ORGANIZATIONAL BEHAVIOUR
Perceptions are an important part of organizational behavior. Almost without exception an integral part of organizations are their ability to recognize individual differences and promote an objective and unbiased environment. Integral within the organizational environment is interviews, performance development reviews, staff ratings and the making of important decisions based on interpretation of issues and behaviors. All of these activities generally undertaken by management have an inherent perceptive component involved. Robbins, Millet, Cacioppe and Marsh (5) (2001) define perception as the way individuals process their respective sensory impressions in order to define their environment. In an organizational sense, Robbins and colleagues (2001) identified selective perception, stereotyping, contrast effect, projection and the halo effect, as five frequently used shortcuts, used by managers, to judge others. Because perceiving and interpreting others is a rather tiresome task shortcuts are employed to assist with the process. These shortcut techniques can be valuable in the sense that they allow perceptions to be made quickly, it is not without problems. Two of these shortcuts, projection and the halo effect, will
We may provide very positive evaluations to people who possess characteristics that we believe we have. (Hall, 1954) (2) Projection allows individuals to protect themselves from recognizing their own undesirable qualities by assigning them in exaggerated amounts to other people or in the case of managers, to subordinates or other work colleagues. Projection originated from the writings of the famous psychological theorist Sigmund Freud. There is no doubt that perception influences the way people make decisions. Another example of projection in organizational behavior is the manager who assumes that the needs of subordinates are the same as his or her own. He further purports that we like individuals and situations to be consistent, so much so, that we will distort information. be examined to see the possible implications they have, when used by managers. In this example the subordinates may be perfectly happy and satisfied doing jobs that the manager sees as dull and routine. (Milton, Entrekin & Stening, 1984) (4).
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