Deck 3: Perception and Learning: Understanding and Adapting to the Work Environment

Question 1

We believe that a person is motivated by external causes if:

A) other people do not act like this, the person behaves consistently like this, and the person acts the same in other situations.
B) other people act like this, the person does not behave consistently like this, and the person acts the same in other situations.
C) other people do not act like this, the person behaves consistently like this, and the person acts differently in other situations.
D) other people act like this, the person behaves consistently like this, and the person does not act like this in other situations.

Answer 1

D

Question 2

Research has shown that when supervisors rate their subordinates, the more similar the subordinate is to them, the higher the rating the superior tends to give. This is an example of the perceptual bias of:

A) the similar-to-me effect.
B) selective perception.
C) the halo effect.
D) first-impression error.

Answer 2

A

Question 3

How can we minimize bias in social perception and promote more accurate perceptions of people?

A) Make more correspondent inferences.
B) Categorize and use your stereotypes more carefully.
C) Make more causal attributions and fewer correspondent inferences.
D) Do not overlook the external causes of behavior.

Answer 3

D

Question 4

If we form a negative impression of someone, we tend to evaluate all future behavior negatively as well. This is an example of the perceptual bias of:

A) selective perception.
B) stereotyping.
C) halo effect.
D) first-impression error.

Question 5

We will attribute another's actions to internal causes under conditions in which:

A) consensus is high, consistency is high, and distinctiveness is high.
B) consensus is high, consistency is low, and distinctiveness is high.
C) consensus is low, consistency is high, and distinctiveness is low.
D) consensus is low, consistency is low, and distinctiveness is low.

Question 6

When Samantha meets Joe, she is impressed with his professional appearance, quick responses, and articulation. She assumes he knows of what he speaks and follows his suggestions with disastrous results. This is an example of the consequences of the perceptual bias of:

A) selective perception.
B) stereotyping.
C) halo effect.
D) first-impression error.

Question 7

Police recruits whose instructors expected them to perform poorly in their training class did, in fact, perform worse than those about whom instructors had no advance expectations. The performance of the recruits could be attributed to:

A) fundamental attribution error.
B) the halo effect.
C) the Pygmalion effect.
D) the Golem effect.

Question 8

The process of social perception:

A) is inherently nonjudgmental.
B) is a public process that can be objectively observed.
C) involves the combination, integration, and interpretation of sensory information.
D) is unrelated to the process of selectivity on the part of individuals.

Question 9

When Berry wrecked the company car, his boss immediately assumed that the accident occurred because Berry was careless. He never considered that another driver could have hit the car. This perceptual bias is called:

A) the first-impression error.
B) the fundamental attribution error.
C) selective perception.
D) the halo effect.

Question 10

When we attribute another's behavior to internal factors more than external factors we are:

A) experiencing the similar-to-me effect.
B) making a fundamental attribution error.
C) projecting the halo effect.
D) making a first-impression error.

Question 11

Prior to the start of the semester, Dr. Blankenship was told that three of her students, in particular, had high potential for success. While those three students had, in fact, been only average students in the past, they ended up scoring very high on exams. The performance of the students could be the result of:

A) selective perception.
B) a fundamental attribution error.
C) the Pygmalion effect.
D) the Golem effect.

Question 12

We can improve the accuracy of our inferences about others by:

A) using appropriate stereotypes.
B) focusing on behavior that appears to have only one explanation.
C) observing people's behavior in situations where they are pressured to act a certain way.
D) studying psychology and human behavior before judging others.

Question 13

Li is an accountant by training, although he now works in human resources. There are problems within his department: employees are fighting with each other, morale is low, etc. But when asked how his department is doing, Li reports they are right on target with their compensation figures, their turnover rates, and their training expenses. Li's misperception is a function of the perceptual bias of:

A) selective perception.
B) the similar-to-me effect.
C) fundamental attribution error.
D) the first-impression error.

Question 14

In the attribution process, correspondent inferences are:

A) explanations for events.
B) judgments about people's dispositions.
C) judgments about organizational contexts.
D) inferences based on similarities between people.

Question 15

Suppose you observe your neighbor running away from a dog who comes into your backyard during a picnic. You've seen him run away from dogs before, and you've seen him run away from all dogs. Also, you don't see anyone else run away from this dog. You would say that he ran away from this dog because ________, which is an example of an ________ attribution.

A) the dog is scary; internal
B) the dog is scary; external
C) he is afraid of dogs; internal
D) he is afraid of dogs; external

Question 16

We all make inferences about people, but they may be inaccurate because:

A) our judgments may be inaccurate.
B) we may not know all of the possible causes of the behavior.
C) individuals may be concealing information about themselves and their traits.
D) of all of these.

Question 17

According to Kelley's theory of causal attribution, when we form judgments on the basis consensus, our attribution is based on the fact that:

A) the person we're judging acts the same way at other times when he/she is in a similar situation.
B) this person behaves in the same manner in other contexts.
C) other people behave in the same manner as the person we're judging.
D) this person's traits match the traits of other people we know.

Question 18

Perceptual biases are:

A) types of judgment errors that people are prone to make.
B) characteristics of the person who interprets a specific situation.
C) attempts to identify the causes of others' behavior.
D) tendencies to categorize people based on the groups to which they belong.

Question 19

You have an employee who is usually late and it takes him a half an hour to become productive. You believe that his behavior stems from being lazy and unorganized. This belief is an example of:

A) an attribution.
B) a correspondent inference.
C) a causal attribution.
D) observational learning.

Question 20

The belief that all members of a specific group share the same traits and behaviors describes:

A) selective perception.
B) stereotyping.
C) halo effect.
D) similar-to-me error.

Question 21

Research of bank managers showed that when employees were rated four months after beginning their jobs, their performance evaluations:

A) were consistent with current performance.
B) were significantly lower than expected due to fundamental attribution error.
C) were still unaffected by the impression management strategies by the employees.
D) were consistent with manager expectations, not performance.

Question 22

We use stereotypes:

A) because we need mental shortcuts.
B) to help us understand the differences among people.
C) to reinforce our perceptual biases.
D) as a way of accurately classifying people in order to interact more effectively.

Question 23

When Fred claimed that his national award not only helped him but also helped his department and his company, he was using a technique known as:

A) enhancement.
B) overcoming obstacles.
C) justification.
D) entitlement.

Question 24

Learning is:

A) a relatively permanent change in behavior occurring as a result of experience.
B) reflected by temporary changes in behavior, such as those produced by drugs, illness, or fatigue.
C) synonymous with improvements in performance.
D) based on the fact that our behavior results in positive or negative consequences.

Question 25

Accepting responsibility for one's poor performance by denying the negative implications of that performance is known as:

A) enhancement.
B) overcoming obstacles.
C) justification.
D) entitlement.

Question 26

When people repeat actions that have positive effects, and do not repeat actions that have negative effects, they are demonstrating:

A) operant conditioning.
B) observational learning.
C) the transfer of training.
D) the law of effect.

Question 27

The least used impression management technique was:

A) directly describing oneself in a positive manner for the current situation.
B) personal stories.
C) claiming a positive event was more positive than it really was.
D) denying responsibility for one's actions.

Question 28

Research on impression management shows that:

A) it tends to backfire in that the interviewing manager tends to react negatively to it.
B) managers form their first impression of a job candidate only after the first half hour.
C) job candidates have used this technique with great success.
D) most job candidates don't know about it, so it is not used very often in interviews.

Question 29

________ involves decreasing undesirable behavior by following it with undesirable consequences.

A) Extinction
B) Punishment
C) Positive reinforcement
D) Negative reinforcement

Question 30

Claiming responsibility for successful events is best known as:

A) enhancement.
B) overcoming obstacles.
C) justification.
D) entitlement.

Question 31

You worked very hard on a key report. As a finishing touch, you add some clip art to the document. Your boss loves it and asks why you haven't done it before. Therefore, in all future reports you add clip art images. This is an example of what form of learning?

A) Classical conditioning
B) Operant conditioning
C) Observational learning
D) Modeling

Question 32

Mary learns that she can avoid a fight with her supervisor by not taking too long a lunch break. This is an example of which of the following in operation?

A) Negative reinforcement
B) Positive reinforcement
C) Punishment
D) Extinction

Question 33

All of the following statements about performance appraisals are true in Japan, except:

A) comments about performance are handled orally.
B) the group or work team tends to be judged as a whole.
C) evaluations occur annually.
D) judgments are not usually challenged.

Question 34

Which of the following is true about stereotypes?

A) We can learn to never use them through self-awareness and careful training.
B) Despite the fact people don't like them, the use of stereotypes does little real harm to people.
C) Stereotypes allow people to do as little cognitive work as possible when it comes to thinking about others.
D) Only bad people, who are inherently evil, use stereotypes.

Question 35

The desire to make a favorable impression is known as:

A) Golem effect.
B) Pygmalion effect.
C) stereotyping.
D) impression management.

Question 36

Perceptual biases in performance appraisal can be caused by:

A) the extent to which that performance is consistent with the rater's initial expectations.
B) the nature of the rater's attributions about the performance.
C) the characteristics of the person being perceived, as well as those of the perceiver.
D) All of the above.

Question 37

The most common form of impression management technique is:

A) directly describing oneself in a positive manner for the current situation.
B) describing past events in a way that makes oneself look good.
C) claiming a positive event was more positive than it really was.
D) denying responsibility for one's actions.

Question 38

The phenomenon in which people identify themselves with the success of others is known as:

A) cutting off reflected failure.
B) social identity.
C) basking in reflected glory.
D) social perception.

Question 39

In Japan, an overall evaluation of performance effectiveness is usually given:

A) after around 21 years.
B) upon termination.
C) annually.
D) after around 12 years.

Question 40

The performance appraisal process in organizations is:

A) a rational and objective process.
B) often heavily influenced by perceptual bias.
C) unaffected by the impression management process.
D) a fair process based on cognitive and behavioral objectives, free of bias.

Question 41

People learn and retain skills longer when they:

A) take a passive approach to learning.
B) focus on theory rather than practical knowledge.
C) provide feedback to their instructors.
D) participate in the learning process.

Question 42

Table 3.1
Joe and Mary Jane are observing the new class of management trainees as they enter the training room for their initial orientation. As they watch each person enter, they observe how they are dressed, how they carry themselves when they walk, if they talk to the persons next to them when they sit down, and so forth. Joe notices one man who is casually dressed, who walks with a relaxed stride, and who talks to everyone within reach of his seat. Joe believes this man will be a good 'volunteer' for role plays because he is obviously very outgoing. Joe has watched hundreds of trainees before and everyone who acted this way turned out to be good up in front of everyone else. Mary Jane sees a young woman she interviewed. In the interview she was outgoing, smiled a great deal, and was very expressive. Mary Jane sees her now sitting by herself, having taken a seat away from everyone, arms folded across her chest, with a scowl on her face. Mary Jane thinks that this woman obviously does better in one-on-one settings than she does in large groups.
Refer to Table 3.1. Joe's belief about the man he noticed is an example of:

A) attribution.
B) correspondent inference.
C) perception.
D) causal attribution.

Question 43

Which one of the following is not one of the five principles of learning?

A) Promoting participation
B) Encouraging repetition
C) Using passive learning
D) Capitalizing on transfer of training

Question 44

________ is the degree to which training generalizes to actual work experiences.

A) Transfer of training
B) Repetition
C) Participation
D) Feedback

Question 45

Suppose you see your co-worker getting chewed out by your boss because he took too long a coffee break. Now, you refrain from taking coffee breaks that are too long yourself. This is an example of which of what type of learning?

A) Classical conditioning
B) Instrumental conditioning
C) Observational learning
D) Feedback training

Question 46

When discipline is imposed on an employee through a series of steps designed to match the frequency and severity of the infraction, the organization is using:

A) progressive discipline.
B) administrative discipline.
C) informal discipline.
D) continuous discipline.

Question 47

Organizational Behavior Modification (OBMod) is/are:

A) the application of positive reinforcement principles in an organizational setting to increase the incidence of desirable organizational behaviors.
B) the use of punishment to decrease negative organizational behaviors such as absenteeism and employee turnover.
C) programs established by organizations to help employees stop smoking and drinking and avoid other risks to their health.
D) programs developed within organizations to select employees who have the potential to be managers.

Question 48

The benefits of repetition in learning are enhanced when practice is:

A) modeled by others.
B) spread out over time.
C) condensed into small periods of time.
D) supervised.

Question 49

Observational learning occurs when one person acquires new information or behaviors:

A) in a specified time period.
B) through practice and repetition of the task.
C) by having correct behavior rewarded and poor performance punished.
D) vicariously.

Question 50

Managers consider ________ the most severe type of discipline they can impose before firing an employee.

A) probation
B) written warning
C) suspension without pay
D) transfer to another job

Question 51

The clearest application of the principles of learning in organizations is the area of:

A) recruitment and hiring.
B) training.
C) performance appraisal.
D) benefits and financial management.

Question 52

A feedback process that uses multiple sources from around the organization to evaluate one person is:

A) multiple regression.
B) team feedback.
C) 360-degree feedback.
D) a baseline audit.

Question 53

To be effective, organizational discipline should:

A) be delivered after a short delay to reinforce the intensity of the punishment.
B) start with a severe negative consequence for the first offense to ensure it being extinguished.
C) use moderate levels of punishment.
D) be directed at the individual personally.

Question 54

The form of training that combines classroom training with on-the-job training is:

A) corporate universities.
B) executive training.
C) leadership training.
D) apprenticeship programs.

Question 55

When companies are so serious about training that they form their own centers to handle the company's training full-time, they are pursuing:

A) corporate universities.
B) executive training.
C) leadership training.
D) apprenticeship programs.

Question 56

John is caught stealing product from his company's warehouse, over $15,000 worth. His company has a progressive discipline process. The company's most likely action would be to:

A) give him an oral reprimand and return him to work.
B) talk with him about his problem and recommend counseling.
C) transfer him to another warehouse.
D) terminate him immediately.

Question 57

You are working in a machine shop where you are learning to operate a lathe. Your supervisor tells you what you are doing correctly, and what needs to be improved. This is an example of the principle of:

A) participation.
B) repetition.
C) transfer of training.
D) feedback.

Question 58

The use of discipline in organizations to eliminate undesirable behavior is:

A) in decline due to unfair labor practices lawsuits.
B) infrequently used because most managers dislike doing it.
C) a relatively common practice in organizations.
D) quite similar across organizations, in that most use a standard one-step process.

Question 59

Suppose that as a supervisor, you find it necessary to discipline one of your employees for consistently showing up for work late. Which one of the following actions would be correct to perform?

A) Punish the individual by focusing on his or her irresponsibility.
B) Make an example out of this person by punishing him or her, but not others who are also consistently late.
C) Give the person the rest of the day off after you discuss the problem.
D) Clearly communicate the reasons for the disciplinary action.

Question 60

Effective organizational discipline:

A) follows punishment with noncontingent awards to show there are no hard feelings.
B) applies punishment consistently, across occasions.
C) takes extenuating circumstances into consideration.
D) begins the discipline interview with a statement of the probable punishment by the manager.

Question 61

Table 3.4
Ted is designing a training program for his company's sales force. His training program must permit quick learning with maximum retention. He has built an interactive computer simulation for sales representatives to practice their sales skills. To evaluate the results of the training,Ted has the sales representatives evaluate themselves, their managers evaluate them, and their peers evaluate them.
Refer to Table 3.4. What principle must Ted incorporate into his training to ensure quick learning and retention?

A) Participation
B) Repetition
C) Feedback
D) Transfer of learning

Question 62

Table 3.2
William and Malcolm are interviewing high school students for jobs at a newly opened fast food restaurant. William knows his first interviewee; he coached him on the local community softball team. William doesn't expect the interview to go well or to hire the young man because he wasn't very open to advice when he was coached. Malcolm's first candidate is late and runs up disheveled and out of breath. Malcolm assumes the young man had difficulty on his way to the interview and gives him time to calm down and improve his appearance. Several hours into the process William is interviewing his 20th candidate, Jane. When she sits down she drops into her seat, folds her arms, and pinches her lips together. She's wearing a T-shirt with the image and name of a local heavy metal band on it. William prepares himself for a hostile and unfriendly interview but is surprised that after the first couple of questions Jane turns out to be quite polite and friendly. Malcolm's last candidate is friendly, has similar interests to Malcolm and knows several of the people Malcolm knows in the community. Malcolm comments to William as they are picking up their files, "That kid reminds me of me when I was 17."
Refer to Table 3.2. William is demonstrating which perceptual bias error with his first interviewee?

A) Fundamental attribution error
B) Halo effect
C) Similar-to-me effect
D) First-impression error

Question 63

Cliff sees his roommate burst into the room, slam his books on the desk, and yell, "That horse's ________." Cliff believes his roommate is angry with someone. Cliff has made a correspondent inference.

Question 64

Table 3.2
William and Malcolm are interviewing high school students for jobs at a newly opened fast food restaurant. William knows his first interviewee; he coached him on the local community softball team. William doesn't expect the interview to go well or to hire the young man because he wasn't very open to advice when he was coached. Malcolm's first candidate is late and runs up disheveled and out of breath. Malcolm assumes the young man had difficulty on his way to the interview and gives him time to calm down and improve his appearance. Several hours into the process William is interviewing his 20th candidate, Jane. When she sits down she drops into her seat, folds her arms, and pinches her lips together. She's wearing a T-shirt with the image and name of a local heavy metal band on it. William prepares himself for a hostile and unfriendly interview but is surprised that after the first couple of questions Jane turns out to be quite polite and friendly. Malcolm's last candidate is friendly, has similar interests to Malcolm and knows several of the people Malcolm knows in the community. Malcolm comments to William as they are picking up their files, "That kid reminds me of me when I was 17."
Refer to Table 3.2. Malcolm is probably making what perceptual bias error with his last job candidate?

A) Fundamental attribution error
B) Halo effect
C) Similar-to-me effect
D) First-impression error

Question 65

Table 3.3
Tony manages a small group of customer service representatives and is responsible for all their training. His coaching style is to catch people doing this right, then offer praise and small rewards for proper performance. When Tony works with the customer service representatives who handle customer correspondence, he pays random surprise visits to each representative to encourage, coach, and correct behavior. He believes this keeps the representatives on their toes. With his customer service representatives who handle phone calls, Tony drops in on each one after they have taken between 50-100 calls. He's able to monitor their call rate from his computer terminal.
Refer to Table 3.3. Tony's learning philosophy is an example of:

A) operant conditioning.
B) observational learning.
C) modeling.
D) classical conditioning.

Question 66

If we allow our initial judgment of someone to shape our subsequent impressions and behavior, we have made a halo effect error.

Question 67

Ted puts in long hours on the job and his boss notices. His boss assumes that Ted is committed to the company and wants to succeed because that's the way the boss did it, so he promotes him. Actually Ted is so overwhelmed in his current job he can't his work done and the promotion really sinks him. The boss's thinking is an example of the similar-to-me effect.

Question 68

Table 3.2
William and Malcolm are interviewing high school students for jobs at a newly opened fast food restaurant. William knows his first interviewee; he coached him on the local community softball team. William doesn't expect the interview to go well or to hire the young man because he wasn't very open to advice when he was coached. Malcolm's first candidate is late and runs up disheveled and out of breath. Malcolm assumes the young man had difficulty on his way to the interview and gives him time to calm down and improve his appearance. Several hours into the process William is interviewing his 20th candidate, Jane. When she sits down she drops into her seat, folds her arms, and pinches her lips together. She's wearing a T-shirt with the image and name of a local heavy metal band on it. William prepares himself for a hostile and unfriendly interview but is surprised that after the first couple of questions Jane turns out to be quite polite and friendly. Malcolm's last candidate is friendly, has similar interests to Malcolm and knows several of the people Malcolm knows in the community. Malcolm comments to William as they are picking up their files, "That kid reminds me of me when I was 17."
Refer to Table 3.2. Even though Malcolm gave the young man the benefit of the doubt, Malcolm demonstrated a perceptual bias, because he didn't know why the young man was late. Which perceptual bias does Malcolm demonstrate?

A) Fundamental attribution error
B) Halo effect
C) Similar-to-me effect
D) Selective perception

Question 69

The Pygmalion effect is simply the self-fulfilling prophecy in its positive form.

Question 70

Table 3.1
Joe and Mary Jane are observing the new class of management trainees as they enter the training room for their initial orientation. As they watch each person enter, they observe how they are dressed, how they carry themselves when they walk, if they talk to the persons next to them when they sit down, and so forth. Joe notices one man who is casually dressed, who walks with a relaxed stride, and who talks to everyone within reach of his seat. Joe believes this man will be a good 'volunteer' for role plays because he is obviously very outgoing. Joe has watched hundreds of trainees before and everyone who acted this way turned out to be good up in front of everyone else. Mary Jane sees a young woman she interviewed. In the interview she was outgoing, smiled a great deal, and was very expressive. Mary Jane sees her now sitting by herself, having taken a seat away from everyone, arms folded across her chest, with a scowl on her face. Mary Jane thinks that this woman obviously does better in one-on-one settings than she does in large groups.
Refer to Table 3.1. The basis of Mary Jane's thinking about the woman she interviewed is an example of basing a judgment on ________ information.

A) consensus
B) consistency
C) distinctiveness
D) enhancement

Question 71

Table 3.1
Joe and Mary Jane are observing the new class of management trainees as they enter the training room for their initial orientation. As they watch each person enter, they observe how they are dressed, how they carry themselves when they walk, if they talk to the persons next to them when they sit down, and so forth. Joe notices one man who is casually dressed, who walks with a relaxed stride, and who talks to everyone within reach of his seat. Joe believes this man will be a good 'volunteer' for role plays because he is obviously very outgoing. Joe has watched hundreds of trainees before and everyone who acted this way turned out to be good up in front of everyone else. Mary Jane sees a young woman she interviewed. In the interview she was outgoing, smiled a great deal, and was very expressive. Mary Jane sees her now sitting by herself, having taken a seat away from everyone, arms folded across her chest, with a scowl on her face. Mary Jane thinks that this woman obviously does better in one-on-one settings than she does in large groups.
Refer to Table 3.1. What type of information are both Joe and Mary Jane missing in order to validate their observations about the two people they saw?

A) Consensus
B) Consistency
C) Distinctiveness
D) Enhancement

Question 72

Table 3.3
Tony manages a small group of customer service representatives and is responsible for all their training. His coaching style is to catch people doing this right, then offer praise and small rewards for proper performance. When Tony works with the customer service representatives who handle customer correspondence, he pays random surprise visits to each representative to encourage, coach, and correct behavior. He believes this keeps the representatives on their toes. With his customer service representatives who handle phone calls, Tony drops in on each one after they have taken between 50-100 calls. He's able to monitor their call rate from his computer terminal.
B. F. Skinner's work on instrumental conditioning would be best able to explain which of the following?

A) The tendency for people to continue playing slot machines although they are bound to lose money.
B) The tendency for a supervisor's praise to increase a subordinate's good behavior.
C) The tendency for a person chastised by his co-workers for wearing inappropriate clothing to the office to refrain from doing so again.
D) All of the above.

Question 73

Table 3.2
William and Malcolm are interviewing high school students for jobs at a newly opened fast food restaurant. William knows his first interviewee; he coached him on the local community softball team. William doesn't expect the interview to go well or to hire the young man because he wasn't very open to advice when he was coached. Malcolm's first candidate is late and runs up disheveled and out of breath. Malcolm assumes the young man had difficulty on his way to the interview and gives him time to calm down and improve his appearance. Several hours into the process William is interviewing his 20th candidate, Jane. When she sits down she drops into her seat, folds her arms, and pinches her lips together. She's wearing a T-shirt with the image and name of a local heavy metal band on it. William prepares himself for a hostile and unfriendly interview but is surprised that after the first couple of questions Jane turns out to be quite polite and friendly. Malcolm's last candidate is friendly, has similar interests to Malcolm and knows several of the people Malcolm knows in the community. Malcolm comments to William as they are picking up their files, "That kid reminds me of me when I was 17."
Refer to Table 3.2. William's initial perception of Jane is an example of:

A) selective perception.
B) the halo effect.
C) the similar-to-me effect.
D) first-impression error.

Question 74

When positive expectations results in good performance, it is known as the Golem effect.

Question 75

Table 3.1
Joe and Mary Jane are observing the new class of management trainees as they enter the training room for their initial orientation. As they watch each person enter, they observe how they are dressed, how they carry themselves when they walk, if they talk to the persons next to them when they sit down, and so forth. Joe notices one man who is casually dressed, who walks with a relaxed stride, and who talks to everyone within reach of his seat. Joe believes this man will be a good 'volunteer' for role plays because he is obviously very outgoing. Joe has watched hundreds of trainees before and everyone who acted this way turned out to be good up in front of everyone else. Mary Jane sees a young woman she interviewed. In the interview she was outgoing, smiled a great deal, and was very expressive. Mary Jane sees her now sitting by herself, having taken a seat away from everyone, arms folded across her chest, with a scowl on her face. Mary Jane thinks that this woman obviously does better in one-on-one settings than she does in large groups.
Refer to Table 3.1. The basis of Joe's belief about the man he noticed is an example of ________ information.

A) consensus
B) consistency
C) distinctiveness
D) enhancement

Question 76

Table 3.4
Ted is designing a training program for his company's sales force. His training program must permit quick learning with maximum retention. He has built an interactive computer simulation for sales representatives to practice their sales skills. To evaluate the results of the training,Ted has the sales representatives evaluate themselves, their managers evaluate them, and their peers evaluate them.
Refer to Table 3.4. The interactive computer simulation incorporates what principle of effective training best?

A) Participation
B) Repetition
C) Feedback
D) Transfer of training

Question 77

In terms of causal attribution, to the extent that someone's behavior is same regardless of the context, is the extent to which a person's behavior is consistent.

Question 78

Social perception is the process of understanding others' behavior and attributing causes to their behavior.

Question 79

Table 3.4
Ted is designing a training program for his company's sales force. His training program must permit quick learning with maximum retention. He has built an interactive computer simulation for sales representatives to practice their sales skills. To evaluate the results of the training,Ted has the sales representatives evaluate themselves, their managers evaluate them, and their peers evaluate them.
Refer to Table 3.4. The evaluation process Ted is using is an example of which principle of effective training?

A) Participation
B) Repetition
C) Feedback
D) Transfer of learning

Question 80

During the bombing of Kosovo, the news media kept warning against a ground invasion because the Serbians are tough people and make good soldiers. This is an example of a stereotype.