Understanding Individual

Behavior
Course 3-4
D1104
Leadership and Organizational Behavior
Industrial Engineering Binus University
Perceptions, Attributions, and
Emotions
McGraw-Hill Companies, Inc.
Perception, attribution, and emotion are not
concepts a manager can directly access or
fix in others.
Managers need an understanding of how
these factors impact a persons view of the
work environment.
McGraw-Hill Companies, Inc.
Perception
The cognitive process by which an individual
selects, organizes, and gives meaning to
environmental stimuli

Through perception, individuals attempt to
make sense of their environment and the
objects, people, and events in it
McGraw-Hill Companies, Inc.
The Perceptual Process: An Individual
Interpretation
Observatio
n
Selection Translatio
n
Persons Perceptual Process: Organizing,
Translating, and Selection
Work
Environment
Stimuli
Response
Manager style
Technology
Noise
Peers
Reward system
Compensation
plan
Career
opportunities
Attitudes
Feelings
Motivation
Behavioral
Sight
Learning
Taste
Smell
Intensity
Size

Impatience
Stereotyping
Self-concept
Emotions
McGraw-Hill Companies, Inc.
The Perceptual Gap Between Supervisor and
Subordinates
Gives privileges 52% 14%
Gives more responsibility 48% 10%
Gives a pat on the back 82% 13%
Gives sincere and thorough
praise
80% 14%
Trains for better jobs 64% 9%
Gives more interesting work 51% 3%
Types of Recognition
Frequency with Which
Supervisors Say They Give
Various Types of
Recognition for Good
Performance
Frequency with Which
Subordinates Say
Supervisors Give Various
Types of Recognition for
Good Performance
Self-Fulfilling Prophecy
Perceptions influence reality
Self-fulfilling prophecy tendency for
someones expectations about another to
cause the individual to behave in a manner
consistent with those expectations
Pygmalion effect: the positive case
Golem effect: the negative case
McGraw-Hill Companies, Inc.
The Pygmalion and Golem Effect
Expectations
Support Granted Experience Performance
Positive
Negative
Positive
Negative
More
Less
More
Less
McGraw-Hill Companies, Inc.
Perceptual Grouping (1 of 2)
The law of nearness all other things being equal,
stimuli that are near each other tend to be grouped
together

The law of similarity stimuli that are similar in
size, color, shape, or form tend to be grouped
together
McGraw-Hill Companies, Inc.
Perceptual Grouping (2 of 2)
The law of closure the tendency to complete a
figure, so that it has a consistent overall form

The law of figure and ground the tendency to
group sensations into figures and backgrounds
McGraw-Hill Companies, Inc.
Situational
Factors
Needs and
Perceptions
Attribution
Theory
Halo Effect
Similar-To-Me
Errors
Stereotyping
Perceptual Grouping: Causes of Inaccuracies
and Distortions
McGraw-Hill Companies, Inc.
Stereotyping
A way of categorizing individuals (or events,
organizations, etc.) on the basis of limited
information or observation
It is a perceptual process

Prejudice a stereotype that refuses to
change when presented with information
indicating the stereotype is inaccurate
McGraw-Hill Companies, Inc.
How to Pay Attention to Ones Stereotyping
1. Remember that stereotypes are frequently based
on little or inaccurate information
2. Always be willing to change or add information
that will improve the accuracy of any of your
stereotypes
3. Understand that stereotypes rarely accurately
apply to a specific individual
McGraw-Hill Companies, Inc.
Halo Effect
Occurs when a person (e.g. manager) allows
one important and noticeable characteristic of
another person to bias the evaluation,
perception, or impression of that person

A managers entire approach to making
judgments based on a single, obvious
characteristic has to be cautiously reviewed
McGraw-Hill Companies, Inc.
Attribution Theory
Concerned with the process by which
individuals interpret events around them as
being caused by a relatively stable portion of
their environment

Attempts to explain the why of behavior
McGraw-Hill Companies, Inc.
The Attribution Process
Event Analysis of what
caused the event
Reinforcement or
modification of
previous
assumptions of
causality
Choices
regarding future
behavior
Example:
I received a raise I received the
raise because I
am a hard worker
Hard work leads
to rewards in this
organization
Since I value
these rewards, I
will continue to
work hard in the
future
Internal and External Attributions
INTERNAL
ATTRIBUTION
EXTERNAL
ATTRIBUTION
Distinctiveness Consistency Consensus
Does this person
behave in this same
manner in other
situations?
Does this person
behave in this same
manner at other
times?
Do other people
behave in this same
manner?
YES YES NO
YES NO NO
Low Distinctiveness
High Distinctiveness
High Consistency
Low Consistency
Low Consensus
High Consensus
McGraw-Hill Companies, Inc.
Managerial Implications of an Attributional
Approach to Understanding Work Behavior:
1. In order to influence employee behavior, the
manager must understand the attributions
employees make
2. A manager must be aware that his own
attributions may be different from employees
attributions
3. Managers cannot assume that their own
attributions are error free
McGraw-Hill Companies, Inc.
Impression Management
The attempt to influence others perception
e.g., managers manage impressions by:
how they talk
their overall style
their office location and furniture
the individuals they select as employees
Employees, job candidates, external stake-
holders, and organizations engage in
impression management
McGraw-Hill Companies, Inc.
Impression Management Tactics of
Individuals:
1. Ingratiation seek to be viewed positively by
flattering others or offering to do favors for them
2. Self-promotion tout their abilities and competence
3. Exemplification seek to be viewed as dedicated
by going above and beyond the call of duty
4. Supplication seek to be viewed as needing help
because of limitations
5. Intimidation seeks to be viewed as powerful and
threatening

McGraw-Hill Companies, Inc.
Emotions
A persons emotion a state characterized by
physiological arousal and changes in facial
expressions, gestures, posture, and subjective
feelings
Emotions are important in understanding the
behavior and attitudes of people
Emotions are difficult to determine with any
degree of accuracy

Emosi merupakan perasaan kuat
yang ditujukan kepada seseorang
atau sesuatu
Emotional Labor
The management of your emotions to keep them
under control
In organizations, emotional labor may involve:
enhancing, faking, or suppressing emotions
to modify the emotional expression
Individuals manage their emotions through:
Surface acting where one regulates his or her
emotional expressions
Deep acting where one modifies feelings in order to
express a desired emotion

McGraw-Hill Companies, Inc.
Emotional Intelligence (EI)
Merupakan kumpulan keterampilan, kemampuan,
dan kompetensi nonkognitif yg mempengaruhi
kemampuan seseorang u/ berhasil dalam memenuhi
tuntutan dan tekanan lingkungan.

Secara sederhana, kecerdasan emosional
adalah kepekaan mengenali dan mengelola
perasaan sendiri (self Awareness) dan
orang lain (empathy).

A combination of skills and abilities such as:
self-awareness
self-control
empathy
sensitivity to the feelings of others
Kepekaan mengelola kombinasi dari perasaan-perasaan tersebut,
akan menjadi kerangka dalam berperilaku, bersosialisasi atau
mengambil keputusan yang tepat.
Kecerdasan Emosional (EI) terbagi dalam 5 Wilayah
Utama (Menurut Peter Salovey-Pakar Psikologi dari Yale
University)
Mengenali Emosi
Diri kesadaran diri untuk mengenali perasaan sewaktu perasaan itu terjadi.
Manajemen Emosi
menangani perasaan agar perasaan dapat terungkap dengan pas.
Memotivasi Diri Sendiri elemen pentingnya adalah menata emosi
untuk memotivasi, mengendalikan diri, dan berkreativitas sehingga lebih kreatif
dan produktif dalam berkarya.
Mengenali Emosi Orang Lain (Empati)
keterampilan dalam bergaul
Menjalin Hubungan/relasi (Social Skill)
untuk menunjang popularitas, kepemimpinan dan keberhasilan antar pribadi
McGraw-Hill Companies, Inc.
EI (as Defined by Mayer and Salovey)
Perception, appraisal, and expression of
emotion
Emotional facilitation of thinking
Understanding and analyzing emotional
information; employing emotional knowledge
Regulation of emotion

The Power of Positive
Emotion

Memicu perilaku konstruktif,
produktif, dan inovatif
It is always safe to learn, even from our
enemies; seldom safe to venture to
instruct, even our friends.
Charles Caleb Colton (1780 - 1832)