Harriet Kirby, a fund raising manager at a women's rights organization, experienced a bad incident last year with the public relations manager of a banking company who had committed to sponsor a charity event. The bank backed out at the last minute.
This year, when a renowned international bank executive showed interest in sponsoring the organization's upcoming annual event, Kirby rejected their participation. She felt that banks have a casual approach toward charity events and it is risky to involve them in the event. Which of the following best characterizes Kirby's decision?
A) selective perception
B) cognitive dissonance
C) self-serving bias
D) bandwagon effect
E) self-fulfilling prophecy
Question 2
Amanda Winter worked as a public engagement coordinator at Safe Food Alliance until three months ago when her manager, Laura Morris, promoted her to the position of a sustainable food campaigner.
However, soon after this, Laura noticed that Amanda was facing major difficulties in achieving campaign milestones and the project was falling behind schedule due to her lack of performance. Which of the following, if true, would most strengthen the argument that Laura was influenced by the halo effect in her decision to promote Amanda?
A) Laura is known to micromanage most of her projects.
B) Laura uses cultural stereotyping in order to speed up the process of decision making.
C) Laura has made good hiring decisions in the past and is known to be an unbiased judge of character.
D) Laura sat in on only one of Amanda's presentations prior to giving her the promotion.
E) Laura worked closely with Amanda over a period of eight months.
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