Presentation of Perceptual Errors & Effect of it on Decision in Organisation

PREPARED BY SNEHAL JAMBHALE MFM 1

INDEX

Meaning

Of Perception Factors That Influence the Perceiver Factors that Influence the Target Perceptional Management Strategies Examples of Perception Errors of Perception How Perceptional Errors Affect Decision in Organisation.

MEANING OF PERCEPTION
Perception

is defined as the process by which individuals select, organize, and interpret the input from their senses to give meaning and order to the world around them.
Perception

means better describes one's ultimate experience of the world and typically involves further processing of sensory input.
Perception

means to better describes one's ultimate experience of the world and typically involves further processing of sensory input.

FACTORS THAT INFLUENCE THE PERCEIVER

Following are the factors that influence the perceiver:
Schema:

Organization and interpretation of information based on past experiences and knowledge.

Motivational

state: needs, values, and desires of a perceiver at the time of perception.

Mood:

emotions of the perceiver at the time of perception.

FACTORS THAT INFLUENCE THE TARGET

Following are the factors that influence the target:

Ambiguity:

a lack of clarity. If ambiguity increasing, the perceiver may find it harder to form an accurate perception. Social status: a persons real or perceived position in society or in an organization. Impression management: an attempt to control the perceptions or impressions of others. Targets are likely to use impression management tactics when interacting with perceivers who have power over them. Several impression management tactics include behavioral matching between the target of perception and the perceiver, self-promotion (presenting ones self in a positive light), conforming to situational norms, appreciating others, or being consistent.

PERCEPTIONAL MANAGEMENT STRATEGIES

There are nine strategies for perception management. These include: Preparation : Having clear goals and knowing the ideal position you want people to hold. Credibility : Make sure all of your information is consistent, often using prejudices or expectations to increase credibility. Multichannel support : Have multiple arguments and fabricated facts to reinforce your information. Centralized control : Employing entities such as propaganda ministries or bureaus. Security : The nature of the deception campaign is known by few.

PERCEPTIONAL MANAGEMENT STRATEGIES

Cont Flexibility : The deception campaign adapts and changes over time as needs change. Coordination : The organization or propaganda ministry is organized in a hierarchical pattern in order to maintain consistent and synchronized distribution of information. Concealment : Contradicting information is destroyed. Untruthful statements : Fabricate the truth.

EXAMPLES OF PERCEPTION

1) When we come to know that one of our friends father is a military man or retire Major we perceived that he must be very strict, disciplined, always wants to give order etc. Without knowing the person we interpret this. 2) In television when we see some advertisement of a product of a particular company we perceived that the product must be good as it is from the well known company & everyone liked it, then it must be good enough. Without knowing what exactly the product is we purchase it.

PERCEPTION ERRORS IN ORGANISATION

Perception Errors

Halo Effect

Primacy Effect

Regency Effect

False Consensu s Effect

Perceptua l Defence

Explanation:
1)

PERCEPTION ERRORS IN ORGANISATION

Halo Effect: Halo effect means when our general impression of a person is based on like one prominent characteristic, which dominates our perception of other characteristics of that person. E.g. a person is sometimes late so the manager forms a negative impression of the person and from then on sees everything the employee does negatively.

2)

Primacy effect: Our opinion of people is based on the first information we form about them . We evaluate the person based on our first impression of them, so if we had a good first impression we would view that person in a favorable light.

PERCEPTION ERRORS IN ORGANISATION

3) Regency

effect: When the most recent information dominates our perception of others. When a manager evaluates an employee's performance, the most recent performance dominates so if the last thing the employee did was sign a big contract with a supplier than the manger will have a very positive impression of the employee.
4)

False consensus effect: Where we overstate the extent to which others have beliefs and characteristics similar to our own. When we want to quit our job we think that a lot of other people are also thinking about quitting their job, like we think that "everyone does it or thinks so.

PERCEPTION ERRORS IN ORGANISATION

5) Perceptual defense: The tendency for people to protect themselves against ideas, objects, or situations that are threatening.

HOW PERCEPTUAL ERRORS EFFECTS DECISION MAKING IN AN ORGANISATION

1)

Person Perception in the Selection Interview: The

interview is a difficult setting in which to form accurate impressions about others. Interviewers often adopt "perceptual crutches that hinder accurate perception. For example, when applicants previously interviewed affect the interviewer's perception of a current candidate, we see the contrast effect. Previously interviewed job applicants affect an interviewers perception of a current applicant, leading to an exaggeration of differences between applicants. These effects can help or hinder a current interview, and can create false impressions of a candidate's qualifications.

HOW PERCEPTUAL ERRORS EFFECTS DECISION MAKING IN AN ORGANISATION CONT

2) Person Perception and Performance Appraisal : Organizations need to measure performance for decisions about pay raises, promotions, and training needs. This involves the use of objective and subjective measures of performance. 2)a) Objective and Subjective Measures : Objective

measures, such as attendance records and sales figures, can be used to measure performance. These are measures that do not involve a substantial degree of human judgment. At times, however, subjective measures such as rating scales and observers' opinions are also used to measure performance. However, observers are confronted by a number of perceptual roadblocks and rater errors.

HOW PERCEPTUAL ERRORS EFFECTS DECISION MAKING IN AN ORGANISATION CONT

2)b) Rater Errors : When subjective performance is

measured, several rater errors can occur. Leniency refers to the tendency to perceive the performance of ratees as especially good. Harshness is the tendency to perceive the performance of ratees as especially ineffective. Central tendency involves assigning most ratees to middle-range performance categories.