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  True

Question 2

If you praise an employee every time after he or she has performed the job well,then extinction of the desired behaviours is less likely to occur after you stop giving any more praise.

Accepted Answer

A) True 
 B)False  False

Question 3

The recency effect is more common when:

Accepted Answer

A)  making an evaluation involving complex information. 
B)  the decision maker has considerable experience in that situation. 
C)  the decision maker believes most employees are above average. 
D)  evaluating someone who is easily identified with a visible demographic group. 
E)  the decision maker has a strong learning orientation. 
A)  making an evaluation involving complex information. 
B)  the decision maker has considerable experience in that situation. 
C)  the decision maker believes most employees are above average. 
D)  evaluating someone who is easily identified with a visible demographic group. 
E)  the decision maker has a strong learning orientation. A

Question 4

Reflecting and experimenting are components of:

Accepted Answer

A)  social learning theory. 
B)  experiential learning. 
C)  behaviour modification. 
D)  organizational citizenship. 
E)  MARS model. 
A)  social learning theory. 
B)  experiential learning. 
C)  behaviour modification. 
D)  organizational citizenship. 
E)  MARS model.

Question 5

Which of these questions is directly considered when making attributions?

Accepted Answer

A)  Has the employee ever shown his or her true emotions in the workplace? 
B)  How often does the employee interact with people from different backgrounds? 
C)  How often did the employee act this way in the past? 
D)  All of the answers are correct. 
E)  None of the answers apply. 
A)  Has the employee ever shown his or her true emotions in the workplace? 
B)  How often does the employee interact with people from different backgrounds? 
C)  How often did the employee act this way in the past? 
D)  All of the answers are correct. 
E)  None of the answers apply.

Question 6

Confirmation bias causes us to screen out information that is contrary to our values and assumptions.

Accepted Answer

A) True 
 B)False

Question 7

Which of the following is NOT explicitly identified in the Johari Window?

Accepted Answer

A)  Feedback 
B)  Selective attention 
C)  Unknown area 
D)  Hidden area 
E)  Disclosure 
A)  Feedback 
B)  Selective attention 
C)  Unknown area 
D)  Hidden area 
E)  Disclosure

Question 8

Which of the following is an example of selective attention?

Accepted Answer

A)  You notice that two employees are arguing in the company's quiet library. 
B)  You conclude that the person near the cash register is a sales clerk. 
C)  You assume that an employee is lazy because she works in a department with lazy people. 
D)  All of the answers are correct. 
E)  None of the answers apply. 
A)  You notice that two employees are arguing in the company's quiet library. 
B)  You conclude that the person near the cash register is a sales clerk. 
C)  You assume that an employee is lazy because she works in a department with lazy people. 
D)  All of the answers are correct. 
E)  None of the answers apply.

Question 9

Receiving a commission only when a sale is made represents:

Accepted Answer

A)  a variable ratio schedule. 
B)  negative reinforcement. 
C)  a fixed interval schedule. 
D)  self-serving bias. 
E)  a fixed ratio schedule. 
A)  a variable ratio schedule. 
B)  negative reinforcement. 
C)  a fixed interval schedule. 
D)  self-serving bias. 
E)  a fixed ratio schedule.

Question 10

You are more likely to make an internal attribution about someone's poor performance if you have also observed the person performing that task poorly in the past and have observed other employees performing the task well.

Accepted Answer

A) True 
 B)False

Question 11

In the Johari Window,feedback from others helps us to:

Accepted Answer

A)  increase our open area by reducing our blind area. 
B)  increase our unknown area by reducing our hidden area. 
C)  decrease our open area by increasing our amount of disclosure. 
D)  increase our open area by reducing our closed area. 
E)  increase our open area by reducing our hidden area. 
A)  increase our open area by reducing our blind area. 
B)  increase our unknown area by reducing our hidden area. 
C)  decrease our open area by increasing our amount of disclosure. 
D)  increase our open area by reducing our closed area. 
E)  increase our open area by reducing our hidden area.

Question 12

If John takes credit for work that he completes on time,but blames his co-workers for his delays,he is exhibiting:

Accepted Answer

A)  fundamental attribution error. 
B)  primacy effect. 
C)  self-fulfilling prophecy. 
D)  self-serving bias. 
E)  projection bias. 
A)  fundamental attribution error. 
B)  primacy effect. 
C)  self-fulfilling prophecy. 
D)  self-serving bias. 
E)  projection bias.

Question 13

We can eliminate the activation of stereotyping by choosing to ignore stereotypic information.

Accepted Answer

A) True 
 B)False

Question 14

In attribution theory,the question "How often does the person act this way in other settings?" relates directly to:

Accepted Answer

A)  self-confidence. 
B)  distinctiveness 
C)  consistency 
D)  external attribution 
E)  consensus 
A)  self-confidence. 
B)  distinctiveness 
C)  consistency 
D)  external attribution 
E)  consensus

Question 15

Explain why behaviour modelling is often more effective than direct reinforcement for helping employees to learn new behaviours.

Accepted Answer

Behaviour modelling is often more effect

Question 16

According to the A-B-C model of behaviour modification,antecedents:

Accepted Answer

A)  have no effect on behaviour. 
B)  cause people to act more randomly. 
C)  inform employees that certain behaviours will have particular consequences. 
D)  represent an older perspective of behaviour modification that is no longer relevant. 
E)  cause people to act more randomly and inform employees that certain behaviours will have particular consequences. 
A)  have no effect on behaviour. 
B)  cause people to act more randomly. 
C)  inform employees that certain behaviours will have particular consequences. 
D)  represent an older perspective of behaviour modification that is no longer relevant. 
E)  cause people to act more randomly and inform employees that certain behaviours will have particular consequences.

Question 17

Which reinforcement schedule is best for helping employees to learn new behaviours?

Accepted Answer

A)  Continuous 
B)  Fixed interval 
C)  Fixed ratio 
D)  Variable ratio 
E)  Variable interval 
A)  Continuous 
B)  Fixed interval 
C)  Fixed ratio 
D)  Variable ratio 
E)  Variable interval

Question 18

Organizational learning involves mainly:

Accepted Answer

A)  situational factors. 
B)  experiential learning. 
C)  knowledge management. 
D)  punishment. 
E)  self-reinforcement. 
A)  situational factors. 
B)  experiential learning. 
C)  knowledge management. 
D)  punishment. 
E)  self-reinforcement.

Question 19

One problem with behaviour modification programs is that some employees view the variable ratio schedule of reinforcement as a form of gambling,like a lottery.

Accepted Answer

A) True 
 B)False

Question 20

Interacting with people from other backgrounds is more likely to minimize perceptual biases when these people have equal status with you throughout the interaction.

Accepted Answer

A) True 
 B)False

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

If you praise an employee every time after he or she has performed the job well,then extinction of the desired behaviours is less likely to occur after you stop giving any more praise.

The recency effect is more common when:

Reflecting and experimenting are components of:

Which of these questions is directly considered when making attributions?

Confirmation bias causes us to screen out information that is contrary to our values and assumptions.

Which of the following is NOT explicitly identified in the Johari Window?

Which of the following is an example of selective attention?

Receiving a commission only when a sale is made represents:

You are more likely to make an internal attribution about someone's poor performance if you have also observed the person performing that task poorly in the past and have observed other employees performing the task well.

In the Johari Window,feedback from others helps us to:

If John takes credit for work that he completes on time,but blames his co-workers for his delays,he is exhibiting:

We can eliminate the activation of stereotyping by choosing to ignore stereotypic information.

In attribution theory,the question "How often does the person act this way in other settings?" relates directly to:

Explain why behaviour modelling is often more effective than direct reinforcement for helping employees to learn new behaviours.

According to the A-B-C model of behaviour modification,antecedents:

Which reinforcement schedule is best for helping employees to learn new behaviours?

Organizational learning involves mainly:

One problem with behaviour modification programs is that some employees view the variable ratio schedule of reinforcement as a form of gambling,like a lottery.

Interacting with people from other backgrounds is more likely to minimize perceptual biases when these people have equal status with you throughout the interaction.

Introduction to the Field of Organizational Behaviour

Individual Behaviour, Personality, and Values

Workplace Emotions,attitudes,and Stress

Foundations of Employee Motivation

Applied Performance Practices

Decision Making and Creativity

Team Dynamics

Communicating in Teams and Organizations

Power and Influence in the Workplace

Conflict and Negotiation in the Workplace

Leadership in Organizational Settings

Designing Organizational Structures

Organizational Culture

Organizational Change

Filters

Exam 3: Perceiving Ourselves and Others in Organizations

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

If you praise an employee every time after he or she has performed the job well,then extinction of the desired behaviours is less likely to occur after you stop giving any more praise.

The recency effect is more common when:

Reflecting and experimenting are components of:

Which of these questions is directly considered when making attributions?

Confirmation bias causes us to screen out information that is contrary to our values and assumptions.

Which of the following is NOT explicitly identified in the Johari Window?

Which of the following is an example of selective attention?

Receiving a commission only when a sale is made represents:

You are more likely to make an internal attribution about someone's poor performance if you have also observed the person performing that task poorly in the past and have observed other employees performing the task well.

In the Johari Window,feedback from others helps us to:

If John takes credit for work that he completes on time,but blames his co-workers for his delays,he is exhibiting:

We can eliminate the activation of stereotyping by choosing to ignore stereotypic information.

In attribution theory,the question "How often does the person act this way in other settings?" relates directly to:

Explain why behaviour modelling is often more effective than direct reinforcement for helping employees to learn new behaviours.

According to the A-B-C model of behaviour modification,antecedents:

Which reinforcement schedule is best for helping employees to learn new behaviours?

Organizational learning involves mainly:

One problem with behaviour modification programs is that some employees view the variable ratio schedule of reinforcement as a form of gambling,like a lottery.

Interacting with people from other backgrounds is more likely to minimize perceptual biases when these people have equal status with you throughout the interaction.

Introduction to the Field of Organizational Behaviour

Individual Behaviour, Personality, and Values

Workplace Emotions,attitudes,and Stress

Foundations of Employee Motivation

Applied Performance Practices

Decision Making and Creativity

Team Dynamics

Communicating in Teams and Organizations

Power and Influence in the Workplace

Conflict and Negotiation in the Workplace

Leadership in Organizational Settings

Designing Organizational Structures

Organizational Culture

Organizational Change

Filters