Exam 4: Perception Attribution and the Management of Diversity

External attributions assign the cause of behavior to factors within the individual.

The perceiver's ________ is how he or she feels at the time of perception.

Perception is equivalent to objective reality.

When targets of perception are ambiguous, members of an organization should ________.

Which one of the following is NOT part of the perceiver's motivational state?

During his first year of working at a law firm, Danny earned the respect of his supervisors by consistently producing very high quality work. Though the quality of Danny's work declined in his second year of employment, his supervisors continued to view his work very positively. This is an example of the ________ affect.

The MOST common internal attributions that people make include ________.

A contrast effect is the biased perception that results when the perceiver's perception of others in the situation distorts his or her perceptions of a target person.

The MOST effective method for preventing stereotyping in an organization is to ________.

Employees who perceive that they are respected by their company are less likely to be absent or quit.

The MOST common external attributions relate to ________.

John Andrews believes that fate determines whether an individual will be a successful professional poker player. John has made an internal attribution.

What is the role of mentoring in diversity training?

Telling a sexual joke is an example of quid pro quo sexual harassment.

Fundamental attribution errors MOST LIKELY occur when one ________.

Perception is influenced by schemas, moods, and motivational states.

The salience of a target of perception does not affect how it is perceived.

Attribution theory describes how people explain the causes of the behavior of themselves and others.

Which of the following is NOT a component of successful mentoring?

Stereotyping can be minimized if organizational members are encouraged to think about characteristics that really affect job performance, rather than irrelevant characteristics such as age, race, or gender.