Answer To: Module assessment Assignment 1. Organisational Behaviour This will consist of an individual...
Dilpreet answered on Apr 21 2021
Running Head: Process of Perception and Its Influence on Organisational Behaviour 1
Process of Perception and Its Influence on Organisational Behaviour
THROUGH THE PROCESS OF PERCEPTION WE SELECT STIMULI FROM THE ENVIRONMENT, MAKE SENSE OF THEM, AND CREATE MEANING FROM THEM: A DISCUSSION IN CONTEXT OF ORGANISATIONAL BEHAVIOUR AND WORKPLACE RELATIONSHIP
Table of Contents
Introduction 3
Discussion 3
Perceptual Inputs/Stimuli 3
Process of Perception 4
Organisational Behaviour 4
Workplace Relationship 5
Internal Factors Influencing the Behaviour of the Perceivers 5
Characteristics of the Perceiver 5
Organisational Culture 7
Organisational Structure 9
Leadership Styles within the Organisations 10
External Factors Influencing the Behaviour of the Perceivers 14
PESTLE Analysis 14
Conclusion 17
Recommendations 18
Recommendations to Improve Perception of the Perceivers Based on Internal Factors 19
Recommendations to Improve Perception of the Perceivers Based on External Factors 20
References 22
Introduction
Though human beings have become culturally intelligent, each individual have their own perception regarding their surrounding environment. They have their own process of selecting, organising and information and based on this different responses to stimuli can be observed. Initially human beings are attracted towards the stimuli of their interest and then they focus on the ones that stand out to their senses. They then perceive a meaning out of it.
In an organisational environment, perception can simply be understood as a process, by which members of the organisation attend the incoming stimuli, then interpret, and organise such stimuli to control their behaviour. As people working within an organisation may have different beliefs, values, feelings and objectives, they might take different meanings for the same things or situations. The behaviour of the members working in an organisation and their workplace relationships are directly influenced by intellectual process or their process of perception, through which they select the data of their interest from the environment, organise it and derive meaning from it.
Discussion
In order to develop a better understanding of the topic, it is vital to discuss each element associated with the topic in detail and then highlight the relationship between various aspects and elements. Some of the most important elements and aspects of the topic and their relation and dependencies on each other have been discussed in details as below:
Perceptual Inputs/Stimuli
Stimuli are most important for the occurrence of perception. Stimuli can be objects, either events, individuals or a group of people (Haberda, 2019). Thus, stimuli in simple words can be defined as everything, which contributes to the occurrence of an event or a setting where the events occur. Characteristics of stimuli have a direct impact on the selection of stimuli, on which individuals then focus from their own viewpoint and senses to perceive a meaning out of it.
Process of Perception
The process of perception essentially involves three elements:
1. Selection of Stimuli: After receiving stimuli form the environment, a person is only attracted to the stimuli, towards which he or she are interested and rest all the stimuli are screened out. When talking in the organisational context, the organisational behaviour and workplace relationships can be regulated on the basis of two types of stimuli, one is internal stimuli i.e. internal to the organisation and other is external stimuli, which takes into the consideration the external environment of the business (Cafferkey, Heffernan, Harney, Dundon & Townsend, 2019).
2. Organisation of Stimuli: Once these stimuli are being selected, individuals arrange them in a form so that a sense could be made out of that.
3. Interpretation of Stimuli: The perceiver interprets the organised stimuli in order to derive a meaning form it and to understand the situation. People may interpret different meanings of the same situation based on their assumptions, values and beliefs.
Organisational Behaviour
Organisational behaviour in simple words can be defined as the study of individuals or group behaviour in the organisation and their performance within the organisation. As opined by Buchanan and Huczynski (2019), in order to understand the organisational behaviour it is mandatory to consider the human behaviour in the workplace, which can be regulated through organisational culture, job structure, internal factors of the organisation and the leadership prevailing in the organisation. Organisational behaviour helps to understand various aspects that are directly associated with employee motivation, performance of the employees and workplace relationships (Wilson, 2018). There are mainly four types of organisational behaviours namely autocratic, custodial, collegial and supportive.
Workplace Relationship
Workplace relationships can be defined as unique interpersonal relationships existing among the members working in an organisation. As mentioned by Gupta, Agarwal and Khatri (2016) these relationships have a direct impact on the productivity, ability and desire to succeed of the individuals involved in this relationship. These relationships are mostly built on trust existing among two individuals or a group of individuals. Usually organisations with culturally intelligent members are likely to develop strong and long-term relationships.
Internal Factors Influencing the Behaviour of the Perceivers
Several internal stimuli within the organisation have a major influence on the behaviour of the perceivers and therefore regulating the behaviour of the entire organisation. The internal stimuli can be categorised into the characteristics of the perceiver, organisational culture, organisational structure and leadership practices being followed within the organisation.
Characteristics of the Perceiver
Personal characteristics of the people working within an organisation play an important role in determining the organisational behaviour. Since, different people have different opinions, thinking styles, ideologies, beliefs and values they perceive the same situation in different ways (Mole, North & Baldock, 2017). Some of the important characteristics of perceivers are as discussed below:
1. Motives and Needs: The behaviour of the members of the organisation and their individual perceptions are influenced by their needs and motives largely. The inner needs of the individuals make them act differently from each other. Members of the organisation chose to select only those stimuli that are capable enough to satisfy their needs. People chose to perceive only those items, which are similar to their wistful thinking.
2. Self-realisation: The way an individual may think of the rest of the world including human beings and events is based on the notion how he or she think about themselves and to the extent, to which they know their inner selves. If a person has a better understanding of oneself, helps to understand others in a better manner in similar contexts.
3. Beliefs: The reaction or an action of people in different situations is largely associated with their personal beliefs. It is difficult for an individual to think beyond their personal beliefs and values and therefore they make sense of the stimuli and derive meaning form it based on their own perceptions (Chumg, Seaton, Cooke & Ding, 2016).
4. Experience: Experiences of the people have a huge influence on the way they perceive the stimuli and understand different situations. A person with good past experiences will perceive the situations positively, while a person with bad experiences might see several negativities in the situation.
5. Present Psychological and Emotional State: The current psychological and emotional state of individuals plays a vital role in determining their response to the stimuli. For instance, a person in good mood will be able to handle a not so favourable situation calmly, whereas a person in bad mood may react aggressively to the same situation.
6. Expectations: Expectations of people within the organisation are associated with the image of a particular person and with the state of anticipation of behaviour of theta person. For instance, if the image of a person in the mind of another person is not so good, then event if the person is right the other one may think of him/her as wrong.
Organisational Culture
Organisational culture may be defined as a system that includes expectations, philosophies, experience, values, assumptions and beliefs, which are usually shared by the people within an organisation and guide the behaviour of the people within an organisation (Elsmore, 2017). According to a study conducted by Geert Hofstede, he identified the following four dimensions of organisational culture that have a considerable influence on organisational behaviour and workplace relationships:
1. Power Distance: Some people within the organisation may enjoy more powers than others do. This reflects inequality within the organisation. However, not everyone working within the organisation considers this a problem. For instance, the power difference in the boss-subordinate relationship is a part of the organisational culture and may be considered as an objective while others might perceive it as a misuse of power and therefore their behaviours within the organisation are guided accordingly.
2. Individualism and Collectivism: The concept of individualism and collectivism helps to determine the difference between the self-interest of the employees and the organisational interest. In the case of collectivism, the interest of the entire group or the organisation is valued more than the interest of the individuals. In individualism, interest of the individual is valued more. When this concept is applied to a workplace environment, it could be observed that employees working in an individualist organisational culture are likely to act for their own interest and they tend to modify their work objective and their behaviour according to their own interest. As mentioned by Arpaci, Baloğlu and Kesici (2018), in collectivist culture, the members of the organisation are expected to behave in a manner, which is beneficial for the group and for the organisation at large. Pursuing group interests helps the employees to share a moral workplace relationship with each other and therefore, they make sense of a situation collectively and make unanimous decisions.
3. Masculinity and Femininity: This reflects the culture of an organisation in terms of gender roles, culture values and power relations. This mostly regulates the behaviour of the management within the organisation. For instance, in a feminist culture decisions of the management are based on consensus and institutions. On the other, hand in a masculine culture the decisions of the management are based on aggressive actions. Moreover, conflicts in a feminist culture are resolved through negotiation and compromise while in a masculine culture, the strongest is allowed to win (Merkin, 2018). The difference could be observed because of the difference in perceiving the environmental stimuli and making sense out of it.
4. Uncertainty Avoidance: In an organisation with strong uncertainty culture, individual or groups like to follow the rules and regulations set by the organisation and avoid being creative or innovative in the tasks they undertake. On the other hand, in an organisation with week-uncertainty avoidance culture, conflicts and competitions are quite common and acceptable.
Influence of Organisational Culture on Organisational Behaviour
The identity of an organisation within a business environment is provided by the culture of the organisation. The culture of the organisation can...