Chapter 04 Test Bank

Chapter 04
Test Bank
1. Perception is a cognitive process that enables us to interpret and understand our surroundings.
TRUE
AACSB: Analytical Thinking

Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 04-01 Explain the process model behind perception forming, particularly how you form perceptions of others.
Topic: Role Perception
Feedback: Perception is a cognitive process that enables us to interpret and understand our surroundings.
2. While perception is a part of the organizing framework for understanding and applying OB, it is a relatively unimportant process.
FALSE

Blooms: Understand
Difficulty: 2 Medium
Feedback: Perception is an important process in the integrative framework for understanding and applying OB because it affects our actions and
decisions.
3. The negativity bias tends to make us notice bad things more than good things.
TRUE

Blooms: Remember
Difficulty: 1 Easy
Feedback: Research shows that people tend to find negative information more salient than positive information. This leads to a negativity bias.
4. To make effective hiring decisions, managers should learn to use their implicit cognitions.
FALSE

Blooms: Understand
Topic: Cognitive Evaluation Theory
Feedback: Interviewers make hiring decisions based on their impression of how an applicant fits the perceived requirements of a job. Unfortunately,
many of these decisions are made on the basis of implicit cognition. Implicit cognition represents any thoughts or beliefs that are automatically
activated from memory without our conscious awareness. The existence of implicit cognition leads people to make biased decisions without an
understanding that it is occurring.
5. The use of implicit cognition leads people to make biased decisions.

TRUE

Blooms: Understand
Feedback: The existence of implicit cognition leads people to make biased decisions without an understanding that it is occurring.
6. Managers cannot be trained to reduce implicit cognition; the best that they can do is to merely recognize its importance.
FALSE

Blooms: Understand
4-1
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McGraw-Hill Education.
Feedback: Managers can be trained to understand and reduce hidden bias.

7. Joe, a marketing major, believes that Mary is probably better at math than he is because she is a finance major. This is an example of a stereotype.
TRUE

Blooms: Apply
Difficulty: 3 Hard
Learning Objective: 04-02 Exemplify how knowledge of stereotypes can help you make better decisions and manage more effectively.
Topic: Stereotyping
Feedback: A stereotype is an individual’s set of beliefs about the characteristics or attributes of a group.
8. Stereotypes exist about gender, race, and age, but not about occupation.
FALSE

Blooms: Understand
Difficulty: 1 Easy
Topic: Stereotyping
Feedback: We categorize people into groups according to criteria (such as gender, age, race, and occupation).
9. Causal attributions are the suspected or inferred causes of behavior.

TRUE

Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 04-03 Describe the different ways in which managers might interpret employee performance.
Topic: Causal Attributions
Feedback: Causal attributions are suspected or inferred causes of behavior.
10. Justine, a manager, has decided that Harrison is performing poorly because he is lazy. This is an example of a negativity bias.
FALSE

Blooms: Apply
11. A person’s level of effort is an internal factor in attributions.

TRUE

Blooms: Understand
Feedback: Behavior can be attributed to either internal factors within a person (such as ability) or external factors within the environment (such as a
difficult task). Hard work (effort) is discussed as a possible internal attribution in the section on self-serving bias.
12. Kelley identified three dimensions of behavior that people observe when making attributions: consensus, distinctiveness, and consistency.
TRUE

Blooms: Remember
Difficulty: 1 Easy
4-2
Feedback: Kelley hypothesized that people make causal attributions by observing three dimensions of behavior: consensus, distinctiveness, and
consistency.
13. In distinctiveness, I compare an individual’s behavior with that of his or her peers.
FALSE

Blooms: Remember
Feedback: Distinctiveness compares a person’s behavior on one task with his or her behavior on other tasks.
14. External influences are individual differences that we have the ability to influence.
TRUE

Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 04-04 Illustrate how awareness about the layers of diversity can help organizations effectively manage diversity.
Topic: Diversity
Feedback: External influences represent individual differences that we have a greater ability to influence or control.
15. The outer layer of the diversity wheel is that of organizational dimensions.
TRUE

Blooms: Remember
Difficulty: 1 Easy
Topic: Diversity
Feedback: According to Figure 4.4, the outer layer of the diversity wheel is that of organizational dimensions.
16. Perception is the process that

A. measures an individual’s set of beliefs about the characteristics of a group.
B. automatically activates any thoughts or beliefs from memory.
C. evaluates suspected or inferred causes of behavior.
D. enables us to interpret and understand our surroundings.
E. attributes another person’s behavior to his or her personal characteristics.

Blooms: Remember
Difficulty: 1 Easy
17. Alana looks at the clouds and sees flowers. Her brother, Sammy, looks at the same clouds and sees jellyfish. Alana and Sammy have different
A. stereotypes.
B. perceptions.
C. attributions.
D. attitudes.
E. contexts.

Blooms: Remember
Difficulty: 1 Easy
18. Which of the following is not one of the key perceiver characteristics that affect our perceptions of others?
A. needs and goals
4-3
B. category-based knowledge
C. nonverbal cues
D. experience with target
E. direction of gaze

Blooms: Remember
Feedback: Figure 4.2 illustrates the six key perceiver characteristics that affect our perceptions of others: direction of gaze, needs and goals,
experience with target, category-based knowledge, gender and emotional status, and cognitive load.
19. Nita is the office manager at a service station. Two applicants, Max and Tim, arrive to interview for the open mechanic’s position. Max’s clothes
are dirty, his hair is unwashed, and he doesn’t make eye contact when he gives Nita his name. Tim dresses in clean jeans and a nice shirt, is shaved,
and shakes Nita’s hand when he introduces himself. After the interview, Keith the head mechanic, asks Nita what she thought. Both men have the
skill set needed for the position. Nita recommends Tim. She is responding to her perception of
A. diversity.
B. the perceiver.
C. the target.
D. her culture.
E. past performance.

Blooms: Remember
Difficulty: 1 Easy
Feedback: The characteristics of the target—the person being observed—include direction of gaze, facial features and body shape, nonverbal cues,
appearance or dress, and physical attractiveness.
20. There are two key situational characteristics that affect perception: the______ of the interaction, and the culture and race ______ between
perceivers
A. nonverbal cues; needs and goals
B. situation; cognitive load
C. consistency; context
D. cognitive load; situation
E. context; consistency

Blooms: Remember
Difficulty: 1 Easy
Feedback: The two key situational characteristics that affect perception are the context of the interaction, and the culture and race consistency
between perceivers and targets.
21. Carrie goes out to lunch and orders a diet soda. If we consider _________, she is likely to prefer a salad for lunch.
A. person perception
B. category-based knowledge
C. context of interaction
D. implicit cognition
E. cognitive load

Blooms: Understand
Feedback: Implicit cognition represents any thoughts or beliefs that are automatically activated from memory without our conscious awareness.
22. The existence of implicit cognition leads people to make ________ decisions without realizing they are doing so.
A. attentive
B. biased
4-4
C. perceptive
D. independent
E. predictable

Blooms: Remember
Difficulty: 1 Easy
Feedback: The existence of implicit cognition leads people to make biased decisions without realizing they are doing so. A recent study of job
applicants’ résumés, for instance, demonstrated that recruiters evaluated women more favorably than men for customer service jobs, probably based
on gender-role stereotypes.
23. Marion, a shift supervisor, is keeping a performance diary for each of her employees. This mechanism can ______ performance appraisals.
A. reduce bias in
B. prove stereotypes for
C. increase bias in
D. eliminate
E. speed up

Blooms: Remember
Difficulty: 1 Easy
Feedback: Perceptual biases in performance appraisals can be reduced by the use of more objective measures of performance. Companies can also
reduce bias by providing managers a mechanism for accurately recalling employee behavior, such as a performance diary.
24. Carl’s team is evaluating his effectiveness as a leader. Which of the following behaviors does reflect an effective leader?
A. telling others they have done well
B. not letting other group members make any decisions
C. trying to get the group to work as a team
D. maintaining definite standards of performance
E. setting specific goals for the group

Blooms: Understand
Difficulty: 1 Easy
Feedback: A team of researchers found that the following behaviors are representative of effective leadership:
• assigning specific tasks to group members
• telling others they have done well
• setting specific goals for the group
• letting other group members make decisions
• trying to get the group to work as a team
• Maintaining definite standards of performance
25. Pat is applying for a new job. Which of the following will help her online “image”?
A. Include information on her volunteer activities.
B. Criticize a former employer.
C. Post pictures of her at a Halloween party in costume.
D. Make negative political comments.
E. Post comments about religious conflicts.

Blooms: Remember
Difficulty: 1 Easy
Feedback: The following suggestions can help you manage the impression you are projecting based on the information you post on social media.
• Be aware of each platform’s policies and procedures because they tend to vary.
4-5
• Focus on the quality of your posts rather than the quantity.
• Use Twitter and LinkedIn to play up your professional interests (like sharing relevant news articles).
• Cross-check your résumé and LinkedIn profile to make sure there are no discrepancies.
• Share information about your volunteer activities and work with professional associations.
• Make sure there are no typos or grammatical errors in your materials.
• Remember to continuously update your profiles.
26. Melissa walks into her morning status meeting. She didn’t have time for breakfast or even coffee. During the meeting, she is most likely to focus
on
A. staying alert because she knows the meeting can be tedious.
B. snacks and drinks because she is hungry and thirsty.
C. the agenda because it is the first thing she sees when she walks in.
D. her phone messages because of her past experience with these meetings.
E. the amount of tasks she has to accomplish today.

Blooms: Apply
Feedback: We are more likely to perceive whatever is related to our goals and needs. For example, we perceive examples of food if we are hungry.
27. Why do recruiters use virtual interviews?

A. to accurately assess if the applicant will “fit in”
B. to reduce problems associated with implicit cognition
C. solely to save on travel expenses
D. to evaluate work that does not produce objective outcomes
E. to better judge leadership qualities

Blooms: Apply
Feedback: More companies now are using virtual interviews as a tool for reducing problems associated with implicit cognition. Virtual interviews
can improve the accuracy of job interviews and reduce costs:
• Consistency. Video-enabled interviews standardize the process, which leads to more reliable evaluations. For example, Walmart uses video
interviews to obtain a better idea of how candidate pharmacists will interact with customers. T.G.I. Friday’s restaurant selects restaurant
managers through video interviews for the same reason.
• Collaboration. Whether they are recorded or live, video interviews can encourage collaboration among those making hiring decisions. And
experts suggest more input leads to better candidate selection.
• Saving time and money.
28. “Women have a harder time than men in being perceived as effective leaders.” This statement is a(n)
A. awareness.
B. reference.
C. proven fact.
D. accommodation.
E. stereotype.

Blooms: Understand
Difficulty: 3 Hard
Topic: Stereotyping
29. We build stereotypes through a four-step process. Which of the following is not part of the process?
A. maintenance
B. appraisal
C. categorization
D. inferences
E. expectations
4-6
Blooms: Understand
Topic: Stereotyping
Feedback: We build stereotypes through a four-step process: 1) categorization, 2) inferences, 3) expectations, and 4) maintenance.
30. Mario is setting up an after-school program for inner city youth. The population is a mix of white, African-American and Latino, with Latinos
comprising the majority of participants. Which of the following would help the group overcome stereotypes?
A. Create project opportunities using a mix of populations with equal status.
B. Ignore stereotypes and the students will do the same.
C. Ask the Latino student to be “nice” to the minority groups.
D. Prevent any discussion of stereotypes.
E. Treat the minority factions differently from the Latinos.

Blooms: Remember
Topic: Stereotyping
Feedback: Managers/leaders should create opportunities for diverse people to meet and work together in cooperative groups of equal status. Social
scientists believe positive interpersonal contact among mixed groups is the best way to reduce stereotypes because it provides people with more
accurate data about the characteristics of others.
31. ______ is based on a simple premise: Rightly or wrongly, people infer causes for their own and others’ behavior.
A. Context of interaction
B. Stereotyping
C. Person perception
D. Implicit cognition
E. Attribution theory

Blooms: Understand
Topic: Attribution Process
Feedback: Attribution theory is based on a simple premise: Rightly or wrongly, people infer causes for their own and others’ behavior.
32. Harold Kelley hypothesized that people make causal attributions by observing three dimensions of behavior
A. context, consistency, and simplification.
B. consensus, storage, and retention.
C. distinctiveness, retrieval, and consensus.
D. consensus, distinctiveness, and consistency.
E. consistency, recognition, and context.
AACSB: Knowledge Application

Blooms: Apply
Difficulty: 3 Hard
Topic: Attribution Process
consistency.
33. Bill receives a compliment on a recent campaign; he attributes the success to his creativity. Mark’s campaign didn’t do well; he blames his team
for not pulling together. These are examples of
A. self-serving bias.
B. person perception.
C. fundamental attribution.
D. consensus.
E. implicit cognition.

4-7
Blooms: Apply
Difficulty: 3 Hard
Feedback: The self-serving bias suggests employees will attribute their success to internal factors (high ability or hard work) and their failures to
uncontrollable external factors (tough job, bad luck, uncooperative coworkers or boss).
34. Sharon observes her older co-worker, Robert, being rude to a new trainee. She has seen this behavior in Robert whenever the company brings in
new trainees. Sharon believes that Robert resents the younger management trainees, who he refers to as “know-it-alls.” She talks to him about
_______ to help him understand.
A. perceptions
B. implicit cognition
C. appraisals
D. stereotyping
E. internal attribution

Blooms: Apply
Difficulty: 3 Hard
Topic: Stereotyping
35. The use of implicit cognitions

A. leads people to make biased decisions.
B. causes individuals to form stereotypes.
C. influences managers to hire good candidates.
D. fosters cultural change.
E. is consistent with affirmative action programs.

Blooms: Understand
Feedback: The existence of implicit cognition leads people to make biased decisions without an understanding that it is occurring.
36. Which of the following is not a technique by which managers can reduce the effect of implicit cognition in hiring?
A. Use structured interviews.
B. Use multiple interviewers.
C. Use virtual interviews.
D. Undergo training to reduce bias.
E. Rely on stereotypes.

Blooms: Understand
Topic: Stereotyping
Feedback: Experts recommend two solutions for reducing the biasing effect of implicit cognition. First, managers can be trained to understand and
reduce this type of hidden bias. Second, bias can be reduced by using structured as opposed to unstructured interviews, and by relying on evaluations
from multiple interviewers rather than just one or two people.
37. When must managers accurately identify and communicate the behavioral characteristics and results they look for in a good performance?
A. at the beginning of a review cycle
B. in the middle of a review cycle
C. at the end of a review cycle
D. during the performance review meeting
E. at least once a year

Blooms: Understand
Topic: Evaluating Performance
4-8
Feedback: Managers must accurately identify and communicate the behavioral characteristics and results they look for in good performance at the
beginning of a review cycle.
38. Which of the following is not a behavior that research found in the employees’ categorical knowledge of good leaders?
A. Telling people they had done well.
B. Setting specific goals for the group.
C. Maintaining definite standards for performance.
D. Letting other group members make decisions.
E. Using an autocratic approach.

Blooms: Understand
Feedback: A team of researchers found that in employees’ categorical knowledge, good leaders would exhibit these behaviors:
• Assigning specific tasks to group members.
• Telling others that they had done well.
• Setting specific goals for the group.
• Letting other group members make decisions.
• Trying to get the group to work as a team.
Maintaining definite standards of performance.
39. A(n) ______ is an individual’s set of beliefs about the characteristics of a group.
A. implicit cognition
B. stereotype
C. negativity bias
D. attribution
E. memory

Blooms: Remember
Difficulty: 1 Easy
Topic: Stereotyping
40. The steps in the process of stereotype formation and maintenance in order are
A. categorization, expectations, inferences, maintenance.
B. categorization, inferences, expectations, maintenance.
C. expectations, categorization, inferences, maintenance.
D. inferences, categorization, expectations, maintenance.
E. inferences, expectations, categorization, maintenance.

Blooms: Remember
Topic: Stereotyping
Feedback: Stereotyping is based on the following four-step process: (1) categorization, (2) inferences, (3) expectations, and (4) maintenance.
41. Joyce finds that the members of the project team to which she has been assigned in her management class are all athletes on the college’s football
and basketball teams. She immediately considers dropping the class because she thinks her experience with that team will be negative. Joyce is likely
to be reacting to a
A. negativity bias.
B. stereotype.
C. self-serving bias.
D. semantic memory.
E. fundamental attribution bias.

Blooms: Apply
4-9
Topic: Stereotyping
42. Which of the following is not one of the recommendations to managers about reducing stereotypes?
A. Managers should educate people about stereotypes.
B. Managers should create opportunities for diverse employees to work together.
C. Managers should encourage all employees to strive to increase their awareness of stereotypes.
D. Managers should actively ignore stereotypes.
E. Managers should provide opportunities for employees to get accurate data about the characteristics of other groups of people.

AACSB: Diversity
Blooms: Understand
Topic: Stereotyping
Feedback: The key managerial challenge is to reduce the extent to which stereotypes influence decision making and interpersonal processes
throughout the organization. We suggest three ways that this can be achieved.
• Managers should educate people about stereotypes and how they can influence our behavior and decision making.
• Managers should create opportunities for diverse employees to meet and work together in cooperative groups of equal status.
• Managers should encourage all employees to strive to increase their awareness regarding stereotypes.
43. ________ are suspected or inferred causes of behavior.

A. Implicit cognitions
B. Stereotypes
C. Causal attributions
D. Selectivity biases
E. Semantic memories

Blooms: Remember
Difficulty: 1 Easy
44. At its most basic, a person’s behavior can be attributed to either ______ or ______ factors.
A. internal; external
B. motivated; accidental
C. effort; ability
D. success; failure
E. implicit; explicit

Blooms: Remember
Feedback: Fritz Heider, the founder of attribution theory, proposed that behavior can be attributed either to internal factors within a person (such as
ability) or to external factors within the environment (such as a difficulty task).
45. Kelley hypothesized that people make causal attributions by observing

A. external and internal factors and perceptions.
B. consensus, distinctiveness, and consistency.
C. effort, consistency, and ability.
D. implicit and explicit factors.
E. stereotypes and implicit cognition.

Blooms: Remember
4-10
consistency.
46. Ethan observes that his subordinate, Nate, is performing and acting like the other members of the unit. He is observing
A. consensus.
B. distinctiveness.
C. implicit factors.
D. explicit factors.
E. consistency.

Blooms: Apply
Difficulty: 3 Hard
Feedback: Consensus compares an individual’s behavior with that of his or her peers. There is high consensus when one acts like the rest of the group
and low consensus when one acts differently.
47. Carlos, a manager, is looking at records of Mary’s work performance. He notes that she performed very well on task A, but poorly on task B. He
is observing
A. consensus.
B. distinctiveness.
E. consistency.

Blooms: Apply
Difficulty: 3 Hard
Feedback: Distinctiveness compares a person’s behavior on one task with his or her behavior on other tasks. High distinctiveness means the
individual has performed the task in question in a significantly different manner than he or she has performed other tasks.
48. Camilla, a manager, notes that Wilhelm’s written reports from his hire date to the present are very thorough and accurate. Camilla is looking at
A. consensus.
B. distinctiveness.
E. consistency.

Blooms: Apply
Difficulty: 3 Hard
Feedback: Consistency judges if the individual’s performance on a given task is consistent over time. Low consistency is undesirable for obvious
reason, and implies that a person is unable to perform a certain task at some standard level. High consistency implies that a person performs a certain
task the same way, with little or no variation over time.
49. Josef, a manager, reviews Arturo’s performance over the past six months and notes that during February he was late to work five times. He was
not late during any other months. Josef is observing
A. consensus.
B. distinctiveness.
E. consistency.

Blooms: Apply
Difficulty: 3 Hard
4-11
Feedback: Consistency judges if the individual’s performance on a given task is consistent over time. Low consistency is undesirable for obvious
reasons, and implies that a person is unable to perform a certain task at some standard level. High consistency implies that a person performs a
certain task the same way, with little or no variation over time.
50. David’s boss has observed that David took about 12 hours to perform tasks A, B, and C. However, he took 24 hours to complete task D. David’s
boss concluded that task D must have been tougher than the other tasks. Which of the following attributional information led David’s boss to this
conclusion?
A. high distinctiveness
B. high consensus
C. low consensus
D. high consistency
E. low distinctiveness

Blooms: Apply
Difficulty: 3 Hard
Feedback: Distinctiveness compares a person’s behavior on one task with his or her behavior on other tasks. High distinctiveness means the
individual has performed the task in question in a significantly different manner than he or she has performed other tasks.
51. John, a mid-level manager, notices that all his subordinates are filling out their monthly reports incorrectly. He concludes that the report forms are
too complicated and need to be revised. On which type of attributional information is John’s decision based?
A. low consistency
B. low consensus
C. high consistency
D. low distinctiveness
E. high consensus

Blooms: Apply
Difficulty: 3 Hard
Feedback: Consensus compares an individual’s behavior with that of his or her peers. There is high consensus when one acts like the rest of the group
and low consensus when one acts differently.
52. Chris has studied for his mathematics test and his English test. He expects to do moderately well in both subjects. He gets an “A” in English, but
fails mathematics. While Chris feels that the grade he got for English was well-deserved, he blames his failure in mathematics on the fact that his
teacher, Mr. Wallace, does not like him. In this situation, Chris is exhibiting
A. stereotypical behavior.
B. a fundamental attribution bias.
C. a negativity bias.
D. micro-aggression.
E. a self-serving bias.

Blooms: Apply
Difficulty: 3 Hard
Topic: Self-Serving Bias
Feedback: The self-serving bias represents one’s tendency to take more personal responsibility for success than for failure. This self-serving bias
suggests employees will attribute their success to internal factors (high ability or hard work) and their failures to uncontrollable external factors
(tough job, bad luck, unproductive coworkers, or an unsympathetic boss).
53. If Otto views a situation as having low consensus, low distinctiveness, and high consistency, he is likely to make an attribution of
A. internal causes.
B. external causes.
D. fundamental bias.
E. person perception.

4-12
Blooms: Understand
Difficulty: 3 Hard
Feedback: Internal attributions result from situations believed to have low consensus, low distinctiveness, and high consistency.
54. All the employees in Mustafa’s unit are performing poorly on one specific aspect of their jobs during the month of June; however, they are
performing well on all other parts of their job. This is likely to be attributed to
A. internal causes.
B. external causes.
E. implicit cognition.

Blooms: Apply
Difficulty: 3 Hard
Feedback: External attribution consists of high consensus, high distinctiveness, and low consistency. That the problems are being experienced by all
the employees in Mostafa’s unit indicates high consensus. That only one aspect of their jobs is being affected rates high distinctiveness. The month of
June is low consistency. This particular ranking of consensus, distinctiveness, and consistency points to external causes.
55. Since she was hired four months ago, Janelle has performed poorly on many aspects of her job. This is likely to be attributed to
A. internal causes.
B. external causes.
E. nothing; there is not enough information.

Blooms: Apply
Difficulty: 3 Hard
Feedback: The ranking of low consensus, low distinctiveness, and high consistency indicates internal attribution.
56. The fundamental attribution bias says that we tend to overattribute others’ behaviors to _________ factors.
A. situational
B. external
C. environmental
D. personal
E. self-serving

Blooms: Understand
Difficulty: 3 Hard
Topic: Fundamental Attribution Bias
Feedback: The fundamental attribution bias reflects one’s tendency to attribute another person’s behavior to his or her personal characteristics, as
opposed to situational factors.
57. Molly works as a dishwasher at a restaurant. She comes across as a fun-loving, party-going person. One day her dog falls sick and Molly has to
take him to the vet. She calls her boss and tells him that she won’t be coming in to work. Her boss thinks that Molly is missing work intentionally, so
that she can go out and party. Which of the following best describes the boss’s perception of the situation?
A. halo effect
B. leniency effect
C. central tendency
D. self-serving bias
E. fundamental attribution bias

Blooms: Apply
4-13
Difficulty: 3 Hard
Topic: Fundamental Attribution Bias
Feedback: The fundamental attribution bias reflects one’s tendency to attribute another person’s behavior to his or her personal characteristics, as
opposed to situational factors.
58. The self-serving bias states that we tend to

A. take more responsibility for failure than success.
B. blame others for our failures.
C. give credit to others for their successes.
D. over-attribute others’ behaviors to personal factors.
E. take more responsibility for success than failure.

Blooms: Understand
Feedback: The self-serving bias represents one’s tendency to take more personal responsibility for success than for failure.
59. Josephine is on a four-person project team in her management class. The team produces four reports during the term, and each person leads one
of these projects. The project Josephine leads earned an A, while the team receives Cs on the other three reports.
Josephine believes that her project was successful was because of her leadership abilities, while the other projects were not as good because of the
inadequate skills of the other team members. She demonstrates ______ in her beliefs.
A. negativity bias
B. self-serving bias
C. central tendency
D. halo effect
E. leniency effect

Blooms: Apply
Difficulty: 3 Hard
Feedback: The self-serving bias represents one’s tendency to take more personal responsibility for success than for failure.
60. External factors include all of the following except

A. bad luck.
B. a difficult task.
C. ineffective coworkers.
D. putting forth effort.
E. an unsympathetic boss.

Blooms: Understand
Feedback: Internal factors include high ability or hard work and external factors include tough job, bad luck, unproductive coworkers, or an
unsympathetic boss.
61. Which one of the following is not a difference between affirmative action and diversity management?
A. Affirmative action does not legitimize quotas.
B. Affirmative action does not require companies to hire unqualified people.
C. Affirmative action has created tremendous opportunities for women and minorities.
D. Affirmative action is an intervention aimed at giving management a chance to correct an imbalance.
E. Affirmative action only refers to mandatory programs.

AACSB: Diversity
Blooms: Remember
Difficulty: 1 Easy
4-14
Topic: Diversity
Feedback: Affirmative action:

• Can refer to both voluntary and mandatory programs.
• Does not legitimize quotas. Quotas are illegal and can be imposed only by judges who conclude that a company has engaged in
discriminatory practices.
• Does not require companies to hire unqualified people.
• Has created tremendous opportunities for women and minorities.
• Does not foster the type of thinking needed to manage diversity effectively.
62. Which of the following is not a layer of diversity?
A. organizational
B. personality
C. internal
D. attributional
E. external

AACSB: Diversity
Blooms: Remember
Topic: Diversity
Feedback: Figure 4.4 shows four layers of diversity: personality, internal dimensions, external dimensions, and organizational dimensions.
63. Deep-level characteristics of diversity

A. are the most stable.
B. are unchangeable.
C. include attitudes, opinions, and values.
D. are not under our control.
E. include our ethnicity.

Blooms: Remember
Difficulty: 1 Easy
Topic: Deep-Level Characteristics
Feedback: Deep-level characteristics are those that take time to emerge in interactions, such as attitudes, opinions, and values. These characteristics
are definitely under our control.
64. ______ characteristics are quickly apparent to interactants.

A. Deep-level
B. Surface-level
C. Internal
D. External
E. Attributional

Blooms: Remember
Difficulty: 1 Easy
Topic: Surface-Level Characteristic
Feedback: Surface-level characteristics are those that are quickly apparent to interactants, such as race, gender, and age.
65. Karrin notices immediately that one of the members assigned to her team in a marketing class is a middle-aged man. This is a(n) _______
characteristic.
A. deep-level
B. surface-level
C. internal
D. external
E. attributional

4-15
Blooms: Apply
66. Surface-level characteristics include _____, age, and race.
A. gender
B. attitudes
C. opinions
D. values
E. seniority

Blooms: Understand
67. _______ is an artificial intervention aimed at giving management a chance to correct an imbalance, injustice, mistake, or outright discrimination
that occurred in the past.
A. Discrimination rectification
B. Affirmative action
C. Managing diversity
D. A legitimacy program
E. The glass ceiling

Blooms: Remember
Difficulty: 1 Easy
Topic: Affirmative Action
Feedback: Affirmative action is an artificial intervention aimed at giving management a chance to correct an imbalance, injustice, mistake, or
outright discrimination that occurred in the past.
68. Affirmative action plans

A. are always mandated through legal processes.
B. include quotas.
C. can negatively affect women and minorities.
D. require organizations to hire unqualified people.
E. have failed to create opportunities for women and minorities.

AACSB: Diversity
Blooms: Remember
Feedback: Affirmative action plans are found to negatively affect the women and minorities expected to benefit from them. Research demonstrates
that women and minorities supposedly hired on the basis of affirmative action feel negatively stigmatized as unqualified or incompetent.
69. Seema is married with two children and lives in New York. She has worked at Bubble Zone for 10 years. These are all _______of the four layers
of diversity.
A. internal dimensions
B. organizational dimensions
C. external dimensions
D. personality
E. affirmations

AACSB: Diversity
Blooms: Remember
Learning Objective: 04-05 Summarize the business rationale for managing diversity.
4-16
Topic: Diversity
Feedback: External influences are individual differences over which we have more control, such as where we live, our religious affiliation, our
marital and parental status, and our work experience. These dimensions also exert a significant influence on our perceptions, behavior, and attitudes.
70. The term _______ identifies an invisible but absolute barrier that prevents women from advancing to higher-level positions.
A. diversity management
B. affirmative action
C. glass ceiling
D. causal attribution
E. self-serving bias

AACSB: Diversity
Blooms: Remember
Topic: Glass Ceiling
Feedback: The term glass ceiling identifies an invisible but absolute barrier that prevents women from advancing to higher-level positions.
71. Helen uses a wheelchair to get around. Her company, Cue Furniture, makes sure her desk is wheelchair accessible. The ___________ requires the
company to do provide this.
A. Civil Rights Act
B. Rehabilitation Act
C. Genetic Information Nondiscrimination Act
D. Americans with Disabilities Act
E. Equal Treatment Directive

AACSB: Diversity
Blooms: Remember
Topic: Diversity
Feedback: The Americans with Disabilities Act prohibits discrimination against those with disabilities and requires organizations to reasonably
accommodate an individual’s disabilities.
72. The generation described as workaholic, idealistic, competitive, and materialistic is

A. traditionalists.
B. baby boomers.
C. Gen Xers.
D. millennials.
E. Gen 2020.

AACSB: Diversity
Blooms: Understand
Difficulty: 1 Easy
Topic: Diversity
Feedback: According to Table 4.3, Generational Differences, baby boomers are described as workaholic, idealistic, work ethic, competitive,
materialistic, seeks personal fulfillment.
73. The millennial generation is described as

A. patriotic, loyal, and disciplined.
B. multitasking, communicate fast, and online.
C. workaholic, idealistic, competitive.
D. entitled, civic-minded, closely involved with parents.
E. self-reliant, adaptable, cynical.

AACSB: Diversity
4-17
Blooms: Remember
Topic: Diversity
Feedback: Table 4.3, Generational Differences, lists the broad traits of Millennials as entitled, civic minded, close parental involvement,
cyberliteracy, appreciate diversity, multitasking, work/life balance, and technologically savvy.
74. Shoney’s hired African Americans to fill positions of dining-room supervisors and vice presidents, added more franchises owned by African
Americans, and purchased more goods and services from minority-owned companies. This represents the _____ option that organization can use to
address diversity issues.
A. suppress
B. isolate
C. include/exclude
D. assimilate
E. deny

AACSB: Diversity
Blooms: Remember
Learning Objective: 04-07 Describe the best methods that organizations are using to effectively manage diversity.
Topic: Workplace Diversity
Feedback: Include/exclude is an outgrowth of affirmative action programs. Its primary goal is to either increase or decrease the number of diverse
people at all levels of the organization.
75. Jennifer is described by her friends as independent, distrusting authority, and technologically savvy. One of her strongest memories is the day of
the Oklahoma City bombings. She is most likely to be a member of the _____ generation.
A. Baby boomers
B. Gen Xers
C. Gen 2020
D. Traditionalists
E. Millennials

AACSB: Diversity
Blooms: Remember
Topic: Diversity
Feedback: Gen Xers were born from 1965 to 1979. Table 4.3 lists the traits of Gen Xers as self-reliance, work/life balance, adaptable, cynical,
distrust authority, independent, and technologically savvy. Gen Xers’ key historical events are MTV, the AIDS epidemic, the Gulf War, the fall of
the Berlin Wall, the Oklahoma City bombing, the 1987 stock market crash, and the Bill Clinton-Monica Lewinsky scandal.
76. Saying, “You’ve got to pay your dues” is another way to promote the status quo. This is an example of the _______ option that organizations can
use to address any type of diversity issue.
A. include/exclude
B. deny
C. suppress
D. isolate
E. tolerate

AACSB: Diversity
Blooms: Remember
Difficulty: 1 Easy
Feedback: Differences are squelched or discouraged when suppression is the diversity strategy. Managers and peers tell employees to quit whining
and complaining about issues.
77. ABC Airlines hires flight attendants from diverse backgrounds and puts them through an extensive training and orientation program before they
are approved to fly. In addition to learning about responding to medical issues and FAA guidelines, they also must learn the company’s many rules
and processes as contained in an extensive procedures and policies manual. ABC Airlines is adopting a(n) ______ option for managing diversity.
A. deny
B. assimilate
4-18
C. suppress
D. tolerate
E. mutual adaptatio

AACSB: Diversity
Blooms: Apply
Difficulty: 3 Hard
Feedback: The basic premise behind the assimilate option is that all diverse people will learn to fit in or become like the dominant group. It only
takes time and reinforcement for people to see the light. Organizations initially assimilate employees through their recruitment practices and the use
of company-orientation programs. New hires generally are put through orientation programs that aim to provide employees with the organization’s
preferred values and a set of standard operating procedures. Employees then are encouraged to refer to the policies and procedures manual when they
are confused about what to do in a specific situation. These practices create homogeneity among employees.
78. What form of diversity management is an organization adopting when it acknowledges differences but does not value nor accept them?
A. mutual adaptation
B. building relationships
C. toleration
D. isolation
E. suppression

AACSB: Diversity
Blooms: Understand
Difficulty: 3 Hard
Feedback: Toleration entails acknowledging differences but not valuing or accepting them. It represents a live-and-let-live approach that superficially
allows organizations to give lip service to the issue of managing diversity. Toleration is different from isolation in that it allows for the inclusion of
diverse people. However, differences are not really valued or accepted when an organization uses this option.
79. Of the following options, which is the action to address any type of diversity issue?
A. mutual adaptation
B. exclusion
C. denial
D. isolation
E. assimilation

AACSB: Diversity
Blooms: Understand
Feedback: Inclusion, building relationships, and mutual adaptation are the preferred strategies. Mutual adaptation is the only approach that
unquestionably endorses the philosophy behind managing diversity.
80. Perception is influenced by three key components. Describe each component and give an example of each from your own experiences.
Perception is influenced by three key components: the characteristics of the perceiver, of the target—the person or group being observed—and of the
situation.
Figure 4.2 shows six key perceiver characteristics that affect our perceptions of others.
• Direction of gaze.
• Needs and goals.
• Experience with target.
• Category-based knowledge.
• Gender and emotional status.
• Cognitive load.
Figure 4.2 identifies five important characteristics of the target that affect our person perception. The characteristics are:
4-19
• Direction of gaze.
• Facial features and body shape.
• Nonverbal cues.
• Appearance or dress.
• Physical attractiveness.
• Characteristics of the Situation
Figure 4.2 shows two key situational characteristics that affect perception: the context of the interaction, and the culture and race consistency
between perceivers and targets.
Students should provide one example of each of the three components.

Blooms: Apply
Difficulty: 3 Hard
81. Quadrics Company, a service provider, is hiring for their customer service staff. They are reviewing resumes online. Because of “implicit
cognitions,” Quadrics tends to hire women for these positions. Explain the concept of “implicit cognitions” and describe actions that Quadrics could
take to address any bias that occurs.
Interviewers make hiring decisions based on their impression of how an applicant fits the perceived requirements of a job. Unfortunately, many of
these decisions are made on the basis of implicit cognition. Implicit cognition represents any thoughts or beliefs that are automatically activated from
memory without our conscious awareness. The existence of implicit cognition leads people to make biased decisions without realizing they are doing
so. A recent study of job applicants’ résumés, for instance, demonstrated that recruiters evaluated women more favorably than men for customer
service jobs, probably based on gender-role stereotypes.
Experts recommend three solutions for reducing the biasing effect of implicit cognition. First, managers can be trained to understand and recognize
this type of hidden bias. Second, they can use structured rather than unstructured interviews. Interviewers ask the same sequence of questions to all
applicants in a structured interview, which leads to more reliable evaluations. Finally, managers can rely on evaluations from multiple interviewers
rather than just one or two people.

Blooms: Understand
82. What is a stereotype? How are stereotypes formed and maintained? Present an example of a stereotype that affected your perception. Was it
accurate or not?
A stereotype is an individual’s set of beliefs about the characteristics or attributes of a group. Stereotyping is based on a four-step process:
categorization, inferences, expectations, and maintenance. In categorization, we categorize people into groups according to criteria gender, age, race,
and occupation. In inferences, we infer that all people within a category possess the same traits or characteristics. In expectations, we form
expectations of others and interpret their behavior according to our stereotypes. In maintenance, we overestimate the frequency of stereotypic
behaviors, incorrectly explain expected and unexpected behaviors, and differentiate minority individuals from ourselves.

AACSB: Diversity
Blooms: Understand
Topic: Stereotyping
83. Meghan has a virtual interview with ABQ, Inc. for a receptionist position. The interviewer asks Meghan about any potential physical limitations
she has. Meghan, who uses a walker, chooses not to answer. She does not get the job.
Explain how this situation involves both discrimination and stereotyping. What should the interviewer have done differently and why? How would
the Human Resources manager address what the interviewer did?
Approximately 20 percent of Americans have a physical or cognitive disability, according to the US Census Bureau. The Americans with Disabilities
Act prohibits discrimination against those with disabilities and requires organizations to reasonably accommodate an individual’s disabilities. Not
surprisingly, some people with disabilities have difficulty finding work. The US Bureau of Labor Statistics found that 10.4 percent were unemployed
in July 2015, much higher than the 5.4 percent rate for those without disabilities. Contrary to negative stereotypes about hiring the disabled, such as
that making reasonable accommodation is expensive, many organizations are finding this group of people to be a valuable source of talent.
Walgreens, for example, is dedicated to hiring people with disabilities. Forty percent of the workforce at two of its distribution centers have
disabilities.
4-20
Stereotypes influence decision making and interpersonal processes throughout the organization. The key managerial challenge is to reduce the extent
to which stereotyping effects occur. Three ways that this can be achieved are:
• Managers should educate people about stereotypes and how they can influence our behavior and decision making.
• Managers should create opportunities for diverse employees to meet and work together in cooperative groups of equal status.
• Managers should encourage all employees to strive to increase their awareness regarding stereotypes.

AACSB: Diversity
Blooms: Understand
Topic: Stereotyping
84. Explain Kelley’s model of attributions, making sure to discuss both the dimensions of behaviors and the types of attributions people can make.
Harold Kelley attempted to pinpoint specific antecedents of internal and external attributions. Kelley hypothesized that people make causal
attribution by observing three dimensions of behavior: consensus, distinctiveness, and consistency. These dimensions vary independently, forming
various combinations and leading to differing attributions. Consensus compares an individual’s behavior with that of his or her peers. Distinctiveness
compares a person’s behavior on one task with his or her behavior on other tasks. Consistency judges if the individual’s performance on a given task
is consistent over time.
These three dimensions of behavior lead to specific attributions. Kelley theorized that people attribute behavior to either internal causes (personal
factors) or external causes (environmental factors) depending on the ranking of consensus, distinctiveness, and consistency as shown:
Attribution Consensus Distinctiveness Consistency

(People) (Tasks) (Time)
Internal Low Low High
External High High Low
While other combinations are possible, the two options shown above have been most frequently studied. In Figure 4.3, charts taken together indicate
Internal Attributions on the left-hand side and External Attributions on the right-hand side. For instance, say all employees are performing poorly
(high consensus), on only one of several tasks (high distinctiveness), and during only one time period (low consistency). A supervisor will probably
attribute the employees’ poor performance to an external source such as a temporary distraction or event. In contrast, if only one employee performs
poorly (low consensus), across several tasks (low distinctiveness), and over time (high consistency), the supervisor will likely attribute performance
to personal factors. Many studies support this predicted pattern of attribution.

Blooms: Understand
Difficulty: 3 Hard
85. Describe the two attributional tendencies that can bias our interpretations of observed behavior. Give an example of each. Why are these
important for managers to understand?
Researchers have uncovered two attributional tendencies that distort one’s interpretation of observed behavior-fundamental attribution bias and
self-serving bias. The fundamental attribution bias reflects one’s tendency to attribute another person’s behavior to his or her personal characteristics,
as opposed to situational factors. The self-serving bias represents one’s tendency to take more personal responsibility for success than for failure.
These are important to managers because attributions profoundly affect organizational behavior, in particular managerial actions of reprimand or
training subordinates who fail to perform adequately. Students should give an example of each.

Blooms: Apply
Difficulty: 3 Hard
86. Soltis & Sons is a management consulting firm that is attempting to grow its business by targeting small businesses that are run by women or
immigrants. In pursuing this strategy, the company has hired employees of other cultures whose first language is not English. Many of these
employees are under 30 and they do not have college degrees. While this effort is leading to a workforce that mirrors the clients, the company finds
that employees and managers are experiencing difficulties communicating with one another. This leads to misunderstandings and a decrease in
productivity and customer satisfaction. For example, if a manager gives instructions about completing a certain task to an employee who fails to fully
comprehend the instructions, the employee may make mistakes.
The director of Human Resources is considering whether or not to offer some type of training, yet none has been offered to date. She thinks some
employees may be impacted by negative stereotypes associated with a lack of work experience with people from different cultures. She also noted
4-21
that some work teams do not like to be supervised by younger people of color. A few employees quit over this issue and management is trying to
decide what to do.
Using the 3-Step Problem-Solving Approach and the Organizing Framework, how can Soltis & Sons address the problem?
Step 1: Define the problem. What are the gaps between the desired outcomes and the current state?
Step 2: Identify causes of the problem. Remember, the diversity climate is an important situation factor. There are also relevant processes across the
individual level (perception, attributions, and psychological safety), the group/team level (group/team dynamics), and the organizational level
(options to manage diversity). These inputs and processes have critical outcomes.
Step 3: Make recommendations for solving the problem. What options does Soltis & Sons have?

AACSB: Diversity
Blooms: Apply
Difficulty: 3 Hard
Topic: Diversity
87. What is discrimination, and what is affirmative action? Evaluate whether affirmative action programs are good or bad for organizations. Identify
a specific example of the benefits or problems of affirmative action at your college.
Discrimination occurs when employment decisions about an individual are due to reasons not associated with performance or are not related to the
job. Affirmative action is an artificial intervention aimed at giving management a chance to correct an imbalance, injustice, mistake, or outright
discrimination that occurred in the past. While affirmative action plans have created tremendous opportunities for women and minorities, they do not
foster the kind of thinking that is needed to manage diversity effectively; and are found to negatively affect the women and minorities expected to
benefit from them.

AACSB: Diversity
Blooms: Evaluate
Difficulty: 3 Hard
88. Describe what is meant by “managing diversity.” What is the business rationale for this?
Managing diversity focuses on changing an organization’s culture and infrastructure such that people provide the highest productivity possible.
Typically, diversity management programs have an educational component that prepares nontraditional managers for increasingly responsible posts
and helps traditional managers overcome their prejudice, an enforcement component that puts teeth in diversity goals and encourages behavior
change, and an exposure component that exposes people with different backgrounds and characteristics to each other. The rationale for managing
diversity is more than its legal, social, or moral dimension. Quite simply, it’s good business. Managing diversity gives the organization the ability to
grow and maintain a business in an increasingly competitive marketplace.

AACSB: Diversity
Blooms: Analyze
89. Describe the status of the US workforce in terms of gender diversity/equality. Does this represent significant change from the past? Argue your
position.
Coined in 1986, the term glass ceiling is used to represent an invisible but absolute barrier or solid roadblock that prevents women from advancing to
higher-level positions. Various statistics support the existence of a glass ceiling. The pay gap between men and women is one example. In 2012, the
median weekly income in full-time management, professional, and related occupations was $1,328 for men in contrast to $951 for women. This gap
continued for MBA graduates. Female graduates from top MBA programs earned 93 cents for every dollar earned by a male graduate, and the pay
gap tends to increase over time. Also, a recent WSJ/NBC national poll revealed that 40 percent of the women reported experiencing gender
discrimination.
Alice Eagly and her colleague Linda Carli conducted a thorough investigation into the organizational life of women and in 2007 published their
conclusions that women had finally broken through the glass ceiling. We updated data originally reported in Eagly and Carli’s book and that led to
their conclusion. There were many more female CEOs in 2014 (24 and 50 female CEOs within Fortune 500 and Fortune 1000 firms, respectively)
and more women in managerial, professional, and related occupations than there were in the 1980s and 1990s. Statistics further showed that women
had made strides along several measures:
• Educational attainment (women earned the majority of bachelor’s and master’s degrees from 2006 through 2012).
• Seats on boards of directors of Fortune 500 firms (9.6% in 1995 and 16.6% in 2013).
• Leadership positions in educational institutions (in 2010, women represented 18.7% of college presidents and 29.9% of board members).
4-22
• Federal court appointments (in 2013, 32% and 30% of federal courts of appeals and US district court judges, respectively, were women).
You can interpret the above statistics in one of two ways.
• No change. On the one hand, you might see proof that women remain underpaid and underrepresented in leadership positions, victims of
discriminatory organizational practices.
• Positive change. Alternatively, you can agree with Eagly and Carli’s conclusion that “Men still have more authority and higher wages, but women
have been catching up. Because some women have moved into the most elite leadership roles, absolute barriers are a thing of the past.”
Eagly and Carli propose that a woman’s career follows a pattern more characteristic of traveling through a labyrinth. They use the labyrinth metaphor
because they believe that a woman’s path to success is not direct or simple, but rather contains twists, turns, and obstructions, particularly for married
women with children.

AACSB: Diversity
Blooms: Analyze
Difficulty: 3 Hard
Topic: Diversity
90. Summertime Inc. is a multinational energy company. They have an aging, experienced staff and are concerned about losing many of their senior
workforce in the next five to eight years. What type of initiatives can Summertime institute to help retain some of the senior staff?
Here are seven initiatives that can help organizations to motivate and retain an aging workforce:
• Provide challenging work assignments that make a difference to the firm.

• Give employees considerable autonomy and latitude in completing a task.
• Provide equal access to training and learning opportunities when it comes to new technology.
• Provide frequent recognition for skills, experience, and wisdom gained over the years.
• Provide mentoring opportunities whereby older workers can pass on accumulated knowledge to younger employees.
• Ensure that older workers receive sensitive, high-quality supervision.
• Design a work environment that is both stimulating and fun.

AACSB: Diversity
Blooms: Understand
Difficulty: 3 Hard
91. Managing diversity gives an organization the ability to grow and maintain its business in an increasingly competitive marketplace. Provide two
examples that show how an organization might benefit from managing diversity.
The textbook specifies two examples, but you can create others.
Here’s what William Weldon, former chairman and CEO of Johnson & Johnson, said:
“Diversity and inclusion are part of the fabric of our businesses and are vital to our future success worldwide. The principles of diversity and
inclusion are rooted in Our Credo [the company’s values] and enhance our ability to deliver products and services to advance the health and
well-being of people throughout the world. We cannot afford to reduce our focus on these critical areas in any business climate.”
Research supports the logic of this strategy. For example, a recent study of 739 retail stores found reinforcement for the access-and-legitimacy
perspective, defined in the following manner:
An access-and-legitimacy perspective on diversity is based in recognition that the organization’s markets and constituencies are culturally diverse. It
therefore behooves the organization to match the diversity in parts of its own workforce as a way of gaining access to and legitimacy with those
markets and constituent groups.
This particular study discovered that customer satisfaction and employee productivity were higher when the racial-ethnic composition of store
employees matched that of customers.

AACSB: Diversity
Blooms: Understand
Difficulty: 3 Hard
4-23
92. Identify the five “generations” that are in, or about to enter, the US labor force. Give the birth years each generation represents, and discuss the
broad traits of each. Give an example of an age-related conflict in values or traits from your own experience.
Table 4.3 summarizes the generational differences.
Traditionalists, born from 1925 to 1945, are patriotic, loyal, disciplined, conformist, with a high work ethic, and respect for authority.
Baby Boomers were born between 1946 and 1964 and are described as workaholic, idealistic, work ethic, competitive, materialistic, and seeks
personal fulfillment.
Gen Xers, born from 1965 to 1979, value self-reliance, work/life balance, adaptable, cynical, distrust authority, independent, technologically savvy.
Born from 1980 to 2001, Millennials’ broad traits are entitled, civic minded, close parental involvement, cyberliteracy, appreciate diversity,
multitasking, work/life balance, technologically savvy. Multitasking, online life, cyberliteracy, communicate fast and online are broad traits which
describe Gen 2020 born after 2002.
AACSB: Diversity
Blooms: Apply
Difficulty: 3 Hard
Topic: Diversity
93. Name and explain at least seven of the barriers to implementing successful diversity programs. Suggest ways that organizations can overcome
these barriers.
The following is a list of the most common barriers to implementing successful diversity programs:
• Inaccurate stereotypes and prejudice.

• Ethnocentrism.
• Poor career planning.
• A negative diversity climate.
• An unsupportive and hostile working environment for diverse employees.
• Lack of political savvy on the part of diverse employees.
• Difficulty in balancing career and family issues.
• Fears of reverse discrimination.
• Diversity is not seen as an organizational priority.
• The need to revamp the organization’s performance appraisal and reward system.
• Resistance to change.
Organizations have eight options that they can use to address diversity issues: include/exclude the number of diverse people at all levels of the
organization, deny that difference exist, assimilate diverse people into the dominant group, suppress differences, isolate diverse members from the
larger group, tolerate differences among employees, build relationships among diverse employees, and foster mutual adaptation to create positive
relationships.

AACSB: Diversity
Blooms: Understand
Difficulty: 3 Hard
Learning Objective: 04-06 List the most common barriers to implementing successful diversity programs.
94. Describe at least five possible actions from the general framework of options that can be used to address diversity issues. Which approach fully
endorses the philosophy behind managing diversity?
Organizations have eight options that they can use to address diversity issues: include/exclude the number of diverse people at all levels of the
organization, deny that difference exist, assimilate diverse people into the dominant group, suppress differences, isolate diverse members from the
larger group, tolerate differences among employees, build relationships among diverse employees, and foster mutual adaptation to create positive
relationships. Exclusion, denial, assimilation, suppression, isolation, and toleration are among the least preferred options. Inclusion, building
relationships, and mutual adaptation are the preferred strategies. Thomas reminds us that mutual adaptation is the only approach that unquestionably
endorses the philosophy behind managing diversity.

AACSB: Diversity
Blooms: Understand
Difficulty: 3 Hard
4-24
Category # of Questions
AACSB: Analytical Thinking 88
AACSB: Diversity 26
AACSB: Knowledge Application 7
Accessibility: Keyboard Navigation 79
Blooms: Analyze 2
Blooms: Apply 25
Blooms: Evaluate 1
Blooms: Remember 34
Blooms: Understand 32
Difficulty: 1 Easy 23
Difficulty: 2 Medium 40
Difficulty: 3 Hard 31
Learning Objective: 04-01 Explain the process model behind perception forming, particularly how you form perceptions of others. 24
Learning Objective: 04-02 Exemplify how knowledge of stereotypes can help you make better decisions and manage more effectively. 12
Learning Objective: 04-03 Describe the different ways in which managers might interpret employee performance. 27
Learning Objective: 04-04 Illustrate how awareness about the layers of diversity can help organizations effectively manage diversity. 14
Learning Objective: 04-05 Summarize the business rationale for managing diversity. 10
Learning Objective: 04-06 List the most common barriers to implementing successful diversity programs. 1
Learning Objective: 04-07 Describe the best methods that organizations are using to effectively manage diversity. 8
Topic: Affirmative Action 3
Topic: Attribution Process 2
Topic: Causal Attributions 20
Topic: Cognitive Evaluation Theory 3
Topic: Deep-Level Characteristics 1
Topic: Diversity 12
Topic: Evaluating Performance 1
Topic: Fundamental Attribution Bias 2
Topic: Glass Ceiling 1
Topic: Role Perception 19
Topic: Self-Serving Bias 3
Topic: Stereotyping 13
Topic: Surface-Level Characteristic 3
Topic: Workplace Diversity 10
4-25

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Chapter 04

AACSB: Analytical Thinking

AACSB: Analytical Thinking

AACSB: Analytical Thinking

AACSB: Analytical Thinking

5. The use of implicit cognition leads people to make biased decisions.

AACSB: Analytical Thinking

AACSB: Analytical Thinking

Feedback: Managers can be trained to understand and reduce hidden bias.

AACSB: Analytical Thinking

AACSB: Analytical Thinking

9. Causal attributions are the suspected or inferred causes of behavior.

AACSB: Analytical Thinking

Feedback: Causal attributions are suspected or inferred causes of behavior.

AACSB: Analytical Thinking

Feedback: Causal attributions are suspected or inferred causes of behavior.

11. A person’s level of effort is an internal factor in attributions.

AACSB: Analytical Thinking

AACSB: Analytical Thinking

AACSB: Analytical Thinking

AACSB: Analytical Thinking

AACSB: Analytical Thinking

16. Perception is the process that

AACSB: Analytical Thinking

AACSB: Analytical Thinking

AACSB: Analytical Thinking

AACSB: Analytical Thinking

AACSB: Analytical Thinking

AACSB: Analytical Thinking

AACSB: Analytical Thinking

AACSB: Analytical Thinking

AACSB: Analytical Thinking

AACSB: Analytical Thinking

AACSB: Analytical Thinking

27. Why do recruiters use virtual interviews?

AACSB: Analytical Thinking

AACSB: Analytical Thinking

AACSB: Analytical Thinking

AACSB: Analytical Thinking

AACSB: Knowledge Application

AACSB: Knowledge Application

AACSB: Analytical Thinking

35. The use of implicit cognitions

AACSB: Analytical Thinking

AACSB: Knowledge Application

AACSB: Knowledge Application

AACSB: Analytical Thinking

AACSB: Analytical Thinking

AACSB: Analytical Thinking

AACSB: Analytical Thinking

AACSB: Analytical Thinking

43. ________ are suspected or inferred causes of behavior.

AACSB: Analytical Thinking

Feedback: Causal attributions are suspected or inferred causes of behavior.

AACSB: Analytical Thinking

45. Kelley hypothesized that people make causal attributions by observing

AACSB: Analytical Thinking

AACSB: Analytical Thinking

AACSB: Analytical Thinking