Chapter 4 - Social Perception and Managing Diversity
Perception
Cognitive process that enable us to interpret and understand our surroundings
Storage and Retention
Event memory, semantic memory, person memory
The Four Layers of Diversity
Personality, Internal dimensions, external dimensions, organizational dimensions
Simplification
Relying on encoding helps us to simplify what might be a bewildering range of inputs
Social Perception: A Social Information Processing Model
Stage 1: Selective attention/comprehension Stage 2: Encoding and simplification Stage 3: Storage and retention Stage 4: Retrieval and response
Cognitive categories
a number of objects that are considered equivalent
Schema
a person's mental picture or summary of a particular event or type of stimulus
Diversity climate
a subcomponent of an organization's overall climate and is defined as the employees' aggregate "perceptions about the organization's diversity-related formal structure characteristics and informal values'
Affirmative action
an artificial intervention aimed at giving management a chance to correct an imbalance, injustice, mistake, or outright discrimination that occurred in the past
Stereotype
an individual's set of beliefs about the characteristics or attributes of a group
Internal factors
behavior can be attributed within a person
External factors
behavior can be attributed within the environment
Distinctiveness
compares a person's behavior on one task with his or her behavior on other tasks
Consensus
compares an individual's behavior with that of his or her peers
Access-and-legitimacy perspective
diversity is based in recognition that the organization's markets and constituencies are culturally diverse
Discrimination
employment decisions about an individual are due to reasons not associated with performance or are not related to the job
Managing diversity
enables people to perform up to their maximum potential. Keys: education, enforcement, exposure
Retrieval and Response
information is retrieved from memory to make judgements and decisions
Consistency
judges if the individual's performance on a given task is consistent over time
Attention
process of becoming consciously aware of something or someone
Fundamental attribution bias
reflects one's tendency to attribute another person's behavior to his or her personal characteristics, as opposed to situation factors
Psychological safety
reflects the extent to which people feel safe to express their ideas and beliefs without fear of negative consequences
Implicit cognition
represents any thoughts or beliefs that are automatically activated from memory without our conscious awareness
Self-serving bias
represents one's tendency to take more personal responsibility for success than for failure
Diversity
represents the multitude of individual differences and similarities that exist among people
On-ramping
represents the process companies use to encourage people to reenter the workforce after a temporary career break
Salient stimuli
something that stands out from its context
Demographics
statistical measurements of populations and their qualities over time
Causal attributions
suspected or inferred caused of behavior
Surface-level characteristics
those that are quickly apparent to interactants, such as race, gender, and age
Deep-level characteristics
those that take time to emerge in interactions, such as attitudes, opinions, and values
Encoding
to interpret and evaluate the environment using schemata and cognitive categories
Glass ceiling
used to represent an invisible but absolute barrier or solid roadblock that prevents women from advancing to higher-level positions
