Professor,
Department of Accounting & Information Systems
Comilla University, Comilla
Submitted By:
Group-03
NO. NAME OF STUDENTS CLASS ID SIGNATURE
1 Priya Saha (Group Leader) 0906004
2 Takia Begum 0906014
3 Balai Chandra Das 0906022
4 Abu Azad 0906030
5 Shakuit Hossain 0906038
6 Mehedi Hassan 0906045
7 Nazia Rahman 0906053
Students of 3rd Year 2nd Semester, 4th Batch
Dept. of Accounting & Information Systems
Comilla University, Comllia
Letter of Transmittal
Date: 22th August, 2013
Muhammad Mizanour Rahman
Assistant Professor,
Department of Accounting & Information Systems,
Comilla University,
Comilla.
Subject: Request to accept the Report
Dear Sir,
It is a great pleasure for us to submit our report on Leadership, Perception,
Attitudes, Job Satisfaction, Conflict and Frustration. We have prepared this
paper as a partial fulfillment of the course Organization Behavior. We have
learnt a lot while preparing this paper. We hope that this will help us in our
future practical life.
In preparing this report, we have tried our level best and worked with most
sincerity to gather information and make it as well structured as possible. We
will be obliged, if you kindly accept this report. We are ready to make you clear
regarding any confusion or further clarification from this report.
Sincerely yours,
-----------------------------
Priya Saha
Group Leader,
On behalf of all members,
Department of Accounting & Information Systems.
Comilla University.
Acknowledgement
One of the most pleasant parts of submitting a Term Paper is
the opportunity to thank them who have contributed for it.
This acknowledgement is no exception.
We most sincerely express our thanks and gratitude to our
honorable course teacher Mohammad Mizanour Rahman for
giving us this opportunity to prepare this Report on
Leadership, Perception, Attitudes, Job Satisfaction,
Conflict and Frustration. Without the assist of dedicated
and cognizant teacher, a student cant be able to nourish
his/her caliber forlorn. A conversant teacher nurtures his
learners judiciously through rendering them his ultimate
excellence. So, we are truly grateful to our honorable course
teacher.
And finally, we would like to say that we have tried heart and
soul to prepare this report accurately. However there might be
some errors and mistake, so we seek your kind consideration
as we are in the process of learning.
Executive Summary
This report has prepared as a requirement of Organizational
Behavior course. The report interests have focused on
Leadership, Perception, Attitudes, Job Satisfaction,
Conflict and Frustration in organization, behavioral
decision making and the development of effective
interpersonal skill.
Here we have only used secondary sources of data. As
secondary sources of data we have collected many books,
journals and magazines & used to gather information in this
report. The report has analyzed the core concept leadership,
attitudes, job satisfaction, conflict & frustration.
The aim of the study is to provide a clear notion about the
concepts and models of leadership, attitudes, job satisfaction,
conflict & frustration. The ideas and skills learned from this
report help us to cope with every aspect of our lives and to
build better organization for a better society.
Content
1. Orientation Of The Study
1.1 Introduction
1.2 Objective of the study
1.3 Methodology
1.4 Scope of the study
1.5 Limitations of the study
2. Leadership
2.1 Meaning of Leadership
2.2 The Nature Of Leadership
2.3 Management And Leadership
2.4 Traits Of Effective Leaders
2.5 Leadership Behavior
2.6 Behavioral Approach Of Leadership Style
2.7 Leader Use Of Consideration And Structure
2.8 Contingencies Approaches To Leadership Style
2.9 A Good manager is not necessarily a good leader- Explain
2.10 Leaders are made, not born- Explain
2.11 Leadership is the Catalyst that transforms potential into
reality- Explain
2.12 All managers are leaders but not all leaders are managers
3. Perception
3.1 Meaning Of Perception
3.2 Nature Or Characteristics Of Perception
3.3 Factors That Influence Perception
3.4 Perception Process
3.5 Steps of Perception Analysis
3.6 Attribution Theory
4. Attitudes
4.1 Meaning Of Attitude
4.2 Main Components Of Attitude
4.3 Does Behavior Always Follow From Attitudes?
4.4 What are the major job attitudes?
4.5 Are These Job Attitudes Really All That Distinct?
5. Job Satisfactions
5.1 Meaning Job Satisfaction
5.2 Measuring Job Satisfaction
5.3 How Satins Feed Are People In Their Jobs
5.4 What Causes Job Satisfaction
5.5 The Impact Of Satisfied And Dissection Feed Employees On
The Work Place
5.6 Job Satisfaction And Job Performance
5.7 Job Satisfaction and Organizational Citizenship Behavior
(OCB)
5.8 Job Satisfaction And Customer Satisfaction
5.9 Job Satisfaction And Absenteeism
5.10 Job Satisfaction And Turnover
5.11 Job Satisfaction And Workplace Deviance
5.12 Managers Often Dont Get It
6. Conflicts
6.1 Meaning Of Conflict
6.2 The Traditional View of Conflict
6.3 The Human Relations View of Conflict
6.4 The Interactionism View Of Conflict
6.5 The Conflict Process
7. Frustration
7.1 Meaning Of Frustration
7.2 Causes Of Frustration
7.3 Nature Of Frustration
7.4 Means Of Removing Frustration
7.5 Difference Between The Motivated Behavior And
Frustrated Behavior
8. Conclusion
9.Bibiliography
1. Orientation Of The Study
1.1 Introduction
As a part of our course requirement we have to submit a Report. As we asked to
prepare a Report on Leadership, Attitudes, Job Satisfaction, Conflict &
Frustration we have work as a unit to make this report complete.
1.2 Objective Of the Study
The objective of the study is given below:
To understand nature, concept and approaches of leadership.
To understand nature of attitudes and job satisfaction.
To know the benefits of studying employee attitudes
To understand the concept of conflict and frustration arises in the organization.
1.3 Methodology
To make this report we only used secondary data. To provide relevant information we
focused on books and web information.
1.4 Scope of the study
Although there are some limitations, we enjoyed our study. We got all the information
from referred book as instruction of our course teacher. He also gave guide line to
make our effort perfect and convenient.
1.5 Limitations Of The Study
Although it has been tried on the level best to make this report based on complete
information available, there are some limitations that are inevitable. They are
following:
Practical knowledge is absent in this study which could have been much better
than the theoretical knowledge.
We were confined within the books.
2. Leadership
2.1 Meaning Of Leadership
Leadership is the process of influencing and supporting others to work enthusiastically
toward achieving objectives. It is the critical factor that helps an individual or a group
identify its goals and then motivates and assists in achieving the stated goals. The three
important elements in the definition are -
Without leadership, an organization would be only a confusion of people and machines, just
as an orchestra without a conductor would be only musicians and instruments. The orchestra
and all other organizations require leadership to develop their precious assets to the fullest.
2.2 The Nature Of Leadership
The nature of leadership the behaviors, roles, and skills that combine to form different
leadership styles. Behavioral approaches are descriptive, offering a variety of ways in which
the actions of leaders often differ (e.g., leaders can be positive or negative, autocratic or
participative, employee-oriented or task-oriented). Contingency approaches are more
analytical, encouraging managers to examine their situation and select a style which best fits
it. We conclude with a look at some of the newer ideas, such as substitutes for leadership, and
coaching.
2.3 Management And Leadership
Leadership is an important part of management, but it is not the whole story. The
primary role of a leader is to influence others to voluntarily seek defined objectives
(preferably with enthusiasm). Managers also plan activities, organize appropriate
structures, and control resources.
Managers hold formal positions, whereas anyone can use his or her informal influence
while acting as a leader.
Managers achieve results by directing the activities of others, whereas leaders create a
vision and inspire others to achieve this vision and to stretch themselves beyond their
normal capabilities.
Influenc
e/Suppo
rt
Voluntar
y Effort
Goal
Achieve
ment
Leade
rship
Because there is a difference between management and leadership, strong leaders may be
weak managers if poor planning causes their group to move in the wrong direction.
2.4 Traits Of Effective Leaders
Early research tried to identify the traits- physical, intellectual, or a personality
characteristics- that different between leaders and non-leaders or between successful and
unsuccessful leaders. Many cognitive and psychological factors, such as intelligence,
ambition, and aggressiveness, were studied. Other researchers examined physical
characteristics, such as height, body size and shape, and personal attractiveness. The current
research on leadership traits suggests that some factors do help differentiate leaders from
non-leaders. The most important (primary) traits are a high level of personal drive, the desire
to lead, personal integrity, and self-confidence. Cognitive (analytical) ability business
knowledge, charisma, creativity, flexibility, and personal warmth are also frequently desired
but are often seen as secondary in their importance.
2.5 Leadership Behavior
The three broad types of skills leaders use are technical, human, and conceptual. Although
these skills are interrelated in practice, they can be considered separately.
1. Technical skill refers to a persons knowledge of and ability in any type of process or
technique. Technical skill is the distinguishing feature of job performance at the
operating and professional levels, but as employees are promoted to leadership
responsibilities, their technical skills become proportionately less important.
Primary traits
Honesty and integrity
Personal drive and energy
Desire to lead
Self-confidence
Secondary traits
Cognitive ability
Charisma
Flexibility and adaptiveness
Positive activity (warmth)
Creativity and originality
Knowledge of business
Variation in the use of leadership skill at different organization level
100
50
0
Supervisor Middle management Top management
2. Human skill is the ability to work effectively with people and to build teamwork. It
involves a wide range of behaviors- energizing individuals, giving feedback,
coaching, care-giving, demonstrating empathy and sensitivity, and showing
compassion and support for people who need it. It is a major part of leadership
behavior. Lack of human skills has been the downfall of many managers and CEOs.
3. Conceptual skill is the ability to think in terms of models, frameworks, and broad
relationships, such as long-range plans. It becomes increasingly important in higher
managerial jobs. Conceptual skill deals with ideas, whereas human skill concern
people and technical skill involves things.
2.6 Behavioral Approach Of Leadership Style
1. Positive leaders: when the approach emphasizes rewards economic or otherwise
positive leader uses positive leadership. Better employee education, greater for
independence, and other factors have made satisfactory employee motivation
more dependent on positive leadership.
rewards
motivation
independence
Conceptual skill
Human skill
Technical skill
Lea
der
E
E
E
2. Negative leadership: If emphasis is placed on threats, fear, harshness, and
penalties, the leader is applying negative leadership. This approach can get
acceptable short term performance in many situations, but it has high human costs.
Negative leaders act domineering and superior with people.
Threats
Fear
Penalties
3. Autocratic leaders: The way in which a leader centralizes power and makes
decision in themselves. They structure the complete work situation for their
employees, who are expected to do what they are told and not think for
themselves. Autocratic leadership typically is negative, but it can appear to be
positive.
Centralizes Power
Makes Decision
4. Consultative leader: The way in which a leader approach one or more employees
and ask them for inputs prior to making decision. This leader may then choose to
use or ignore the information advice received.
Ask Employee before Decision Making Consider the Advice
Lea
der
E
E
E
Lea
der
E
E
E
E
E E
Lea
der
5. Participative leader: The way in which the leader decentralizes the authority.
Participative decision is not unilateral, as with the autocrat because they inputs
from followers and participation by them. The leader and group is acting as a
social unit.
Decentralize the authority
Work as a Social Unit
2.7 Leader Use Of Consideration And Structure
Two different leadership styles with employees are consideration and structure, also known
as employee oriented and task oriented.
Considerate leader: considerate leader is concerned about the human needs of their
employees. They try to build team work, provide psychological support, and help employees
with their personal problems.
Structured leader: structured leader believes that he gets results by keeping people
constantly busy, ignoring personal issues and emotions, and urging them to produce.
Considerate leader
No Yes
Yes No
Structured leader
No Yes
Yes No
keeping constantly
busy
provide psychological
support
help employees with
their personal
problems
urging them to
produce
Lea
der
E
E
E
E
Black and Moutons Managerial Grid
A popular framework for thinking about a leaders task versus person orientation was
developed by Robert Blake and Jane Mouton in the early 1960s. Called the Managerial Grid,
or Leadership Grid, it plots the degree of task-centeredness versus person-centeredness and
identifies five combinations as distinct leadership styles.
Understanding the Model, the Managerial Grid is based on two behavioral dimensions:
High Concern for People High Concern for People
Low Concern for Production High Concern for Production
Middle Concern for People
Middle Concern for Production
Low Concern for People Low Concern for People
Low Concern for Production High Concern for Production
9.1 Authoritarian - compliance
leadership
People in this category believe that
employees are simply a means to an end.
Employee needs are always secondary to
the need for efficient and productive
workplaces. This type of leader is very
autocratic, has strict work rules, policies.
5.5 Middle-of-the-Road Leadership
This style seems to be a balance of the
two competing concerns. It may at first
appear to be an ideal compromise.
Therein lies the problem, though: When
you compromise, you necessarily give
away a bit of each concern so that neither
production nor people needs are fully met.
9.9 Team Leadership
This is the pinnacle of managerial
style. These leaders stress
production needs and the needs of
the people equally highly. The
premise here is that employees are
involved in understanding
organizational purpose and
determining production needs.
1.1 Impoverished Leadership
This leader is mostly ineffective.
He/she has neither a high regard for
creating systems for getting the job
done, nor for creating a work
environment that is satisfying and
motivating. The result is a place of
disorganization, dissatisfaction and
disharmony.
1.9 Country Club Leadership
This style of leader is most
concerned about the needs and
feelings of members of his/her
team. These people operate under
the assumption that as long as team
members are happy and secure then
they will work hard.
2.8 Contingencies Approaches To Leadership Style
The positive, participative, considerate leadership style is not always the best style. There are
some exceptions. A number of models have developed that explain these exceptions and they
are called contingencies approaches. These models state the most appropriate style of
leadership depends upon an analysis of the nature of the situation facing the leader. Here
briefly explain Fiedlers Contingencies Theory, Hersey & Blanchard's Approach and
Path-Goal Model.
Fiedlers Contingency Theory
Fiedlers Contingency Theory shows the relationship between the leaders orientation style
and group performance under differing situational conditions. The theory is based on
determining the following aspects.
There is no single leadership style that is effective in all situations. Rather, certain leadership
styles are better suited for some situations than for others. Fiedler found that the effectiveness
of the leader is Contingent upon the orientation of the leader and the favorableness of the
situation.
Fiedlers
Contingency
Theory
Leader-member relations is the degree of
cofidence, tust & respect member have in
their leadre
Task Structure is the degree to wich the job
assignment are procedurized.
Position Power is the degree of influence a
leader has over power variables such as
hiring,firing,discilpline etc.
Leader
Orientation
Relationship Orientated- high LPC leaders are
more concerned with personal relations, more
sensitive to the feelings of others, and better off at
heading off conflict & use their good relations
with the group
Task Orientated- low LPC leaders are more
concerned with the task, and less dependent on
group support. They quickly organize the job and
have a no-nonsense attitude about getting the
work done.
Hersey And Blanchard's Approach
Hersey and Blanchard (1999) and other books suggest leaders should adapt their style to
follower development style (or 'maturity'), based on how ready and willing the follower is to
perform required tasks (that is, their competence and motivation). It is simple and easy to
understand, which makes it particularly attractive for practicing managers who do not want
to get into heavier material.
There are four leadership styles (S1 to S4) that match the development levels (R1 to R2) of
the followers.
The four styles suggest that leaders should put greater or less focus on the task in question
and/or the relationship between the leader and the follower, depending on the development
level of the follower. Hersey and Blanchards Situational Leadership Model is given below
Leadership style in response to
follower development level
Follower development level
Low High
R4 R3 R2 R1
Task / directive behavior
Low High
Relationship/
supportive
behavior
High
Low
S3
Partici
pating
S2
Selling
S4
Delegat
ing
S1
Telling
S1: Telling / Directing copy
Follower: R1: Low competence, low commitment / Unable and unwilling or insecure
Leader: High task focus, low relationship focus
S2: Selling / Coaching
Follower: R2: Some competence, variable commitment / Unable but willing or motivated
Leader: High task focus, high relationship focus
.
S3: Participating / Supporting
Follower: R3: High competence, variable commitment / Able but unwilling or insecure
Leader: Low task focus, high relationship focus
S4: Delegating / Observing
Follower: R4: High competence, high commitment / Able and willing or motivated
Leader: Low task focus, low relationship focus
Path-Goal Model of Leadership
1. Path-goal theory was initially developed by Robert House to explain workplace
leadership. It states that the leaders job is to use structure, support and rewards to create a
work environment that helps employees to reach the organization goals. The theory builds
heavily on two theories of work motivation: goal setting and expectancy theory.
2. Goal-setting theory suggests that an effective way to motivate people is to set challenging
but realistic goals and to offer rewards for goal accomplishment.
3. Expectancy theory explains why people work hard to attain work goals. People will
engage in behaviors that lead to goal attainment if they believe that goal attainment leads to
something they value (e.g., increase in pay, status, promotion)
Path-Goal Theory suggests that it is leaders job to assist followers in attaining their goals
and to provide the necessary direction and support ensure that their goals are compatible with
the overall objectives of the group or organization.
Leader Behavior
i.Directive ii. Achievement
Oriented
iii.Participating iv. Supportive
Outcomes
i.Performanc
e
ii.Satisfactio
n
Environment
Contingency Factors
i.Task Structure
ii.Formal Authority
System
iii.Work Group
Personal
Characteristics
i.Factors of control
ii.Experience
iii.Percieived Task
Ability
4. The Process of PathGoal Theory
5. Leadership Styles
Path-goal theory is a contingency theory, proposing that effective leadership is contingent on
the leader's adopting a particular style of behavior to match the needs to the subordinate and
the situation in which the subordinate is working. The theory identifies four main types of
leadership behaviors, each of which can help subordinates attain their goals.
Path-Goal theory
Leadership Style/Situational Factors
Leadership Style Subordinate Environment
Directive - Want to authority leadership
- External locus of control
- Low ability
- Complex or ambiguous task
- Strong formal authority
- Good work group
Supportive - Do not want authority leadership
- Internal locus of control
- High ability
- Simple or structured task
- Weak formal authority
- No good work group
Participative - Want to be involved
- Internal locus of control
- High ability
- Complex or ambiguous task
-Strong or weak formal
authority
- Good or No good work group
Achievement-Oriented - Want to authority leadership
- External locus of control
- High ability
- Simple or structured task
- Strong formal authority
- Good or no good work group
One implication of this approach is that leaders need to adopt multiple leadership styles and
be able to tailor these styles to the characteristics of the subordinate and the situation.
Because of the emphasis on the role of leaders' behaviors rather than their traits, the theory
has many applications for leadership training programs.
Leader identifiese
employee's needs
Appropriate goals
are established
leaders connects
rewards with
goals
leader provides
assistance on
employee path
toward goal
employee become
satisfied and
motivated and
accept the leader
effective
performance
occurs
both employee
&organozation
are better able to
reach their goal
2.10 Leaders are made, not born- Explain
Leader is the person who influences the behavior and work of others toward the achievement
of organizational goal. On other hand, leadership is the art or process of influencing people so
that they will strive willingly and excitedly toward the achievement of group goals.
Leaders are not born but made it is a matter of argument. Some people believe that leaders
are made and some people believe that leader are born. By evaluating the qualities of leader,
we consider the statement. But this sentence Leader is born defeated the whole cause of
creating a leadership quality in masses. If leaders are born then what is the need of education,
institution and knowledge.
To be an effective leader, the following qualities should be possessed by a leader:
On the above mentionable qualities, some acquire by born and some acquire through learning
and experience. The qualities acquire leader through by born is not enough to lead the
followers.
That is why leader should acquire qualities through learning, experience, training, or other
effort.
on that reason, it can be said that Leaders are not born but made.
Characteristics
Initiative
Flexible
A good
communic
ator
Respectful
Well
Educated
Evaluativ
e
Consistent
2.11 Leadership is the Catalyst that transforms potential into
reality- Explain
Leadership is a process that can lead to extraordinary performance and intolerable human
effects. It is the formal art that influences others to work enthusiastically and give all
supportive direction in achieving the stated goals. Leadership is the catalyst that
transforms potential into reality. Without leadership, an organization would be only a
confusion of people and machines
According to Weichrich and Koontz
Transformational leader articulate vision, inspires, and motivates followers and creates a
climate favorable for organizational change
Leadership transforms potentiality into reality by following actions:
Develop a clear and appealing vision.
Develop a strategy for attracting vision.
Articulate and promote the vision.
Act confidently and be optimistic.
Express confidence in followers.
Leader transforms potentiality into reality
Transform potential into
reality.
Transactional
Leader
New expected
achievement by
motivation
Present condition of
expected
subordinate
Highly general
expected
achievement
General expected
achievement by
subordinate
2.12 All managers are leaders but not all leaders are
managers
Leadership doesnt require any managerial position to act as a leader On the other hand ,
a manager can be a true only if he has got the traits of leader in him. The differences
between manager and leader would be resolved this opinion.
By discussing the above mentioned differences we can easily comment that all managers are
leaders, but all leaders are not managers.
Manager Leader
Managers plan activities, organize
appropriate structures, and control
resources.
The primary role of a leader is to influence
others to voluntarily seek defined objectives.
Managers hold formal positions Anyone can use his or her informal influence
while acting as a leader.
Manager achieve results by directing the
activities of others
leaders create vision and inspire others to
achieve this vision and to stretch
themselves beyond their normal capabilities
By virtue of his position, manager has to
provide leadership to his group.
A person can be a leader by virtue of
qualities in him.
A manager has to perform all five
functions to achieve goals, i.e. Planning,
Organizing, Staffing, Directing controlling.
Leadership is a part of these functions.
Manager has got formal rights in an
organization because of his status.
Rights are not available to a leader.
It is more stable. Leadership is temporary.
All mangers are leaders. All leaders are not managers.
Manager is accountable for self and
subordinates behavior and performance.
Leaders have not well-defined
accountability.
3. Perception
3.1 Meaning Of Perception
Perception is a process by which individuals organize and interpret their sensory impression
in order to give meaning to their environment.
According to R.W. Griffin-
Perception is the set of process by which an individual becomes aware of as interprets
information about the environment.
According to Keith Davis-
Perception means individuals own view of world.
From the following definitions, the perception consists of following characteristics:-
It is a kind of action
Perception is selective
Meaningful
Presentative
Experienced knowledge
At that we can say that perception refers to the way the world looks, sound, feels, tastes or
smells.
3.2 Nature Or Characteristics Of Perception
Generally, people used to make decision through perception. Right perception is the pre-
condition of a right decision. Perception is all about to see, to feel, to analyze, and to make
decision. The characteristics of perception show by the graph:
Perception is a kind of action
Perception is selective
Meaningful
Representative and re-presentation
Learning based
Well organized
Mixing process
Experienced Knowledge
Habit oriental
Adjustable
Feelings
Distance
Stability
Analysis
3.3 Factors That Influence Perception
It is very difficult to explain that individuals may look at the same thing yet perceive. A
number of factors operate to shape and something distant perception. These factors can reside
in the perceiver in the object or target being perceived or in the context of the situation in
which the perception is made.
3.4 Perception Process
Perception is the experienced view of a particular person regarding any subject or activities.
Perception is the accumulation of consisting activities. For maintaining the overall
consistency, perception activities are expressed by a process.
1. Observation
Observation is the first stage of perception. Individual acquire collects information, news,
or elements by observing their surroundings. We see, smell, touch, and say through eyes,
ear, nose, and hands etc.
2. Selection
It is the second stage of perception. People cannot think or discuss or research the entire
element which they observed. People think and research those things which are needed
according to their demand, merits and demerits, capacity, interest, attraction etc.
3. Organization
Selected elements are being classified, executed and organized in that process. Scattered
elements are shaped by the organization.
4. Details explanations
The fourth stage of perception process is detailed explanation of collected and received
information.
5. Reaction
The last stage of perception process where reaction being expressed. Reaction of a person
creates after observing situations. When people observe negativity then they feel sorry
and when observe positivity then they become joyful. Having seen that, reaction of a
person can be negative or positive after perception.
Finally, perception process becomes completed step by step by applying above elements of
perception.
Perception
Factors in the
perceive
Attitude,Motives
Interests ,Experience,
Expectations
Factors in the target
Novely Motion
sounds,Size
Background,
Proximity,
Similarity
Factors in the
situation
Time,
work setting,
Social setting
3.5 Steps of Perception Analysis
Steps of perception analysis are given below:
1. Discrimination: Discrimination is the first step of perception analysis. Sensations are
separated by discrimination. Thus, perception becomes complete.
2. Assimilation: In this stage, similarities are being created in the present sensation and
past sensation. Fruitful analysis is possible if the assimilation is pure or clean.
Situation
Knowledgeable sense,
Philosophy, hearing, touch, smell
External
Factors
Intensity, size,
Internal Factor
motives,
education &
personality
Field of
shape
Perception
team
Continuousne
ss
Relatedness
Perception concept
result of primary
concept