Question 1

A person's expectations make them more sensitive to incoming information,but also less sensitive to unexpected information.

Accepted Answer

A) True 
 B)False

Question 2

Someone who is new to the job and has a low sense of achievement is:

Accepted Answer

A)  less likely to engage in stereotyping. 
B)  more likely to engage in fundamental attribution error 
C)  more likely to have a strong learning orientation. 
D)  more vulnerable to the supervisor's self-fulfilling prophecies of that employee. 
E)  more likely to engage in behavior modification. 
A)  less likely to engage in stereotyping. 
B)  more likely to engage in fundamental attribution error 
C)  more likely to have a strong learning orientation. 
D)  more vulnerable to the supervisor's self-fulfilling prophecies of that employee. 
E)  more likely to engage in behavior modification.

Question 3

A person's social identity is a complex combination of his or her memberships in many groups.

Accepted Answer

A) True 
 B)False

Question 4

When making an internal or external attribution about a person's behavior,we tend to look at whether the person has acted this way in the past and other situations,and whether other people act similarly in this situation.

Accepted Answer

A) True 
 B)False

Question 5

Brad habitually shows up late for work.Whenever colleagues warn that he could get fired for being late so often,Brad replies that 'everyone does it'.Which perceptual error does Brad seem to be experiencing?

Accepted Answer

A)  Fundamental attribution error 
B)  Projection bias 
C)  Self-fulfilling prophecy 
D)  Halo effect 
E)  None of the above 
A)  Fundamental attribution error 
B)  Projection bias 
C)  Self-fulfilling prophecy 
D)  Halo effect 
E)  None of the above

A person's expectations make them more sensitive to incoming information,but also less sensitive to unexpected information.

Someone who is new to the job and has a low sense of achievement is:

A person's social identity is a complex combination of his or her memberships in many groups.

When making an internal or external attribution about a person's behavior,we tend to look at whether the person has acted this way in the past and other situations,and whether other people act similarly in this situation.

Brad habitually shows up late for work.Whenever colleagues warn that he could get fired for being late so often,Brad replies that 'everyone does it'.Which perceptual error does Brad seem to be experiencing?

Introduction to the Field of Organizational Behavior

Individual Behavior, values, and Personality

Workplace Emotions and Attitudes

Motivation in the Workplace

Applied Performance Practices

Work-Related Stress and Stress Management

Decision Making and Creativity

Foundations of Team Dynamics

Developing High Performance Teams

Communicating in Teams and Organizations

Power and Influence in the Workplace

Conflict and Negotiation in the Workplace

Leadership in Organizational Settings

Organizational Structure

Organizational Culture

Organizational Change

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Exam 3: Perception and Learning in Organizations

A person's expectations make them more sensitive to incoming information,but also less sensitive to unexpected information.

Someone who is new to the job and has a low sense of achievement is:

A person's social identity is a complex combination of his or her memberships in many groups.

When making an internal or external attribution about a person's behavior,we tend to look at whether the person has acted this way in the past and other situations,and whether other people act similarly in this situation.

Brad habitually shows up late for work.Whenever colleagues warn that he could get fired for being late so often,Brad replies that 'everyone does it'.Which perceptual error does Brad seem to be experiencing?

Introduction to the Field of Organizational Behavior

Individual Behavior, values, and Personality

Workplace Emotions and Attitudes

Motivation in the Workplace

Applied Performance Practices

Work-Related Stress and Stress Management

Decision Making and Creativity

Foundations of Team Dynamics

Developing High Performance Teams

Communicating in Teams and Organizations

Power and Influence in the Workplace

Conflict and Negotiation in the Workplace

Leadership in Organizational Settings

Organizational Structure

Organizational Culture

Organizational Change

Filters