SlideShare a Scribd company logo
1 of 28
Meaning
Definition
Factors influencing
Theories
Perceptual Errors
ORIGIN OF PERCEPTION
BY. Dr. Debajani Palai, Faculty IMIT
 Perception has been derived from the Latin word
“Perceptio”, means receiving or act of perceiving.
 It is the systematic process by which individuals
organize, select & interpret things, people & situation.
MEANING
 Perception is a psychological process by which we view
the world around us.
 It adds meaning to information gathered through our
senses of touch, smell, hear, vision & taste.
 It is the primary vehicle through which we come to
understand our surroundings & ourselves.
People differ in their perception &
therefore, different people view
the same world differently.
DEFINITION
 According to Robbins perception can be defined as a
process by which individuals select, organize &
interpret their sensory impression in order to give
meaning to their environment.
 In simple sense it can be defined as the way by
which an individual view the reality.
 so people’s behavior is influenced by their
perception of reality rather than the actual reality.
PARTICIPANTS OF PERCEPTION
 Perception activity is based upon 3 important aspects –
perceiver, target & situation.
 Perceiver – is a person who perceives & puts idea on
the basis of perception. Personal characteristics
( attitude, mood, motive, interest, self concept etc. ) of
the perceiver influences the perception process.
 Target – can be a person or object whom / which
perceiver has to perceive.
 Situation – back-ground where the perceiver perceives
the target. The same situation influences differently to
different persons.
PERCEPTUAL PROCESS
INPUT PERCEPTUAL
MECHANISM
OUTPUT BEHAVIOR
Information
Objects
Events
People
Over all
environment
Received inputs are
processed through the
sub-processes of –
Selection
Organization &
Interpretation .
Drawing meaning from
the organized objects or
events.
Feelings
Attitudes
Opinions
Beliefs etc.
The perceiver’s
behavior generates
responses depending
upon the situation &
these responses in
turn give rise to a
new set of inputs.
FACTORS INFLUENCING
PERCEPTION
INTERNAL FACTORS –
need & desire, personality, experience & expectation.
EXTERNAL FACTORS -
Contrast, size, repetition, intensity, & status.
INTERNAL FACTORS
 NEED & DESIRE – On the basis of different levels of
needs & desires people perceive the same situation
differently.
 Example – People with a strong need for security often
find faults with others.
 Similarly, a sociable person tends to see others as warm
& friendly.
PERSONALITY
 TT
EXPERIENCE
 Experience & knowledge have great influence on
perception.
 Successful experiences enhance perceptual ability &
lead to accuracy in perception.
 Example – Hard effort never goes unrewarded.
EXPECTATION
 It affects what a person perceives.
 Expectations are related with the state of anticipation
of a particular behavior from a person .
 For example – All lawyers are layers.
EXTERNAL FACTORS
CONTRAST STIMULUS
 It demands attention of all. Because it is always eye-
catching.
 It states that external stimuli which stand against the
background, or which is unique or different from
others.
 For example – A bold letter in a sentence, a dark color
among light colors etc.
SIZE
 Size is a characteristic which may affect the perceptual
selectivity by affecting the attraction of the perceiver.
 Generally, bigger is the size of perceived stimulus,
higher is the probability that it attracts the attention of
the perceiver.
 For example – elephant, circle, tree etc.
For example
REPETITION
 A repeated stimulus is more attention – getting than
the single.
 It increases people’s sensitivity or alertness to the
stimulus.
 For example – advertisements.
INTENSITY
 It tends to increase the chances of perpetual
(continuous ) select.
 For example – strong smell, loud noise etc.
STATUS
 The status of the perceiver influences perception.
 For example – people sometimes give value to luxury.
BARRIERS TO PERCEPTION
 Selective perception
 Stereotype
 Halo effect
 First impression error
 Projection
 Self fulfilling.
 Pre-occupied
SELECTIVE PERCEPTION
 It is the tendency to choose information that supports
our view point & ignore information that makes us feel
uncomfortable.
 For example – excuses, explanation,
protective/defensive statements etc.
STEREOTYPE PERCEPTION
 It is a generalization about a group of people.
 Here perceiver perceives the target on the basis of the
group from which he/she belongs.
 For example, boys are hard workers.
 Girls do not prefer to take risk.
 Attractiveness is a powerful stereotype. We assume that
they are very kind, humble, sensitive & sociable.
Cont.
HALO EFFECT
 Here the perceiver perceives the person on the basis of
a single trait such as – intelligence, smart, sociable
etc.
 For example, a boy is very smart, but it does not mean
that he is intelligent, hard worker & good in receive
information.
FIRST IMPRESSION ERROR
 First impression lasts a lot.
 First impression error refers to the tendency to form
opinion on the basis of initial perception.
 This is also known as primacy effect.
 For example, in an interview an interviewee puts
his/her first impression very smartly & intelligently, so
that the interviewer may be biased.
PROJECTION
 This type of error comes when one judges others on
the basis of his/her own characteristics.
 For example, a honest person easily behave others &
expect honesty from others.
SELF FULFILLING ERROR
 It refers to our expectations & their responses.
 For example a manager’s expectation on an employee
affects manager’s behavior & that employee’s behavior.

More Related Content

What's hot

Centralization & Decentralization- Definition, Advantages, Disadvantages
Centralization & Decentralization- Definition, Advantages, DisadvantagesCentralization & Decentralization- Definition, Advantages, Disadvantages
Centralization & Decentralization- Definition, Advantages, DisadvantagesEvangeleneKeziahS
 
Organisational Culture
Organisational CultureOrganisational Culture
Organisational CultureZai Amin
 
Individual behavior and perception
Individual behavior and perceptionIndividual behavior and perception
Individual behavior and perceptionBakul Arora
 
Organization Behaviour chapter 2: Values
Organization Behaviour chapter 2: ValuesOrganization Behaviour chapter 2: Values
Organization Behaviour chapter 2: ValuesFree Talk 2 Other
 
Perception in OB
Perception in OBPerception in OB
Perception in OBRaghav Jha
 
O.b. c 16 organisational culture
O.b. c 16 organisational cultureO.b. c 16 organisational culture
O.b. c 16 organisational cultureDr.Rajesh Kamath
 
personality and attitude
personality and attitudepersonality and attitude
personality and attitudeDokka Srinivasu
 
Kurt lewin model of organization change
Kurt lewin model of organization changeKurt lewin model of organization change
Kurt lewin model of organization changeZalak Pothiwala
 
Organization culture
Organization cultureOrganization culture
Organization cultureBhavneet Kaur
 
Stress management
Stress managementStress management
Stress managementRajat Gupta
 
Perception and its process
Perception and its processPerception and its process
Perception and its processVibhor Agarwal
 
Fundamentals of organizational behavior ppt
Fundamentals of organizational behavior pptFundamentals of organizational behavior ppt
Fundamentals of organizational behavior pptGiovanni Macahig
 
Time value of money
Time value of moneyTime value of money
Time value of moneyAnkit Jain
 
specific applications of shortcuts in organization
specific applications of shortcuts in organizationspecific applications of shortcuts in organization
specific applications of shortcuts in organizationHiba shaikh & Varda shaikh
 

What's hot (20)

Centralization & Decentralization- Definition, Advantages, Disadvantages
Centralization & Decentralization- Definition, Advantages, DisadvantagesCentralization & Decentralization- Definition, Advantages, Disadvantages
Centralization & Decentralization- Definition, Advantages, Disadvantages
 
Organisational Culture
Organisational CultureOrganisational Culture
Organisational Culture
 
Individual behavior and perception
Individual behavior and perceptionIndividual behavior and perception
Individual behavior and perception
 
Organization Behaviour chapter 2: Values
Organization Behaviour chapter 2: ValuesOrganization Behaviour chapter 2: Values
Organization Behaviour chapter 2: Values
 
Perception in OB
Perception in OBPerception in OB
Perception in OB
 
Individual behaviour
Individual behaviourIndividual behaviour
Individual behaviour
 
O.b. c 16 organisational culture
O.b. c 16 organisational cultureO.b. c 16 organisational culture
O.b. c 16 organisational culture
 
Decision making
Decision makingDecision making
Decision making
 
personality and attitude
personality and attitudepersonality and attitude
personality and attitude
 
Management science or art
Management  science or artManagement  science or art
Management science or art
 
Kurt lewin model of organization change
Kurt lewin model of organization changeKurt lewin model of organization change
Kurt lewin model of organization change
 
Organization culture
Organization cultureOrganization culture
Organization culture
 
Stress management
Stress managementStress management
Stress management
 
Why study Financial Management
Why study Financial ManagementWhy study Financial Management
Why study Financial Management
 
Types of decision
Types of decisionTypes of decision
Types of decision
 
INVESTMENT DECISION
INVESTMENT DECISION INVESTMENT DECISION
INVESTMENT DECISION
 
Perception and its process
Perception and its processPerception and its process
Perception and its process
 
Fundamentals of organizational behavior ppt
Fundamentals of organizational behavior pptFundamentals of organizational behavior ppt
Fundamentals of organizational behavior ppt
 
Time value of money
Time value of moneyTime value of money
Time value of money
 
specific applications of shortcuts in organization
specific applications of shortcuts in organizationspecific applications of shortcuts in organization
specific applications of shortcuts in organization
 

Similar to PERCEPTION IN OB

Perception ( meaning, process & significance) 09042020
Perception ( meaning, process & significance) 09042020Perception ( meaning, process & significance) 09042020
Perception ( meaning, process & significance) 09042020Priyanka Roy
 
Perception - Individual Behavior (Organisation Behavior)
Perception - Individual Behavior (Organisation Behavior)Perception - Individual Behavior (Organisation Behavior)
Perception - Individual Behavior (Organisation Behavior)Yamini Kahaliya
 
Communication and Perception Communicating in the Real World .docx
Communication and Perception Communicating in the Real World .docxCommunication and Perception Communicating in the Real World .docx
Communication and Perception Communicating in the Real World .docxpickersgillkayne
 
Communication and Perception Communicating in the Real World .docx
Communication and Perception Communicating in the Real World .docxCommunication and Perception Communicating in the Real World .docx
Communication and Perception Communicating in the Real World .docxdrandy1
 
Communication and Perception Communicating in the Real World .docx
Communication and Perception Communicating in the Real World .docxCommunication and Perception Communicating in the Real World .docx
Communication and Perception Communicating in the Real World .docxcargillfilberto
 
perception, illusion.pptx
perception, illusion.pptxperception, illusion.pptx
perception, illusion.pptxaabgenayilyas69
 
Perception by Aijaz Aryan
Perception by Aijaz AryanPerception by Aijaz Aryan
Perception by Aijaz AryanAijaz Aryan
 
2. Perception & learning.pptx
2. Perception & learning.pptx2. Perception & learning.pptx
2. Perception & learning.pptxBidur Pyare
 
2hrly gs ch p perception
2hrly gs ch p perception2hrly gs ch p perception
2hrly gs ch p perceptionazmatmengal
 

Similar to PERCEPTION IN OB (20)

Perception ( meaning, process & significance) 09042020
Perception ( meaning, process & significance) 09042020Perception ( meaning, process & significance) 09042020
Perception ( meaning, process & significance) 09042020
 
PERCEPTION
PERCEPTIONPERCEPTION
PERCEPTION
 
Perception
PerceptionPerception
Perception
 
Perception
PerceptionPerception
Perception
 
Perception - Individual Behavior (Organisation Behavior)
Perception - Individual Behavior (Organisation Behavior)Perception - Individual Behavior (Organisation Behavior)
Perception - Individual Behavior (Organisation Behavior)
 
Communication and Perception Communicating in the Real World .docx
Communication and Perception Communicating in the Real World .docxCommunication and Perception Communicating in the Real World .docx
Communication and Perception Communicating in the Real World .docx
 
Communication and Perception Communicating in the Real World .docx
Communication and Perception Communicating in the Real World .docxCommunication and Perception Communicating in the Real World .docx
Communication and Perception Communicating in the Real World .docx
 
Communication and Perception Communicating in the Real World .docx
Communication and Perception Communicating in the Real World .docxCommunication and Perception Communicating in the Real World .docx
Communication and Perception Communicating in the Real World .docx
 
perception, illusion.pptx
perception, illusion.pptxperception, illusion.pptx
perception, illusion.pptx
 
Perception
PerceptionPerception
Perception
 
239364 633886050718060000
239364 633886050718060000239364 633886050718060000
239364 633886050718060000
 
A.rehman ob ppt
A.rehman ob pptA.rehman ob ppt
A.rehman ob ppt
 
239364 633886050718060000
239364 633886050718060000239364 633886050718060000
239364 633886050718060000
 
Perception by Aijaz Aryan
Perception by Aijaz AryanPerception by Aijaz Aryan
Perception by Aijaz Aryan
 
2. Perception & learning.pptx
2. Perception & learning.pptx2. Perception & learning.pptx
2. Perception & learning.pptx
 
Individual behaviour at work
Individual behaviour at workIndividual behaviour at work
Individual behaviour at work
 
Individual behaviour at work
Individual behaviour at workIndividual behaviour at work
Individual behaviour at work
 
Perception
PerceptionPerception
Perception
 
2hrly gs ch p perception
2hrly gs ch p perception2hrly gs ch p perception
2hrly gs ch p perception
 
Perception
PerceptionPerception
Perception
 

More from debajanipalai

FORMS OF BUSINESS.pptx
FORMS OF BUSINESS.pptxFORMS OF BUSINESS.pptx
FORMS OF BUSINESS.pptxdebajanipalai
 
FORMS OF BUSINESS.pptx
FORMS OF BUSINESS.pptxFORMS OF BUSINESS.pptx
FORMS OF BUSINESS.pptxdebajanipalai
 
FORMAL & INFORMAL ORGANIZATION.pptx
FORMAL & INFORMAL ORGANIZATION.pptxFORMAL & INFORMAL ORGANIZATION.pptx
FORMAL & INFORMAL ORGANIZATION.pptxdebajanipalai
 
EVOLUTION OF MANAGEMENT THOUGHTS.pptx
EVOLUTION OF MANAGEMENT THOUGHTS.pptxEVOLUTION OF MANAGEMENT THOUGHTS.pptx
EVOLUTION OF MANAGEMENT THOUGHTS.pptxdebajanipalai
 
EVOLUTION OF MANAGEMENT THOUGHTS.pptx
EVOLUTION OF MANAGEMENT THOUGHTS.pptxEVOLUTION OF MANAGEMENT THOUGHTS.pptx
EVOLUTION OF MANAGEMENT THOUGHTS.pptxdebajanipalai
 
EVOLUTION OF MANAGEMENT THOUGHTS.pptx
EVOLUTION OF MANAGEMENT THOUGHTS.pptxEVOLUTION OF MANAGEMENT THOUGHTS.pptx
EVOLUTION OF MANAGEMENT THOUGHTS.pptxdebajanipalai
 
Nature & characteristics of Management.pptx
Nature & characteristics of Management.pptxNature & characteristics of Management.pptx
Nature & characteristics of Management.pptxdebajanipalai
 
CONCEPT OF MANAGEMEENT.pptx
CONCEPT OF MANAGEMEENT.pptxCONCEPT OF MANAGEMEENT.pptx
CONCEPT OF MANAGEMEENT.pptxdebajanipalai
 
Nature & characteristics of Management.pptx
Nature & characteristics of Management.pptxNature & characteristics of Management.pptx
Nature & characteristics of Management.pptxdebajanipalai
 
MANAGERIAL ROLES & sKILLS.pptx
MANAGERIAL ROLES & sKILLS.pptxMANAGERIAL ROLES & sKILLS.pptx
MANAGERIAL ROLES & sKILLS.pptxdebajanipalai
 
LEVELS OF MANAGEMENT.pptx
LEVELS OF MANAGEMENT.pptxLEVELS OF MANAGEMENT.pptx
LEVELS OF MANAGEMENT.pptxdebajanipalai
 
CONCEPT OF MANAGEMEENT.pptx
CONCEPT OF MANAGEMEENT.pptxCONCEPT OF MANAGEMEENT.pptx
CONCEPT OF MANAGEMEENT.pptxdebajanipalai
 
HUMAN RESOURCE ACCOUNTING.pptx
HUMAN RESOURCE ACCOUNTING.pptxHUMAN RESOURCE ACCOUNTING.pptx
HUMAN RESOURCE ACCOUNTING.pptxdebajanipalai
 
FACTORS INFLUENCING HRP - 2.pptx
FACTORS INFLUENCING HRP - 2.pptxFACTORS INFLUENCING HRP - 2.pptx
FACTORS INFLUENCING HRP - 2.pptxdebajanipalai
 
CAREER PLANNING & DEVELOPMENT.pptx
CAREER PLANNING & DEVELOPMENT.pptxCAREER PLANNING & DEVELOPMENT.pptx
CAREER PLANNING & DEVELOPMENT.pptxdebajanipalai
 
APPROACHES TO HRP.pptx
APPROACHES TO HRP.pptxAPPROACHES TO HRP.pptx
APPROACHES TO HRP.pptxdebajanipalai
 
LECT-9-BUSINESS PORTFOLIO ANALYSIS.pptx
LECT-9-BUSINESS PORTFOLIO ANALYSIS.pptxLECT-9-BUSINESS PORTFOLIO ANALYSIS.pptx
LECT-9-BUSINESS PORTFOLIO ANALYSIS.pptxdebajanipalai
 
LECT-10-STRATEGY FORMULATION, IMPLEMENTATION, EVALUATION & CONTROL.pptx
LECT-10-STRATEGY FORMULATION, IMPLEMENTATION, EVALUATION & CONTROL.pptxLECT-10-STRATEGY FORMULATION, IMPLEMENTATION, EVALUATION & CONTROL.pptx
LECT-10-STRATEGY FORMULATION, IMPLEMENTATION, EVALUATION & CONTROL.pptxdebajanipalai
 
LECT-8-Global Environment In Corporate Strategy.pptx
LECT-8-Global Environment In Corporate Strategy.pptxLECT-8-Global Environment In Corporate Strategy.pptx
LECT-8-Global Environment In Corporate Strategy.pptxdebajanipalai
 

More from debajanipalai (20)

MBO & MBE.ppt
MBO & MBE.pptMBO & MBE.ppt
MBO & MBE.ppt
 
FORMS OF BUSINESS.pptx
FORMS OF BUSINESS.pptxFORMS OF BUSINESS.pptx
FORMS OF BUSINESS.pptx
 
FORMS OF BUSINESS.pptx
FORMS OF BUSINESS.pptxFORMS OF BUSINESS.pptx
FORMS OF BUSINESS.pptx
 
FORMAL & INFORMAL ORGANIZATION.pptx
FORMAL & INFORMAL ORGANIZATION.pptxFORMAL & INFORMAL ORGANIZATION.pptx
FORMAL & INFORMAL ORGANIZATION.pptx
 
EVOLUTION OF MANAGEMENT THOUGHTS.pptx
EVOLUTION OF MANAGEMENT THOUGHTS.pptxEVOLUTION OF MANAGEMENT THOUGHTS.pptx
EVOLUTION OF MANAGEMENT THOUGHTS.pptx
 
EVOLUTION OF MANAGEMENT THOUGHTS.pptx
EVOLUTION OF MANAGEMENT THOUGHTS.pptxEVOLUTION OF MANAGEMENT THOUGHTS.pptx
EVOLUTION OF MANAGEMENT THOUGHTS.pptx
 
EVOLUTION OF MANAGEMENT THOUGHTS.pptx
EVOLUTION OF MANAGEMENT THOUGHTS.pptxEVOLUTION OF MANAGEMENT THOUGHTS.pptx
EVOLUTION OF MANAGEMENT THOUGHTS.pptx
 
Nature & characteristics of Management.pptx
Nature & characteristics of Management.pptxNature & characteristics of Management.pptx
Nature & characteristics of Management.pptx
 
CONCEPT OF MANAGEMEENT.pptx
CONCEPT OF MANAGEMEENT.pptxCONCEPT OF MANAGEMEENT.pptx
CONCEPT OF MANAGEMEENT.pptx
 
Nature & characteristics of Management.pptx
Nature & characteristics of Management.pptxNature & characteristics of Management.pptx
Nature & characteristics of Management.pptx
 
MANAGERIAL ROLES & sKILLS.pptx
MANAGERIAL ROLES & sKILLS.pptxMANAGERIAL ROLES & sKILLS.pptx
MANAGERIAL ROLES & sKILLS.pptx
 
LEVELS OF MANAGEMENT.pptx
LEVELS OF MANAGEMENT.pptxLEVELS OF MANAGEMENT.pptx
LEVELS OF MANAGEMENT.pptx
 
CONCEPT OF MANAGEMEENT.pptx
CONCEPT OF MANAGEMEENT.pptxCONCEPT OF MANAGEMEENT.pptx
CONCEPT OF MANAGEMEENT.pptx
 
HUMAN RESOURCE ACCOUNTING.pptx
HUMAN RESOURCE ACCOUNTING.pptxHUMAN RESOURCE ACCOUNTING.pptx
HUMAN RESOURCE ACCOUNTING.pptx
 
FACTORS INFLUENCING HRP - 2.pptx
FACTORS INFLUENCING HRP - 2.pptxFACTORS INFLUENCING HRP - 2.pptx
FACTORS INFLUENCING HRP - 2.pptx
 
CAREER PLANNING & DEVELOPMENT.pptx
CAREER PLANNING & DEVELOPMENT.pptxCAREER PLANNING & DEVELOPMENT.pptx
CAREER PLANNING & DEVELOPMENT.pptx
 
APPROACHES TO HRP.pptx
APPROACHES TO HRP.pptxAPPROACHES TO HRP.pptx
APPROACHES TO HRP.pptx
 
LECT-9-BUSINESS PORTFOLIO ANALYSIS.pptx
LECT-9-BUSINESS PORTFOLIO ANALYSIS.pptxLECT-9-BUSINESS PORTFOLIO ANALYSIS.pptx
LECT-9-BUSINESS PORTFOLIO ANALYSIS.pptx
 
LECT-10-STRATEGY FORMULATION, IMPLEMENTATION, EVALUATION & CONTROL.pptx
LECT-10-STRATEGY FORMULATION, IMPLEMENTATION, EVALUATION & CONTROL.pptxLECT-10-STRATEGY FORMULATION, IMPLEMENTATION, EVALUATION & CONTROL.pptx
LECT-10-STRATEGY FORMULATION, IMPLEMENTATION, EVALUATION & CONTROL.pptx
 
LECT-8-Global Environment In Corporate Strategy.pptx
LECT-8-Global Environment In Corporate Strategy.pptxLECT-8-Global Environment In Corporate Strategy.pptx
LECT-8-Global Environment In Corporate Strategy.pptx
 

Recently uploaded

Day 0- Bootcamp Roadmap for PLC Bootcamp
Day 0- Bootcamp Roadmap for PLC BootcampDay 0- Bootcamp Roadmap for PLC Bootcamp
Day 0- Bootcamp Roadmap for PLC BootcampPLCLeadershipDevelop
 
VIP 7001035870 Find & Meet Hyderabad Call Girls Ameerpet high-profile Call Girl
VIP 7001035870 Find & Meet Hyderabad Call Girls Ameerpet high-profile Call GirlVIP 7001035870 Find & Meet Hyderabad Call Girls Ameerpet high-profile Call Girl
VIP 7001035870 Find & Meet Hyderabad Call Girls Ameerpet high-profile Call Girladitipandeya
 
CALL ON ➥8923113531 🔝Call Girls Charbagh Lucknow best sexual service
CALL ON ➥8923113531 🔝Call Girls Charbagh Lucknow best sexual serviceCALL ON ➥8923113531 🔝Call Girls Charbagh Lucknow best sexual service
CALL ON ➥8923113531 🔝Call Girls Charbagh Lucknow best sexual serviceanilsa9823
 
BDSM⚡Call Girls in Sector 99 Noida Escorts >༒8448380779 Escort Service
BDSM⚡Call Girls in Sector 99 Noida Escorts >༒8448380779 Escort ServiceBDSM⚡Call Girls in Sector 99 Noida Escorts >༒8448380779 Escort Service
BDSM⚡Call Girls in Sector 99 Noida Escorts >༒8448380779 Escort ServiceDelhi Call girls
 
internal analysis on strategic management
internal analysis on strategic managementinternal analysis on strategic management
internal analysis on strategic managementharfimakarim
 
situational leadership theory by Misba Fathima S
situational leadership theory by Misba Fathima Ssituational leadership theory by Misba Fathima S
situational leadership theory by Misba Fathima Smisbafathima9940
 
Reviewing and summarization of university ranking system to.pptx
Reviewing and summarization of university ranking system  to.pptxReviewing and summarization of university ranking system  to.pptx
Reviewing and summarization of university ranking system to.pptxAss.Prof. Dr. Mogeeb Mosleh
 
Construction Project Management | Coursera 2024
Construction Project Management | Coursera 2024Construction Project Management | Coursera 2024
Construction Project Management | Coursera 2024Alex Marques
 
Dealing with Poor Performance - get the full picture from 3C Performance Mana...
Dealing with Poor Performance - get the full picture from 3C Performance Mana...Dealing with Poor Performance - get the full picture from 3C Performance Mana...
Dealing with Poor Performance - get the full picture from 3C Performance Mana...Hedda Bird
 
Call now : 9892124323 Nalasopara Beautiful Call Girls Vasai virar Best Call G...
Call now : 9892124323 Nalasopara Beautiful Call Girls Vasai virar Best Call G...Call now : 9892124323 Nalasopara Beautiful Call Girls Vasai virar Best Call G...
Call now : 9892124323 Nalasopara Beautiful Call Girls Vasai virar Best Call G...Pooja Nehwal
 
Continuous Improvement Infographics for Learning
Continuous Improvement Infographics for LearningContinuous Improvement Infographics for Learning
Continuous Improvement Infographics for LearningCIToolkit
 

Recently uploaded (20)

Disrupt or be Disrupted - Kirk Vallis.pdf
Disrupt or be Disrupted - Kirk Vallis.pdfDisrupt or be Disrupted - Kirk Vallis.pdf
Disrupt or be Disrupted - Kirk Vallis.pdf
 
Day 0- Bootcamp Roadmap for PLC Bootcamp
Day 0- Bootcamp Roadmap for PLC BootcampDay 0- Bootcamp Roadmap for PLC Bootcamp
Day 0- Bootcamp Roadmap for PLC Bootcamp
 
VIP 7001035870 Find & Meet Hyderabad Call Girls Ameerpet high-profile Call Girl
VIP 7001035870 Find & Meet Hyderabad Call Girls Ameerpet high-profile Call GirlVIP 7001035870 Find & Meet Hyderabad Call Girls Ameerpet high-profile Call Girl
VIP 7001035870 Find & Meet Hyderabad Call Girls Ameerpet high-profile Call Girl
 
CALL ON ➥8923113531 🔝Call Girls Charbagh Lucknow best sexual service
CALL ON ➥8923113531 🔝Call Girls Charbagh Lucknow best sexual serviceCALL ON ➥8923113531 🔝Call Girls Charbagh Lucknow best sexual service
CALL ON ➥8923113531 🔝Call Girls Charbagh Lucknow best sexual service
 
LoveLocalGov - Chris Twigg, Inner Circle
LoveLocalGov - Chris Twigg, Inner CircleLoveLocalGov - Chris Twigg, Inner Circle
LoveLocalGov - Chris Twigg, Inner Circle
 
BDSM⚡Call Girls in Sector 99 Noida Escorts >༒8448380779 Escort Service
BDSM⚡Call Girls in Sector 99 Noida Escorts >༒8448380779 Escort ServiceBDSM⚡Call Girls in Sector 99 Noida Escorts >༒8448380779 Escort Service
BDSM⚡Call Girls in Sector 99 Noida Escorts >༒8448380779 Escort Service
 
Peak Performance & Resilience - Dr Dorian Dugmore
Peak Performance & Resilience - Dr Dorian DugmorePeak Performance & Resilience - Dr Dorian Dugmore
Peak Performance & Resilience - Dr Dorian Dugmore
 
internal analysis on strategic management
internal analysis on strategic managementinternal analysis on strategic management
internal analysis on strategic management
 
Empowering Local Government Frontline Services - Mo Baines.pdf
Empowering Local Government Frontline Services - Mo Baines.pdfEmpowering Local Government Frontline Services - Mo Baines.pdf
Empowering Local Government Frontline Services - Mo Baines.pdf
 
situational leadership theory by Misba Fathima S
situational leadership theory by Misba Fathima Ssituational leadership theory by Misba Fathima S
situational leadership theory by Misba Fathima S
 
Reviewing and summarization of university ranking system to.pptx
Reviewing and summarization of university ranking system  to.pptxReviewing and summarization of university ranking system  to.pptx
Reviewing and summarization of university ranking system to.pptx
 
Construction Project Management | Coursera 2024
Construction Project Management | Coursera 2024Construction Project Management | Coursera 2024
Construction Project Management | Coursera 2024
 
Unlocking the Future - Dr Max Blumberg, Founder of Blumberg Partnership
Unlocking the Future - Dr Max Blumberg, Founder of Blumberg PartnershipUnlocking the Future - Dr Max Blumberg, Founder of Blumberg Partnership
Unlocking the Future - Dr Max Blumberg, Founder of Blumberg Partnership
 
Becoming an Inclusive Leader - Bernadette Thompson
Becoming an Inclusive Leader - Bernadette ThompsonBecoming an Inclusive Leader - Bernadette Thompson
Becoming an Inclusive Leader - Bernadette Thompson
 
Leadership in Crisis - Helio Vogas, Risk & Leadership Keynote Speaker
Leadership in Crisis - Helio Vogas, Risk & Leadership Keynote SpeakerLeadership in Crisis - Helio Vogas, Risk & Leadership Keynote Speaker
Leadership in Crisis - Helio Vogas, Risk & Leadership Keynote Speaker
 
Dealing with Poor Performance - get the full picture from 3C Performance Mana...
Dealing with Poor Performance - get the full picture from 3C Performance Mana...Dealing with Poor Performance - get the full picture from 3C Performance Mana...
Dealing with Poor Performance - get the full picture from 3C Performance Mana...
 
Imagine - HR; are handling the 'bad banter' - Stella Chandler.pdf
Imagine - HR; are handling the 'bad banter' - Stella Chandler.pdfImagine - HR; are handling the 'bad banter' - Stella Chandler.pdf
Imagine - HR; are handling the 'bad banter' - Stella Chandler.pdf
 
Call now : 9892124323 Nalasopara Beautiful Call Girls Vasai virar Best Call G...
Call now : 9892124323 Nalasopara Beautiful Call Girls Vasai virar Best Call G...Call now : 9892124323 Nalasopara Beautiful Call Girls Vasai virar Best Call G...
Call now : 9892124323 Nalasopara Beautiful Call Girls Vasai virar Best Call G...
 
Intro_University_Ranking_Introduction.pptx
Intro_University_Ranking_Introduction.pptxIntro_University_Ranking_Introduction.pptx
Intro_University_Ranking_Introduction.pptx
 
Continuous Improvement Infographics for Learning
Continuous Improvement Infographics for LearningContinuous Improvement Infographics for Learning
Continuous Improvement Infographics for Learning
 

PERCEPTION IN OB

  • 2. ORIGIN OF PERCEPTION BY. Dr. Debajani Palai, Faculty IMIT  Perception has been derived from the Latin word “Perceptio”, means receiving or act of perceiving.  It is the systematic process by which individuals organize, select & interpret things, people & situation.
  • 3. MEANING  Perception is a psychological process by which we view the world around us.  It adds meaning to information gathered through our senses of touch, smell, hear, vision & taste.  It is the primary vehicle through which we come to understand our surroundings & ourselves.
  • 4.
  • 5. People differ in their perception & therefore, different people view the same world differently.
  • 6.
  • 7. DEFINITION  According to Robbins perception can be defined as a process by which individuals select, organize & interpret their sensory impression in order to give meaning to their environment.  In simple sense it can be defined as the way by which an individual view the reality.  so people’s behavior is influenced by their perception of reality rather than the actual reality.
  • 8. PARTICIPANTS OF PERCEPTION  Perception activity is based upon 3 important aspects – perceiver, target & situation.  Perceiver – is a person who perceives & puts idea on the basis of perception. Personal characteristics ( attitude, mood, motive, interest, self concept etc. ) of the perceiver influences the perception process.  Target – can be a person or object whom / which perceiver has to perceive.  Situation – back-ground where the perceiver perceives the target. The same situation influences differently to different persons.
  • 9. PERCEPTUAL PROCESS INPUT PERCEPTUAL MECHANISM OUTPUT BEHAVIOR Information Objects Events People Over all environment Received inputs are processed through the sub-processes of – Selection Organization & Interpretation . Drawing meaning from the organized objects or events. Feelings Attitudes Opinions Beliefs etc. The perceiver’s behavior generates responses depending upon the situation & these responses in turn give rise to a new set of inputs.
  • 10. FACTORS INFLUENCING PERCEPTION INTERNAL FACTORS – need & desire, personality, experience & expectation. EXTERNAL FACTORS - Contrast, size, repetition, intensity, & status.
  • 11. INTERNAL FACTORS  NEED & DESIRE – On the basis of different levels of needs & desires people perceive the same situation differently.  Example – People with a strong need for security often find faults with others.  Similarly, a sociable person tends to see others as warm & friendly.
  • 13. EXPERIENCE  Experience & knowledge have great influence on perception.  Successful experiences enhance perceptual ability & lead to accuracy in perception.  Example – Hard effort never goes unrewarded.
  • 14. EXPECTATION  It affects what a person perceives.  Expectations are related with the state of anticipation of a particular behavior from a person .  For example – All lawyers are layers.
  • 15. EXTERNAL FACTORS CONTRAST STIMULUS  It demands attention of all. Because it is always eye- catching.  It states that external stimuli which stand against the background, or which is unique or different from others.  For example – A bold letter in a sentence, a dark color among light colors etc.
  • 16. SIZE  Size is a characteristic which may affect the perceptual selectivity by affecting the attraction of the perceiver.  Generally, bigger is the size of perceived stimulus, higher is the probability that it attracts the attention of the perceiver.  For example – elephant, circle, tree etc. For example
  • 17. REPETITION  A repeated stimulus is more attention – getting than the single.  It increases people’s sensitivity or alertness to the stimulus.  For example – advertisements.
  • 18. INTENSITY  It tends to increase the chances of perpetual (continuous ) select.  For example – strong smell, loud noise etc.
  • 19. STATUS  The status of the perceiver influences perception.  For example – people sometimes give value to luxury.
  • 20. BARRIERS TO PERCEPTION  Selective perception  Stereotype  Halo effect  First impression error  Projection  Self fulfilling.  Pre-occupied
  • 21. SELECTIVE PERCEPTION  It is the tendency to choose information that supports our view point & ignore information that makes us feel uncomfortable.  For example – excuses, explanation, protective/defensive statements etc.
  • 22. STEREOTYPE PERCEPTION  It is a generalization about a group of people.  Here perceiver perceives the target on the basis of the group from which he/she belongs.  For example, boys are hard workers.  Girls do not prefer to take risk.  Attractiveness is a powerful stereotype. We assume that they are very kind, humble, sensitive & sociable.
  • 23. Cont.
  • 24.
  • 25. HALO EFFECT  Here the perceiver perceives the person on the basis of a single trait such as – intelligence, smart, sociable etc.  For example, a boy is very smart, but it does not mean that he is intelligent, hard worker & good in receive information.
  • 26. FIRST IMPRESSION ERROR  First impression lasts a lot.  First impression error refers to the tendency to form opinion on the basis of initial perception.  This is also known as primacy effect.  For example, in an interview an interviewee puts his/her first impression very smartly & intelligently, so that the interviewer may be biased.
  • 27. PROJECTION  This type of error comes when one judges others on the basis of his/her own characteristics.  For example, a honest person easily behave others & expect honesty from others.
  • 28. SELF FULFILLING ERROR  It refers to our expectations & their responses.  For example a manager’s expectation on an employee affects manager’s behavior & that employee’s behavior.

Editor's Notes

  1. By: Dr. Debajani Palai, Faculty in IMIT, Cuttack, Odisha
  2. The way we perceive the world depends upon our personality. Our self image, beliefs, expectations & attitudes influence our perception. For example, a manager’s negative attitude towards trade unions may restrain him in dealing with trade unions . Similarly an optimistic people views differently from pessimistic people.