Chapter 6: Perception & Individual Decision Making

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OB perception, biases, decisions

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Mitchell Larrieta Angeles

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Chapter 6: Perception & Individual Decision Making


Froggy Jumps Chapter 6: Perception & Individual Decision MakingOnline version OB perception, biases, decisions by Mitchell Larrieta Angeles 1 Q1. How is perception defined, and why is it important in organizational behavior? a Perception is how we see objects in the world. b Perception is the process by which individuals organize and interpret their sensory impressions to g c Perception is a fixed trait influencing behavior. 2 Q2. What are the three main factors that influence perception, and how do they shape how we interpret information? a The mood, the task, and the location. b The perceiver, the target, and the situation. c The observer, the event, and the time. 3 Q3. How does perception impact workplace interactions and managerial decision-making? a Perception only affects hiring decisions. b Perception rarely affects decisions. c Perception filters every workplace interaction and decision. 4 Q4. What is attribution theory, and how does it explain the way we judge others? a Attribution theory explains how we determine internal vs external causes for behavior. b Attribution theory explains how groups form. c Attribution theory explains how we measure productivity. 5 Q5. How do the concepts of distinctiveness, consensus, and consistency influence whether we attribute behavior to internal or external causes? a Together, these dimensions guide our causal inferences about behavior. b They only apply to group performance. c They have no bearing on attribution. 6 Q6. What is the fundamental attribution error, and how does it affect workplace evaluations? a It ignores both internal and external factors. b It underestimates external factors and overestimates internal factors. c It overemphasizes external factors and underestimates internal factors. 7 Q7. What is the self-serving bias, and why do individuals tend to take credit for successes but blame external factors for failures? a People attribute successes to internal factors and failures to external causes. b People blame both successes and failures on luck. c People attribute successes to external factors and failures to internal causes. 8 Q8. What are common shortcuts people use when judging others, and how can these lead to perceptual distortions? a Selective perception, halo/horns, contrast, and stereotyping. b Longitudinal analysis, benchmarking, and auditing. c Formal modeling, statistical testing, and forecasting. 9 Q9. How does the halo effect differ from the contrast effect, and how do they impact managerial decision-making? a Halo: negative trait dominates; Contrast: unrelated to others. b Halo: one trait colors the whole impression; Contrast: judged relative to others. c Halo: only affects hiring; Contrast: only affects promotions. 10 Q10. What is stereotyping, and why is it a problematic but commonly used perceptual shortcut? a Judging an individual by perceived group characteristics; it oversimplifies and biases decisions. b Stereotyping is a precise method to assess individuals. c Stereotyping always leads to fair decisions. 11 Q11. How does perception influence the way individuals and managers make decisions? a Perception only affects emotional responses. b Perception shapes problem recognition, information relevance, and option evaluation. c Perception has no bearing on decision quality. 12 Q12. What is the rational decision-making model, and what are its key steps? a Six steps: define problem, identify criteria, weigh criteria, develop alternatives, evaluate, choose b Four steps: observe, decide, act, review. c Five steps: collect data, brainstorm, select, implement, monitor. 13 Q13. Why is the rational decision-making model rarely used in real-world settings? a It ignores organizational constraints. b Complete information and unlimited cognitive capacity rarely exist. c It is universally used in all settings. 14 Q14. How does bounded rationality impact decision-making, and what does it mean to 'satisfice'? a We always find the optimal solution. b We avoid making any decision. c We simplify problems and search for a 'good enough' solution. 15 Q15. What is intuitive decision-making, and in what situations might intuition be more effective than rational analysis? a An unconscious process from experience; useful for experts in familiar domains. b Only useful when data is abundant. c A formal, data-driven method. 16 Q16. How does overconfidence bias influence managerial decisions, and why can it be dangerous? a It always improves decision accuracy. b It only affects interpersonal relations. c Overestimating abilities leads to selection errors and damaged reputations. 17 Q17. What is anchoring bias, and why do initial pieces of information have a disproportionate influence on decision-making? a Fixating on initial information and adjusting insufficiently. b Ignoring initial data and starting fresh. c Reversing initial judgments after new data. 18 Q18. How does confirmation bias lead individuals to reinforce their existing beliefs? a Seeking information that confirms beliefs and discounting contradicting data. b Seeking only disconfirming information. c Ignoring all new information. 19 Q19. What is availability bias, and how do recent or emotionally charged events distort judgment? a Ignoring recent events in judgments. b Judging likelihood based on easily recalled examples. c Judging based on statistical data only. 20 Q20. How does escalation of commitment contribute to poor decision-making, and what factors cause individuals to persist with failing strategies? a Immediate self-correction after failures. b Persistence due to personal responsibility and belief in eventual success. c Lack of resources forces change instantly. 21 Q21. What are the three ethical decision-making criteria, and how do they differ? a Aesthetic, economic, and political considerations. b Utilitarianism, rights-based ethics, and justice/deonance. c Legal, professional, and cultural norms. 22 Q22. How does utilitarianism guide decision-making, and what are its limitations? a It ignores outcomes entirely. b Choose actions producing the greatest good; can harm minorities. c It always protects minority rights. 23 Q23. What is behavioral ethics, and why do individuals sometimes act against their own ethical standards? a A theory about perfect moral conduct. b A method to enforce ethics via punishment. c Study of how people actually behave; situational pressures influence actions. 24 Q24. How does lying impact decision-making, and why is it difficult to detect dishonesty? a Lying is easy to detect in most cases. b Lying has no impact on decision quality. c Lying corrupts information; detection accuracy is around 47%. 25 Q25. What is the three-stage model of creativity, and how can organizations foster creative problem-solving? a Creativity arises from creative potential and environment; steps are problem formulation, informatio b Creativity comes only from individual genius. c Creativity is random and cannot be fostered.

Chapter 6: Perception & Individual Decision Making

Froggy Jumps

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Chapter 6: Perception & Individual Decision MakingOnline version

by Mitchell Larrieta Angeles

Q1. How is perception defined, and why is it important in organizational behavior?

Q2. What are the three main factors that influence perception, and how do they shape how we interpret information?

Q3. How does perception impact workplace interactions and managerial decision-making?

Q4. What is attribution theory, and how does it explain the way we judge others?

Q5. How do the concepts of distinctiveness, consensus, and consistency influence whether we attribute behavior to internal or external causes?

Q6. What is the fundamental attribution error, and how does it affect workplace evaluations?

Q7. What is the self-serving bias, and why do individuals tend to take credit for successes but blame external factors for failures?

Q8. What are common shortcuts people use when judging others, and how can these lead to perceptual distortions?

Q9. How does the halo effect differ from the contrast effect, and how do they impact managerial decision-making?

Q10. What is stereotyping, and why is it a problematic but commonly used perceptual shortcut?

Q11. How does perception influence the way individuals and managers make decisions?

Q12. What is the rational decision-making model, and what are its key steps?

Q13. Why is the rational decision-making model rarely used in real-world settings?

Q14. How does bounded rationality impact decision-making, and what does it mean to 'satisfice'?

Q15. What is intuitive decision-making, and in what situations might intuition be more effective than rational analysis?

Q16. How does overconfidence bias influence managerial decisions, and why can it be dangerous?

Q17. What is anchoring bias, and why do initial pieces of information have a disproportionate influence on decision-making?

Q18. How does confirmation bias lead individuals to reinforce their existing beliefs?

Q19. What is availability bias, and how do recent or emotionally charged events distort judgment?

Q20. How does escalation of commitment contribute to poor decision-making, and what factors cause individuals to persist with failing strategies?

Q21. What are the three ethical decision-making criteria, and how do they differ?

Q22. How does utilitarianism guide decision-making, and what are its limitations?

Q23. What is behavioral ethics, and why do individuals sometimes act against their own ethical standards?

Q24. How does lying impact decision-making, and why is it difficult to detect dishonesty?

Q25. What is the three-stage model of creativity, and how can organizations foster creative problem-solving?