From Chapters 11 through 15, let your classmates know which concepts or topics you found the most interesting and/or applicable, explaining why as well. Provide coverage on at least two separate concepts or topics, from different chapters.

Chapter 12 - Common Perceptual Distortions

PERCEPTIONS 12.1 Common Perceptual Distortions - Stereotypes - Using limited attributes of a group to describe an entire group or individuals in the group - Halo effect - Using one characteristic of a person to form an overall impression - Selective perception - Limit perception of information to that which agrees with existing beliefs - Projection - Assign our personal attributes to another individual PERCEPTIONS 12.1 Perception can Cause Attribution Errors ' Attribution - Developing explanations or causes for events - Fundamental attribution error - Tendency to blame someone else when things go wrong ' Self-serving bias - Blame personal problems on external causes rather than accept personal responsibility Fundamental The! are 1am Self-Serving Attribution Error performing performing ea \"it's their fault. " poorly poorly \"it's not my fault \" PERCEPTIONS 12.1 Impression Management - Impression management - The systematic attempt to influence how others perceive us - Impression management that is well done can help us to advance in jobs and careers, form relationships with people we admire, and even create pathways to desired social member-ships. HUMAN NEEDS 13.1 Core Characteristics Model ' Job design - Allocation of specific tasks to individuals and groups ' Job enrichment - Adds opportunities for satisfying higher-order needs to a job by adding opportunities for planning and controlling work HUMAN NEEDS 13.1 Core Characteristics Model Skill Variety the degree to which a job requires a variety of activities to carry out the work and involves the use of the individual's different skills and talents Task Identity the degree to which the job requires completion of a "whole\" and identifiable piece of work, one that involves doing a job from beginning to end with a visible outcome Task Significance Autonomy the degree to which the job has a substantial impact on the lives or work of other people elsewhere in the organization or in the external environment the degree to which the job gives the individual freedom, independence, and discretion in scheduling work and in choosing procedures for carrying it out Feedback from the job itself the degree to which work activities required by the job result in the individual obtaining direct and clear information on his or her performance