Organizational Behavior Science, The Real World, and You 8th Edition by Debra L. Nelson – Test Bank
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Sample Test
CHAPTER 3—PERSONALITY, PERCEPTION, AND ATTRIBUTION
MULTIPLE CHOICE
1. The
two determinants of one’s personality are heredity (genetics) and the
environment. Larry Ellison, cofounder and CEO of Oracle attributes much
of his success to his personality and states that his personality was mostly
shaped by his:
|
a. |
love of hiking and sailing |
|
b. |
penchant for having fun which led him
to drop out of two universities |
|
c. |
relationship with his father |
|
d. |
service in the Air Force |
ANS:
C
PTS:
1
DIF: Moderate
REF: p. 82
NAT: AACSB: Reflective Thinking | AACSB: Individual
Dynamics
TOP: Thinking Ahead and Looking
Back
MSC: K&C
2. According
to the proponents of interactional psychology, all of the following are
correct except:
|
a. |
behavior is a function of heredity and
physical stature |
|
b. |
people vary in terms of cognitive,
affective, motivational, and ability factors |
|
c. |
a situation can be viewed objectively |
|
d. |
one’s subjective view of the situation
can also be important |
ANS: A
PTS:
1
DIF: Moderate
REF: pp. 82-83
NAT: AACSB: Reflective Thinking | AACSB: Individual
Dynamics
TOP: Individual Differences and Organizational
Behavior MSC: K&C
3. The
basis for understanding individual differences stems from:
|
a. |
Jung’s development of personality
archetypes |
|
b. |
Carl Roger’s contention that everyone
is unique |
|
c. |
Bandura’s approach to social-cognitive
social learning theory |
|
d. |
Lewin’s contention that behavior is a function
of the person and the environment |
ANS:
D
PTS:
1
DIF: Moderate
REF: p. 82
NAT: AACSB: Reflective Thinking | AACSB: Individual
Dynamics
TOP: Individual Differences and Organizational Behavior
MSC: K&C
4. The
way in which factors such as skills, abilities, personalities, perceptions,
attitudes, values, and ethics differ from one individual to another is referred
to as:
|
a. |
personality |
|
b. |
individual differences |
|
c. |
the basis for group differences |
|
d. |
variation in traits |
ANS:
B
PTS:
1
DIF: Moderate
REF: p. 82
NAT: AACSB: Reflective Thinking | AACSB: Individual
Dynamics
TOP: Individual Differences and Organizational
Behavior MSC: K&C
5. All
of the following are examples of individual differences except:
|
a. |
personality |
|
b. |
general mental ability |
|
c. |
emotional intelligence |
|
d. |
norming |
ANS:
D
PTS: 1
DIF:
Easy
REF: p. 83
NAT: AACSB: Reflective Thinking | AACSB: Individual
Dynamics
TOP: Skills and
Abilities
MSC: K&C
6. What
is considered the single best predictor or work performance across many
occupations studied both here in the United States and across different
cultures?
|
a. |
GMA |
|
b. |
Extraversion |
|
c. |
Conscientiousness |
|
d. |
Emotional Stability |
ANS:
A
PTS:
1
DIF: Moderate
REF: p. 83
NAT: AACSB: Reflective Thinking | AACSB: Individual
Dynamics
TOP: Skills and
Abilities
MSC: K&C
7. According
to the Science Feature of Chapter 3, where General mental ability (GMA) was investigated
in association with victimization, all of the following were supported by this
study Except:
|
a. |
Having a high GMA does not have a
downside in terms of being a target at work. |
|
b. |
An individual with high cognitive
ability and also a caring, cooperative, and secure personality will not
experience an increase in victimization. |
|
c. |
An individual with high GMA and a
personality that includes independence and dominance will be more likely to
be victimized. |
|
d. |
Highly intelligent individuals should
cultivate their positive personality traits as well as their intellectual
skills. |
ANS:
A
PTS:
1
DIF:
Hard
REF: p. 84
NAT: AACSB: Reflective Thinking | AACSB: Individual
Dynamics
TOP: Skills and Abilities | Science
Feature
MSC: K&C
8. The
approach to the study of personality that focuses on both person (dispositions)
and situational variables as combined predictors of behavior is known as:
|
a. |
trait theory |
|
b. |
the integrative approach |
|
c. |
psychodynamic theory |
|
d. |
wholistic humanism |
ANS:
B
PTS:
1
DIF: Moderate
REF: p. 86
NAT: AACSB: Reflective Thinking | AACSB: Individual
Dynamics
TOP: Big Five Personality
Model
MSC: K&C
9. A
relatively stable set of characteristics that influence an individual’s
behavior defines:
|
a. |
behavioral predispositions |
|
b. |
personality |
|
c. |
the integrative approach to behavior |
|
d. |
the approach emphasizing the perceptual
process |
ANS:
B
PTS:
1
DIF: Moderate
REF: p. 84
NAT: AACSB: Reflective Thinking | AACSB: Individual
Dynamics
TOP: Personality MSC:
K&C
10.
Personality is shaped by:
|
a. |
consequences of behavior and the
environment |
|
b. |
the person and the situation |
|
c. |
thinkings and feelings |
|
d. |
heredity and environment |
ANS:
D
PTS:
1
DIF: Moderate
REF: p. 84
NAT: AACSB: Reflective Thinking | AACSB: Individual
Dynamics
TOP: Personality MSC:
Analysis
11.
Which traits are associated with less absenteeism at work?
|
a. |
extraversion and emotional stability |
|
b. |
introversion and emotional stability |
|
c. |
extraversion and conscientiousness |
|
d. |
introversion and conscientiousness |
ANS:
D
PTS:
1
DIF: Moderate
REF: p. 85
NAT: AACSB: Reflective Thinking | AACSB: Individual
Dynamics
TOP: Big Five Personality
Model
MSC: K&C
12.
The traits associated with high-performing employees are:
|
a. |
extraversion and agreeableness |
|
b. |
agreeableness and conscientiousness |
|
c. |
conscientiousness and emotional stability |
|
d. |
emotional stability and agreeableness |
ANS:
C
PTS:
1
DIF: Moderate
REF: p. 85
NAT: AACSB: Reflective Thinking | AACSB: Individual
Dynamics
TOP: Big Five Personality Model
MSC: K&C
13.
Which of the following is not considered one of the “Big Five”
personality traits?
|
a. |
heredity |
|
b. |
extraversion |
|
c. |
emotional stability |
|
d. |
conscientiousness |
ANS:
A
PTS: 1
DIF:
Easy
REF: p. 85
NAT: AACSB: Reflective Thinking | AACSB: Individual
Dynamics
TOP: Big Five Personality
Model
MSC: K&C
14.
Individuals possessing an internal locus of control:
|
a. |
display high anxiety |
|
b. |
tend to be dissatisfied on the job |
|
c. |
prefer participative management styles |
|
d. |
avoid greater responsibility |
ANS:
C
PTS:
1
DIF:
Hard
REF: pp. 86-87
NAT: AACSB: Reflective Thinking | AACSB: Individual
Dynamics
TOP: Personality Characteristics in
Organizations
MSC: K&C
15.
As a supervisor of a group of employees, all of whom have an
internal locus of control, you should:
|
a. |
closely supervise them |
|
b. |
provide explicit and frequent job
instructions |
|
c. |
expect to frequently discipline group
members for slowness and lack of initiative |
|
d. |
allow them considerable leeway in
determining how to perform their work |
ANS: D
PTS:
1
DIF:
Hard
REF: p. 87
NAT: AACSB: Reflective Thinking | AACSB: Individual
Dynamics
TOP: Personality Characteristics in
Organizations
MSC: Application
16.
Which of the following statements regarding internals and
externals is FALSE?
|
a. |
Internals and externals have similar
positive reactions to being promoted. |
|
b. |
Internals and externals have distinctly
different reactions to being promoted with internals having higher
organizational commitment than externals. |
|
c. |
Internals tend to have positive
feelings to a promotion longer than do externals. |
|
d. |
Externals may be more reluctant than
internals to participate in decision making. |
ANS: B
PTS:
1
DIF: Moderate
REF: p. 87
NAT: AACSB: Reflective Thinking | AACSB: Individual
Dynamics
TOP: Personality Characteristics in
Organizations
MSC: K&C
17.
Research on locus of control has strong implications for
organizations because internals have been found to be associated with stronger
relationships with all of the following Except:
|
a. |
job satisfaction |
|
b. |
more effective coping strategies |
|
c. |
better interpersonal relationship |
|
d. |
reluctance to participate in decision
making |
ANS:
D
PTS:
1
DIF:
Hard
REF: p. 87
NAT: AACSB: Reflective Thinking | AACSB: Individual
Dynamics
TOP: Personality Characteristics in
Organizations
MSC: K&C
18.
Generalized self-efficacy is the general:
|
a. |
feeling of one’s self-worth |
|
b. |
extent to which people base their
behavior on cues from other people and situations |
|
c. |
belief about one’s own capabilities to
deal with the events and challenges that make life demanding |
|
d. |
belief about self or situational
control over what happens to them |
ANS:
C
PTS:
1
DIF: Moderate
REF: p. 87
NAT: AACSB: Reflective Thinking | AACSB: Individual
Dynamics
TOP: Personality Characteristics in
Organizations
MSC: K&C
19.
Which of the following is one of the most important determinants
of high self-efficacy?
|
a. |
an internal locus of control |
|
b. |
high self-esteem |
|
c. |
previous success |
|
d. |
the tendency to be a low self-monitor |
ANS:
C
PTS:
1
DIF:
Easy
REF: p. 87
NAT: AACSB: Reflective Thinking | AACSB: Individual
Dynamics
TOP: Personality Characteristics in
Organizations
MSC: K&C
20.
Denise and Teresa are two students in a course on organizational
behavior. Denise outperforms Teresa on the first exam in OB, and Teresa
convinces herself that Denise is not really a good person to compare herself to
because Denise is a psychology major and Teresa is majoring in accounting.
Which of the following is the best explanation for Teresa’s reaction?
|
a. |
Teresa’s high self-esteem is protecting
her from this unfavorable comparison. |
|
b. |
Teresa is a low self-monitor. |
|
c. |
Teresa has an external locus of
control. |
|
d. |
Teresa probably has an inflated
generalized belief of her capabilities. |
ANS: A
PTS:
1
DIF:
Hard
REF: p. 88
NAT: AACSB: Analytic | AACSB: Individual Dynamics
TOP: Personality Characteristics in
Organizations
MSC: Application
21.
Which of the following is NOT a component of CSE.
|
a. |
General mental ability |
|
b. |
Locus of control |
|
c. |
Generalized self-efficacy |
|
d. |
Self-esteem |
ANS:
A
PTS:
1
DIF: Moderate
REF: p. 88
NAT: AACSB: Reflective Thinking | AACSB: Individual
Dynamics
TOP: Personality Characteristics in
Organizations
MSC: K&C
22.
As a manager that understands the implications of self-esteem on
work behavior, you should:
|
a. |
clearly measure the results of employee
tasks |
|
b. |
provide continual positive feedback |
|
c. |
clearly tie rewards to performance |
|
d. |
give them appropriate challenges and
opportunities for success |
ANS:
D
PTS: 1
DIF: Moderate
REF: p. 88
NAT: AACSB: Reflective Thinking | AACSB: Individual
Dynamics
TOP: Personality Characteristics in
Organizations
MSC: Application
23.
Individuals with high levels of CSE tend to experience or
exhibit all of the following Except:
|
a. |
perform better on their jobs |
|
b. |
more satisfaction with their jobs and
lives |
|
c. |
report lower levels of stress |
|
d. |
higher levels of organizational
commitment |
ANS: D
PTS:
1
DIF:
Hard
REF: pp. 88-89
NAT: AACSB: Reflective Thinking | AACSB: Individual
Dynamics
TOP: Personality Characteristics in
Organizations
MSC: K&C
24.
An individual’s generalized belief about internal control versus
external control is called:
|
a. |
self-efficacy |
|
b. |
self-esteem |
|
c. |
locus of control |
|
d. |
self-monitoring |
ANS:
C
PTS:
1
DIF: Easy
REF: p. 86
NAT: AACSB: Reflective Thinking | AACSB: Individual
Dynamics
TOP: Personality Characteristics in
Organizations
MSC: K&C
25.
Low self-monitors tend to:
|
a. |
be slow in responding to situational
cues |
|
b. |
be high on self-efficacy |
|
c. |
be high in self-esteem |
|
d. |
require little supervision |
ANS:
A
PTS:
1
DIF:
Hard
REF: p. 89
NAT: AACSB: Reflective Thinking | AACSB: Individual
Dynamics
TOP: Personality Characteristics in
Organizations
MSC: Application
26.
Positive affectivity is likely to be displayed by:
|
a. |
persons with low self-efficacy |
|
b. |
low self-monitors |
|
c. |
persons with high anxiety |
|
d. |
internals, or those with an internal
locus of control |
ANS:
D
PTS:
1
DIF:
Hard
REF: p. 90
NAT: AACSB: Reflective Thinking | AACSB: Individual
Dynamics
TOP: Personality Characteristics in
Organizations
MSC: Application
27.
Managers who want to promote positive affectivity should:
|
a. |
allow participative decision making and
provide pleasant working conditions |
|
b. |
hire those with an external orientation |
|
c. |
reduce the anxiety in jobs |
|
d. |
give positive feedback in order to
increase self-esteem |
ANS:
A
PTS:
1
DIF:
Easy
REF: p. 90
NAT: AACSB: Reflective Thinking | AACSB: Individual
Dynamics
TOP: Personality Characteristics in
Organizations
MSC: Application
28.
A member of a work group who loafs and makes only a very minimal
contribution:
|
a. |
exhibits negative affectivity |
|
b. |
likes to experience control over others |
|
c. |
has an internal locus of control |
|
d. |
will be successful if left alone |
ANS:
A
PTS:
1
DIF:
Hard
REF: p. 90
NAT: AACSB: Reflective Thinking | AACSB: Individual
Dynamics
TOP: Personality Characteristics in
Organizations
MSC: Application
29.
The extent to which people base their behavior on cues from
other people and situations refers to:
|
a. |
locus of control |
|
b. |
self-esteem |
|
c. |
self-efficacy |
|
d. |
self-monitoring |
ANS:
D
PTS:
1
DIF:
Easy
REF: p. 89
NAT: AACSB: Reflective Thinking | AACSB: Individual
Dynamics
TOP: Personality Characteristics in
Organizations
MSC: K&C
30.
Masculine women in the workplace have often experienced a
backlash for violating the nurturing gender role stereotype. A recent
study followed promotion rates of male and female MBAs over eight years and
found that masculine women:
|
a. |
who were also high self-monitors did
not experience this backlash and received more promotions |
|
b. |
tend to have a more positive affect and
higher job satisfaction |
|
c. |
will have a stronger influence in weak
situations |
|
d. |
have been shown to have a higher
general self-efficacy |
ANS:
A
PTS:
1
DIF:
Hard
REF: p. 89
NAT: AACSB: Reflective Thinking | AACSB: Individual
Dynamics
TOP: Personality Characteristics in
Organizations
MSC: K&C
31.
When predicting behavior, an important idea to remember concerns
the extent to which a situation overwhelms the effects of individual
personalities by providing cues for appropriate behavior. This type of
situation is called a:
|
a. |
weak situation |
|
b. |
weak individual difference |
|
c. |
strong individual difference |
|
d. |
strong situation |
ANS:
D
PTS:
1
DIF: Easy
REF: p. 91
NAT: AACSB: Reflective Thinking | AACSB: Individual
Dynamics
TOP: Personality Characteristics in
Organizations
MSC: K&C
32.
You need to hire someone for a marketing position within a product
team responsible for home cleaning detergents. Your organization has
several products within this category and the team includes representatives
from operations and R&D. Which of the following personality types for the
marketing position would result in the most effective team member?
|
a. |
high self monitor |
|
b. |
low self monitor |
|
c. |
internal locus of control |
|
d. |
external locus of control |
ANS:
A
PTS:
1
DIF: Moderate
REF: p. 89
NAT: AACSB: Analytic | AACSB: Individual Dynamics
TOP: Personality Characteristics in
Organizations
MSC: Analysis
33.
Which of the following personality types would most likely
display the most consistent behavior “across situations”?
|
a. |
External locus of control |
|
b. |
High self efficacy |
|
c. |
High self monitor |
|
d. |
Low self monitor |
ANS:
D
PTS:
1
DIF: Moderate
REF: p. 89
NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics
TOP: Personality Characteristics in
Organizations
MSC: K&C
34.
A person who is unconstrained by his or her situation and who
brings about environmental change would more likely have a(n):
|
a. |
ISTJ type personality |
|
b. |
high level of self monitoring |
|
c. |
proactive personality |
|
d. |
negative affect |
ANS:
C
PTS:
1
DIF:
Hard
REF: p. 91
NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics
TOP: Personality Characteristics in
Organizations
MSC: K&C
35.
A problem frequently associated with self report methods for
assessing ones personality includes:
|
a. |
the biases of the assessor in
interpreting the information |
|
b. |
the observer’s ability to stay focused |
|
c. |
respondents answering questions in
terms of how they want to be seen rather than as they are |
|
d. |
the effect of observation on those
being observed |
ANS:
C
PTS: 1
DIF: Moderate
REF: p. 91
NAT: AACSB: Reflective Thinking | AACSB: Individual
Dynamics
TOP: Measuring
Personality
MSC: K&C
36.
A count of the times a student asks a question or makes a
comment in an organizational behavior course is a/an:
|
a. |
self-report measure of personality |
|
b. |
projective measure of personality |
|
c. |
example of the MMPI |
|
d. |
behavioral measure of personality |
ANS:
D
PTS:
1
DIF: Moderate
REF: p. 92
NAT: AACSB: Reflective Thinking | AACSB: Individual
Dynamics
TOP: Measuring
Personality
MSC: Application
37.
The Minnesota Multiphasic Personality Inventory:
|
a. |
is a projective test |
|
b. |
provides direct indices of personality |
|
c. |
is administered as an inkblot test |
|
d. |
assesses a variety of traits |
ANS:
D
PTS:
1
DIF: Moderate
REF: p. 91
NAT: AACSB: Reflective Thinking | AACSB: Individual
Dynamics
TOP: Measuring
Personality
MSC: K&C
38.
The most common method of assessing personality is the:
|
a. |
projective test |
|
b. |
behavioral measurement through
observation |
|
c. |
self-report questionnaire |
|
d. |
Rorschach ink blot test |
ANS:
C
PTS:
1
DIF:
Easy
REF: p. 91
NAT: AACSB: Reflective Thinking | AACSB: Individual
Dynamics
TOP: Measuring
Personality
MSC: K&C
39.
A problem with the behavioral measure for personality would be:
|
a. |
low reliability |
|
b. |
the fact self-report measures suffer
from potential bias |
|
c. |
their tendency to be too long |
|
d. |
the observer’s ability to stay focused |
ANS:
D
PTS: 1
DIF:
Easy
REF: p. 92
NAT: AACSB: Reflective Thinking | AACSB: Individual
Dynamics
TOP: Measuring
Personality
MSC: K&C
40.
ELoyalty, founded by Kelly Conway has perfected software that:
|
a. |
decodes a caller’s personality using
voice recognition |
|
b. |
identifies customers most loyal to a
product’s offering and matched loyalty with type personality |
|
c. |
identifies repeat buyers of a product
as a result of online surveys that are used to identify through specific
response patterns their personality |
|
d. |
identifies customers that are the most
satisfied through voice recognition |
ANS:
A
PTS:
1
DIF: Moderate
REF: p. 92
NAT: AACSB: Reflective Thinking | AACSB: Individual
Dynamics
TOP: Measuring Personality | Real World
3.1
MSC: K&C
41.
Which of the following organizations has perfected software that
decodes a caller’s personality using voice recognition in order to match them
with an agent with a similar personality?
|
a. |
EVR |
|
b. |
ELoyalty |
|
c. |
EPersonalityRecognition |
|
d. |
EPersonalityCallCenter (EPCC) |
ANS:
B
PTS:
1
DIF: Moderate
REF: p. 92
NAT: AACSB: Reflective Thinking | AACSB: Individual
Dynamics
TOP: Measuring Personality | Real World
3.1
MSC: K&C
42.
The MBTI is a:
|
a. |
projective test that captures
psychological disorders |
|
b. |
way to identify human differences and
similarities by separating behavioral tendencies or dispositions |
|
c. |
self-report questionnaire designed to
assess personality |
|
d. |
direct index of personality |
ANS:
B
PTS:
1
DIF: Moderate
REF: p. 93
NAT: AACSB: Reflective Thinking | AACSB: Individual
Dynamics
TOP: Application of Personality Theory in
Organizations: The MBTI® Instrument
MSC: K&C
43.
According to the MBTI a successful top executive is likely to be
a/an:
|
a. |
introvert, intuitor, feeler, and
perceiver |
|
b. |
introvert, sensor, thinker, and
perceiver |
|
c. |
extrovert, intuitor, feeler, and judger |
|
d. |
extrovert, sensor, thinker, and judger |
ANS:
D
PTS:
1
DIF: Hard
REF: p. 96
NAT: AACSB: Reflective Thinking | AACSB: Individual
Dynamics
TOP: The Sixteen
Types
MSC: Application
44.
The basic preference in type theory that represents where you
get your energy is the:
|
a. |
extraversion/introversion preference |
|
b. |
sensing/intuiting preference |
|
c. |
thinking/feeling preference |
|
d. |
judging/perceiving preference |
ANS:
A
PTS:
1
DIF:
Easy
REF: p. 93
NAT: AACSB: Reflective Thinking | AACSB: Individual
Dynamics
TOP: The
Preferences
MSC: K&C
45.
According to the Jungian approach to personality, the basic
preference that reflects what we pay attention to or how we prefer to gather
information is:
|
a. |
extraversion/introversion |
|
b. |
sensing/intuiting |
|
c. |
thinking/feeling |
|
d. |
judging/perceiving |
ANS:
B
PTS:
1
DIF:
Easy
REF: p. 94
NAT: AACSB: Reflective Thinking | AACSB: Individual
Dynamics
TOP: The
Preferences
MSC: K&C
46.
Jung contended that the most important distinction between
individuals was the:
|
a. |
extravert/introvert preference |
|
b. |
sensing/intuiting preference |
|
c. |
thinking/feeling preference |
|
d. |
judging/perceiving preference |
ANS:
A
PTS:
1
DIF: Moderate
REF: p. 93
NAT: AACSB: Reflective Thinking | AACSB: Individual
Dynamics
TOP: The Preferences
MSC: K&C
47.
All of the following are characteristics of the target of one’s
perceptions, except:
|
a. |
physical appearances |
|
b. |
oral communication |
|
c. |
nonverbal cues |
|
d. |
purpose and context of encounter or interaction |
ANS:
D
PTS:
1
DIF: Moderate
REF: p. 98
NAT: AACSB: Reflective Thinking | AACSB: Individual
Dynamics
TOP: Social
Perception
MSC: K&C
48.
The process of interpreting information about another person is:
|
a. |
high external control |
|
b. |
social perception |
|
c. |
encoding |
|
d. |
evaluation |
ANS:
B
PTS:
1
DIF:
Easy
REF: p. 97
NAT: AACSB: Reflective Thinking | AACSB: Individual
Dynamics
TOP: Social
Perception
MSC: K&C
49.
The three major categories of factors that influence our
perception of another person include:
|
a. |
characteristics of ourselves, the
target person, and the situation |
|
b. |
availability of information, the target
person, and the situation |
|
c. |
recentcy of information, availability
of information, and consistency of information |
|
d. |
characteristics of ourselves, the
target person, and consistency of information |
ANS:
A
PTS:
1
DIF: Moderate
REF: p. 98
NAT: AACSB: Reflective Thinking | AACSB: Individual
Dynamics
TOP: Social
Perception
MSC: K&C
50.
The perceiver’s pattern of thinking or manner in which they
assemble and interpret information about another person is:
|
a. |
the strength of situational cues |
|
b. |
cognitive structure |
|
c. |
self-concept |
|
d. |
attitude structuring |
ANS:
B
PTS: 1
DIF: Moderate
REF: p. 99
NAT: AACSB: Reflective Thinking | AACSB: Individual
Dynamics
TOP: Characteristics of the
Perceiver MSC: K&C
51.
The ability of an individual to perceive multiple
characteristics of another person rather than attend to just a few traits is a
function of their:
|
a. |
attention span |
|
b. |
ability to focus |
|
c. |
cognitive weighting |
|
d. |
cognitive complexity |
ANS:
D
PTS:
1
DIF: Moderate
REF: p. 99
NAT: AACSB: Reflective Thinking | AACSB: Individual
Dynamics
TOP: Characteristics of the
Perceiver MSC: K&C
52.
Which of the following is NOT an important characteristic of the
perceiver that can affect social perception?
|
a. |
attitude |
|
b. |
mood |
|
c. |
self-concept |
|
d. |
emotional stability |
ANS:
D
PTS:
1
DIF: Moderate
REF: p. 99
NAT: AACSB: Reflective Thinking | AACSB: Individual
Dynamics
TOP: Characteristics of the
Perceiver MSC: S&E
53.
In an interview situation, the interviewer’s first impression of
the interviewee (or target) is likely to be based upon:
|
a. |
nonverbal cues of the target |
|
b. |
verbal communication by the target |
|
c. |
the intentions of the target |
|
d. |
the target’s physical appearance |
ANS:
D
PTS:
1
DIF:
Easy
REF: p. 99
NAT: AACSB: Reflective Thinking | AACSB: Individual
Dynamics
TOP: Characteristics of the
Target MSC:
Application
54.
All of the following are characteristics of the target that
influence social perception except:
|
a. |
inferred intentions |
|
b. |
nonverbal communication |
|
c. |
verbal communication |
|
d. |
cognitive complexity |
ANS:
D
PTS: 1
DIF:
Easy
REF: pp. 99-100
NAT: AACSB: Reflective Thinking | AACSB: Individual
Dynamics
TOP: Characteristics of the
Target MSC:
K&C
55.
In which of the following situations are situational cues and
social context most formalized?
|
a. |
job interview |
|
b. |
employee coaching session |
|
c. |
on-the-job instruction for new
employees |
|
d. |
employee briefing at start of work
shift |
ANS:
A
PTS:
1
DIF: Moderate
REF: p. 100
NAT: AACSB: Reflective Thinking | AACSB: Individual
Dynamics
TOP: Characteristics of the
Situation MSC: Application
56.
The discounting principle is a characteristic of the:
|
a. |
situation |
|
b. |
perceiver |
|
c. |
target |
|
d. |
cognitive miser |
ANS:
A
PTS:
1
DIF: Moderate
REF: p. 100
NAT: AACSB: Reflective Thinking | AACSB: Individual
Dynamics
TOP: Characteristics of the
Situation MSC: S&E
57.
When you encounter a warm and personable car salesperson and
don’t assume that this behavior reflects the salesperson’s personality, you are
using which principle in social perception?
|
a. |
perceiver principle |
|
b. |
discounting principle |
|
c. |
cognitive bias principle |
|
d. |
social context principle |
ANS:
B
PTS:
1
DIF: Moderate
REF: p. 100
NAT: AACSB: Reflective Thinking | AACSB: Individual
Dynamics
TOP: Characteristics of the
Situation MSC: Application
58.
The social context and discounting principle are characteristics
of the:
|
a. |
perceiver |
|
b. |
target |
|
c. |
situation |
|
d. |
interaction |
ANS:
C
PTS:
1
DIF: Moderate
REF: p. 100
NAT: AACSB: Reflective Thinking | AACSB: Individual
Dynamics
TOP: Characteristics of the
Situation MSC: S&E
59.
An employee who does not get along well with other employees but
generates the most sales is evaluated only on sales performance. This is an
example of:
|
a. |
stereotyping |
|
b. |
the cognitive miser |
|
c. |
the self-fulfilling prophecy |
|
d. |
selective perception |
ANS:
D
PTS:
1
DIF: Moderate
REF: p. 100
NAT: AACSB: Analytic | AACSB: Individual Dynamics
TOP: Barriers to Social Perception
MSC: Application
60.
A supervisor’s high expectations of a new employee and the
subsequent high performance of that employee is known as:
|
a. |
impression management |
|
b. |
stereotyping |
|
c. |
perceptual bias |
|
d. |
self-fulfilling prophecy |
ANS:
D
PTS:
1
DIF:
Easy
REF: p. 102
NAT: AACSB: Reflective Thinking | AACSB: Individual
Dynamics
TOP: Barriers to Social
Perception MSC:
K&C
61.
The primacy effect is also known as:
|
a. |
selective perception |
|
b. |
self-fulfilling prophecy |
|
c. |
first-impression error |
|
d. |
a stereotype |
ANS:
C
PTS:
1
DIF:
Easy
REF: p. 102
NAT: AACSB: Reflective Thinking | AACSB: Individual
Dynamics
TOP: Barriers to Social
Perception
MSC: K&C
62.
Assume you are an employment interviewer. An applicant’s
physical appearance could cause you to commit an incorrect hiring decision
because of all of the following except:
|
a. |
stereotype |
|
b. |
selective perception |
|
c. |
first impression error |
|
d. |
self-fulfilling prophecy |
ANS:
D
PTS:
1
DIF: Moderate
REF: p. 102
NAT: AACSB: Analytic | AACSB: Individual
Dynamics TOP:
Barriers to Social Perception
MSC: Application
63.
Increasing workforce diversity is likely to reduce __________ as
a barrier to social perception.
|
a. |
the primacy effect |
|
b. |
first-impression error |
|
c. |
selective perception |
|
d. |
stereotyping |
ANS:
D
PTS:
1
DIF:
Hard
REF: p. 101
NAT: AACSB: Reflective Thinking | AACSB: Individual
Dynamics
TOP: Barriers to Social
Perception
MSC: S&E
64.
The largest civil rights class action lawsuit in U.S. history
centered around gender discrimination at Walmart. The U.S. Supreme Court
ruling in this case is best supported by which of the following statements?
|
a. |
The Supreme Court found that the gender
stereotype of women workers as fundamentally inferior to male workers was
ingrained in Walmart’s culture and led to discrimination. |
|
b. |
The Supreme Court found that Walmart
did have policies against discrimination and that the unfair treatment of women
happened at the local level. |
|
c. |
The Supreme Court found that a group of
over one million women could not be certified as a class, and because of
individual circumstance variability, did not have enough in common to band
together. |
|
d. |
The Supreme Court found that leaders at
Walmart failed to monitor pay and promotion practices at its 3400 stores. |
ANS:
C
PTS:
1
DIF: Moderate
REF: p. 101
NAT: AACSB: Diversity | AACSB: Legal Responsibilities
TOP: Social Perception | Real World 3.2 MSC:
K&C
65.
Suppose, for example, that a sales manager is evaluating the
performance of his employees. One employee does not get along well with
colleagues and rarely completes sales reports on time. This employee, however,
generates the most new sales contracts in the office. The sales manager chooses
to ignore the negative information and evaluates the salesperson only on
contracts generated. The manager is exercising:
|
a. |
projection |
|
b. |
selective perception |
|
c. |
self-fulfilling prophecy |
|
d. |
fundamental attribution error |
ANS:
B
PTS:
1
DIF: Moderate
REF: p. 100
NAT: AACSB: Analytic | AACSB: Individual
Dynamics TOP:
Barriers to Social Perception
MSC: Application
66.
When a female softball player is given more applause for a home
run hit than a male teammate, the reason would most likely be due to:
|
a. |
first impression error |
|
b. |
projection |
|
c. |
selective perception |
|
d. |
contrast against a stereotype |
ANS:
D
PTS:
1
DIF:
Hard
REF: p. 102
NAT: AACSB: Analytic | AACSB: Individual
Dynamics TOP:
Barriers to Social Perception
MSC: Application
67.
Projection occurs most often when you:
|
a. |
surround yourself with others similar
to you |
|
b. |
attempt to control the impressions
others have of you |
|
c. |
let your expectations affect your
interaction with others in a way that we get what we wish for |
|
d. |
surround yourself with others
dis-similar to you |
ANS:
A
PTS:
1
DIF: Moderate
REF: p. 102
NAT: AACSB: Analytic | AACSB: Individual
Dynamics TOP:
Barriers to Social Perception
MSC: Analysis
68.
In which of the following organizational situations is
impression management more likely to occur?
|
a. |
a supervisor disciplining an employee |
|
b. |
a job interview |
|
c. |
a meeting of the top management team |
|
d. |
an exit interview when an employee retires |
ANS:
B
PTS:
1
DIF:
Hard
REF: p. 103
NAT: AACSB: Reflective Thinking | AACSB: Individual
Dynamics
TOP: Impression
Management
MSC: Application
69.
Which of the following results regarding impression management
and employment interviews has not been supported by research?
|
a. |
Impression management is associated
with higher interview performance. |
|
b. |
Impression management is associated
with increasing the probability of a site visit. |
|
c. |
Impression management is associated
with higher probabilities of getting hired. |
|
d. |
Impression management is associated
with higher starting salaries. |
ANS:
D
PTS:
1
DIF: Moderate
REF: pp. 103-104
NAT: AACSB: Reflective Thinking | AACSB: Individual
Dynamics
TOP: Impression
Management
MSC: K&C
70.
Attribution theory helps to __________ behavior in
organizations.
|
a. |
measure |
|
b. |
explain causes of |
|
c. |
specify correct or appropriate |
|
d. |
observe |
ANS:
B
PTS:
1
DIF: Moderate
REF: p. 104
NAT: AACSB: Reflective Thinking | AACSB: Individual
Dynamics
TOP: Attributions in
Organizations MSC:
K&C
71.
An achievement-oriented sales representative might attribute his
failure to meet a monthly sales quota to:
|
a. |
changing economic conditions |
|
b. |
a short list of prospects provided by
the company |
|
c. |
a lack of effort |
|
d. |
a cutback in product advertising |
ANS:
C
PTS:
1
DIF:
Hard
REF: p. 104
NAT: AACSB: Reflective Thinking | AACSB: Individual
Dynamics
TOP: Attributions in
Organizations MSC:
Application
72.
Individuals who make external attributions will be more likely
to:
|
a. |
achieve higher levels of performance |
|
b. |
rarely quit because they do not feel
responsible |
|
c. |
develop feelings of incompetence which
may lead to depression |
|
d. |
provide a supporting environment for
followers |
ANS:
C
PTS:
1
DIF: Moderate
REF: p. 104
NAT: AACSB: Reflective Thinking | AACSB: Individual
Dynamics
TOP: Attributions in
Organizations MSC:
Application
73.
When you attribute the performance in this class to the type of
exams and their relative difficulty, you are making what type of attribution?
|
a. |
internal |
|
b. |
external |
|
c. |
ability |
|
d. |
luck |
ANS:
B
PTS: 1
DIF:
Easy
REF: p. 104
NAT: AACSB: Analytic | AACSB: Individual Dynamics
TOP: Attributions in
Organizations MSC:
Application
74.
Achievement-oriented individuals attribute their success to:
|
a. |
a combination of hard work and ability |
|
b. |
ability |
|
c. |
hard work |
|
d. |
hard work and task difficulty |
ANS:
B
PTS:
1
DIF:
Hard
REF: p. 104
NAT: AACSB: Reflective Thinking | AACSB: Individual
Dynamics
TOP: Attributions in
Organizations MSC:
K&C
75.
Achievement-oriented individuals attribute their failures to:
|
a. |
bad luck |
|
b. |
a combination of bad luck and a
difficult task |
|
c. |
lack of effort |
|
d. |
lack of effort and a difficult task |
ANS:
C
PTS:
1
DIF:
Hard
REF: p. 104
NAT: AACSB: Reflective Thinking | AACSB: Individual
Dynamics
TOP: Attributions in
Organizations MSC:
K&C
76.
Research shows that successful candidates make:
|
a. |
less attributions than unsuccessful
candidates |
|
b. |
more external attributions than
unsuccessful candidates |
|
c. |
more internal attributions for negative
events |
|
d. |
less internal attributions for negative
events |
ANS: C
PTS:
1
DIF:
Hard
REF: p. 105
NAT: AACSB: Reflective Thinking | AACSB: Individual
Dynamics
TOP: Attributions in
Organizations MSC:
K&C
77.
When a student attributes a high test grade to his or her
diligent study habits and a low grade to the instructor’s poorly worded
questions, the student is displaying:
|
a. |
the fundamental attribution error |
|
b. |
the consensus error |
|
c. |
the acceptance error |
|
d. |
self-serving bias |
ANS: D
PTS:
1
DIF: Moderate
REF: p. 105
NAT: AACSB: Analytic | AACSB: Individual
Dynamics TOP:
Attributional Biases
MSC: Application
78.
Attributional biases implies that managers must:
|
a. |
always be correct in their perceptions |
|
b. |
be very wary of the cognitive process
in decision making |
|
c. |
know as much as possible about
individual differences and determine the cause of behavior and perceived
source of responsibility |
|
d. |
take into account the fundamental
tendency for people to make external attributions for their behavior |
ANS:
C
PTS:
1
DIF: Moderate
REF: p. 105
NAT: AACSB: Reflective Thinking | AACSB: Individual
Dynamics
TOP: Attributional
Biases
MSC: K&C
79.
The tendency to make attributions to internal causes when
focusing on someone else’s behavior is:
|
a. |
remedied by the discounting principle |
|
b. |
known as the fundamental attribution
error |
|
c. |
has been shown to not be related to
cultural pre-dispositions |
|
d. |
known as the fundamental cognitive
error |
ANS:
B
PTS:
1
DIF:
Easy
REF: p. 105
NAT: AACSB: Reflective Thinking | AACSB: Individual
Dynamics
TOP: Attributional
Biases
MSC: K&C
80.
When a manager makes the attribution that an employee’s lack of
effort or ability is the basis for poor performance, they are probably making
an error called:
|
a. |
fundamental attribution |
|
b. |
self-serving bias |
|
c. |
discounting attribution |
|
d. |
consistency attributions |
ANS:
A
PTS:
1
DIF:
Easy
REF: p. 105
NAT: AACSB: Analytic | AACSB: Individual Dynamics
TOP: Attributional Biases
MSC: Application
81.
A person from India would be more likely than someone from China
to:
|
a. |
make an internal attribution |
|
b. |
make a self serving bias error |
|
c. |
make a fundamental attribution error |
|
d. |
make an external attribution |
ANS:
D
PTS:
1
DIF:
Hard
REF: p. 105
NAT: AACSB: Reflective Thinking | AACSB: Individual
Dynamics
TOP: Attributional Biases
MSC: Application
TRUE/FALSE
1. Personality
is defined as a relatively stable set of characteristics that influence an
individual’s behavior.
ANS:
T
PTS:
1
REF: p. 84
NAT: AACSB: Reflective Thinking | AACSB: Individual
Dynamics
2. Heredity
has been found to NOT be a determinant of personality.
ANS:
F
PTS:
1
REF: p. 84
NAT: AACSB: Reflective Thinking | AACSB: Individual
Dynamics
3. GMA
is considered a personality characteristic.
ANS:
F
PTS:
1
REF: p. 83
NAT: AACSB: Reflective Thinking | AACSB: Individual
Dynamics
4. The
integrative approach to personality emphasizes individual growth and improvement.
ANS:
F
PTS:
1
REF: p. 86
NAT: AACSB: Reflective Thinking | AACSB: Individual
Dynamics
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