Ch 6 Flashcards
1) ________ is the process by which individuals organize and interpret their sensory impressions in order to give meaning to their environment.
A) Sensation
B) Impression
C) Apprehension
D) Attribution
E) Perception
E) Perception
2) Alicia Akers works as a marketing executive. She always talks in a high pitch and often draws a lot of attention wherever she is. Which of the following statements best explains the reason behind people noticing Akers?
A) Perception of reality depends on the perceiver’s past experiences.
B) Perception of reality depends on the perceiver’s personality.
C) Characteristics of the target affect people’s perception.
D) The time at which we observe behavior affects perception.
E) Motives and interests of the perceiver affects perception of behavior.
C) Characteristics of the target affect people’s perception.
3) A manager doing performance appraisals gives more weight to recent employee behaviors than to behaviors of six or nine months earlier. This shows that the manager’s perception is affected by ________ bias.
A) self-serving
B) availability
C) impact
D) distinction
E) hindsight
B) availability
4) Which of the following is an example of internally (intrinsically) caused behavior?
A) An employee was late for a team meeting because of a heavy downpour.
B) An employee was laid off because the company was attempting to cut costs by laying off employees.
C) An employee was fired from work because he violated a company policy.
D) An employee could not attend an interview because of a delayed flight.
E) An employee could not come to work because he met with an accident.
C) An employee was fired from work because he violated a company policy.
5) Janice Yoder works in an environmental campaigning organization and often needs to interact with a large team for project implementation activities. However, she always finds it difficult to work as a part of a team. She always seems to have major disagreements with team members which lead to antagonistic relations between them. Though she has moved from one team to another, her relations with colleagues always seem to be hostile and cold. How would the attribution theory describe this behavior?
A) low on consensus
B) high on reliability
C) high on adaptability
D) high on consistency
E) high on distinctiveness
D) high on consistency
6) Johanna Springer, who works as a sales executive at Pascal’s Bank, is upset at the way her manager, Emma Womack, always calls her in for one-on-one meetings to discuss her underperformance. Though Springer makes a higher number of sales calls and works longer hours than last year, her sales figures are still low. She knows that the main reason behind her underperformance is the recent economic meltdown in the country. However, her manager feels that Springer’s underperformance is the result of her laid-back attitude and has nothing to do with external factors. In this situation, Womack’s behavior is characterized by a(n) ________.
A) anchoring bias
B) contrast effect
C) fundamental attribution error
D) self-fulfilling prophecy
E) Pygmalion effect
C) fundamental attribution error
7) Jane Allen, a campaign manager at a non-profit organization, often takes full credit for project successes even when her team members’ contributions play a big role in achieving milestones. However, when projects receive setbacks, she blames her team members and sometimes states that the situation was beyond her control. Allen’s behavior is an example of ________ bias.
A) impact
B) anchoring
C) confirmation
D) distinction
E) self-serving
E) self-serving
8) You are more likely to notice a car like your own due to ________.
A) stereotyping
B) self-serving bias
C) halo effect
D) selective perception
E) contrast effect
D) selective perception
9) A process of making decisions by constructing simplified models that extract the essential features from problems without capturing all their complexity is known as ________.
A) optimal decision making
B) intuitive decision making
C) bounded rationality
D) rational decision making
E) incremental decision making
C) bounded rationality
10) Sarah Covington, a sales manager at Synergy Corporation Bank, often keeps low expectations of her team. She feels that they are underqualified for their job and do not have substantial experience to sell a large number of accounts. Covington’s team does not feel motivated enough and invariably underperforms and misses targets on a regular basis. Which of the following concepts best explains Covington’s team’s poor performance?
A) hindsight bias
B) self-fulfilling prophecy
C) confirmation bias
D) contrast effect
E) bandwagon effect
B) self-fulfilling prophecy
