Perception Factors
Please respond to the following questions along with at least 2 substantive peer replies (for a minimum of 3 posts):
What factors influence the way we perceive people? How might these factors influence the judgments an interviewer makes about a job applicant? Your initial post should be a minimum of 300 words and specifically reference the applicable elements of this week’s reading.

Chapter 4

knowledge objectives After reading this chapter, you should be able to:
1. Describe the basic learning principles as described by operant conditioning theory and social cognitive theory, as well as the conditions which facilitate adult learning.
2. Understand the basic elements of training and how training can be accomplished through OB Mod, simulations, and learning from failure.
3. Discuss the three stages of perception. Understand the factors and biases influencing our perceptions of people and tasks.
4. Describe how we make causal attributions about behavior.
exploring behavior in action
The Strategic Importance of Learning and Perception
VF Corporation, headquartered in Greensboro, North Carolina, is the world’s largest apparel manufacturer, with revenues of $11 billion plus annually. Chances are that you have several items of their clothing in your closet. Their more than 30 brands include Wrangler, Lee, Vans, The North Face, Nautica, Timberland, 7 For All Mankind, and Jansport. The success of the VF Corporation is due in part to a growth plan launched in 2004. The goal of this plan was to transform the VF Corporation in a global lifestyle apparel company. VF credits its strong financial performance to six growth drivers, one of which is enabling our future. The company described this goal as: “Taking our company to new heights requires new capabilities and skills, and we’ve invested in areas that are specifically designed to support our growth. . . . [W]e know that providing our leaders and associates with new tools and training that stretches their capabilities is crucial to our continued success.” Thus, associ- ate learning, development, and knowledge sharing has become one of the crucial drivers of the VF Corporation’s strategy. Tom Nelson, currently VF Corporation’s managing director and vice-president of product procurement, stated, “Learn- ing and development makes a significant contribution to the company’s ongoing success.”
VF Asia Ltd., a subsidiary of VF Corporation located in Hong Kong, took this directive very seriously. This subsidiary totally reorganized its learning unit, which had previously been somewhat piecemeal, with a program here, a learning opportunity there. Tommy Lo, who was the learning and development manager at the time, guided the two-person regional training team by first creating a strategy. The compa- ny’s 780 employees were grouped into one of four learning cat- egories, determined by their level in the organization and the content that needed to be learned and skills developed. These categories are personal competencies, functional leadership, managerial leadership, and strategic leadership. Furthermore, all functions associated with training, performance review and development, feedback, and reward were grouped together in the same program. Thus, training and development were tied to on-the-job performance. A further part of the firm’s learning and development strategy was to keep as many pr

Organizational Behavior – Week #3 Lecture 1
Problems in Person Perception
Salutations Class! In our personal and professional lives, we all have perceptions which drive our behaviors. Whether we like to admit it or not, we all have both positive and negative perceptions of various things (people, tasks, events). Understanding what’s behind those perceptions will allow you to evaluate, understand, and better appreciate happenings around you.

A perception, academically defined in the text on page 121 by Hitt, Miller, and Colella, is the process of sensing various aspects of a person, task, or event and forming impressions based on selected inputs. Within the slide presentation this week, we reviewed the three stages of perception which included sensing, selecting, and organizing. During this lecture, we’ll focus in on what the text calls “Problems in Person Perception”.
We’ll cover four specific terms and give you a bit more insight into each one. Noted below are each topic, how the Hitt, Miller, and Colella text defines each one on page 125, and some specific examples to help you identify each in practice.
·               Implicit person theories – defined as “personal theories about what personality traits and abilities occur together and how these attributes are manifested in behavior.”  An example of this recently surfaced in the workplace. Here’s the scenario…a leader recently had his door shut for the majority of the day for the last couple of weeks. His secretary senses that his door being closed is a reflection of how he feels about her. In other words, subconsciously believes that physical separation and dislike are coupled together. The problem with this is that the leader had his door shut for very valid reasons. He was coordinating an entangled web with human resources and the legal department to terminate an employee for poor performance. How could this problem in person perception be avoided? What could be done the next time around to prevent this misunderstanding?
·               Halo effect – defined as “a perception problem in which an individual assesses a person positively or negatively in all situations based on an existing general assessment of the person.”  Let’s use the all too popular example of a politician on the national level…how about a longstanding member of Congress who has cheated on his tax returns and is facing tax evasion charges.  Many folks would generally see that Senator or Congressman as an all-around bad person regardless of any good that individual has done in his or her community.
·               Projecting – defined as “a perception problem in which an individual assumes that others share his or her values and beliefs.”  For this concept, let’s take the manager who values bonuses in the form of money as a motivational tool.  The manager’s employees, however, have varied beliefs.  Some prefer money but many prefer paid time off to spend with their respective families.  So, as the manager rewards all

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