TAILIEUCHUNG - Lecture Organizational behavior: Key concepts, skills & best practices (5/e): Chapter 4 - Angelo Kinicki, Mel Fugate

Chapter 4 - Understanding social perception and managing diversity. After reading the material in this chapter, you should be able to: Describe perception in terms of the social information processing model; explain seven managerial implications of social perception; explain according to Kelley’s model, how external and internal causal attributions are formulated;. | Understanding Social Perception and Managing Diversity Chapter Four After reading the material in this chapter, you should be able to: Describe perception in terms of the social information processing model. Explain seven managerial implications of social perception. Explain, according to Kelley’s model, how external and internal causal attributions are formulated. After reading the material in this chapter, you should be able to: Demonstrate your familiarity with the demographic trends that are creating an increasingly diverse workforce. Identify the barriers and challenges to managing diversity. Discuss organizational practices used to manage diversity A Social Information Processing Model of Perception Perception cognitive process that enables us to interpret and understand our surroundings Social Perception: A Social Information Processing Model Commonly Found Perceptual Errors Table 4-1 Performance Charts Attributional

• Quản trị kinh doanh
• Organizational behavior
• Lecture Organizational behavior
• Managing people
• Organizational effectiveness
• Social perception
• Managing diversity
• Organizational behavior theory
• Organizational culture
• Organizational structure
• Leading organizational change
• The unfreezing stage
• Individual behavior
• Organizational context
• Organizational design
• Management in organizations
• Leadership in organizations
• Internal locus
• Outcomes of stress
• Script schemas
• Person schemas
• Job satisfaction
• Emotional intelligence
• Motivation theories
• Needs theory
• Individual motivation
• Performance management cycle
• Formal teams
• Informal groups
• Team performance
• The team building process
• Decision making
• Moral dilemma
• Conflict in organizations
• Negotiation in organizations