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(Solved): EDP 310 : L4: Quiz - Behaviorist Theory : Score for this quiz: 30 out of 30...


EDP 310

L4: Quiz - Behaviorist Theory 
Score for this quiz: 30 out of 30
This attempt took 44 minutes.

 
Question 1
2 / 2 pts
Classical conditioning starts with a _________  an unconditioned stimulus and ends with a conditioned response.

  • reflex to
  • aversion to
  • neutral feeling about
  • formal reaction to

 
Question 2
2 / 2 pts
Skinner proposed that the way humans learn behavior is much the same as the way the rats learned to press a lever.

  • True
  • False

  
Question 3
2 / 2 pts
In classical conditioning, the difference between a conditioned response and an unconditioned response is that

  • the stimulus is different each time, but the responses are the same.
  • unconditioned responses occur naturally as innate reflexes; conditioned responses occur due to repeated exposure and experience.
  • the use of a neutral experience is never used.
  • psychologists believe the unconditioned response is better at helping us learn new behaviors.

  
Question 4
16 / 16 pts
Match the type of Operant Condition with the example.

  • Sally was manager at local retail store, and was recently transferred to a new store where she quickly realized she had a dilemma: The employees often didn't show up in time to clock in and get on the floor by the time their shift started. As a new manager, Sally didn't want to present herself as "stern," so she decided to get creative. 10 minutes before the shift change, she positioned herself near the time clock. She made it a point to smile and make pleasant conversation with the employees while they were clocking in. As soon as the deadline for clocking in arrived, she would depart for her office. 
  • Ned was late for work 3 out of 10 times in two weeks. As the store manager, Sally had a brief conversation with Ned where she learned that Ned had some transportation issues. Sally let Ned know that he was going to have to get a more reliable system. She wanted to formally document the concern, so she decided to stand at the timeclock location every time Ned was supposed to clock in. After 3 weeks of Sally hoovering near the timeclock Ned was consistently on time, o Sally decided she didn't need to hovered near the timeclock any more during Ned's clock-in time.
  • Sally called a two-hour training meeting on Saturday morning to go over new concerns about check fraud. The meeting was at 7am, before the store opened. One employee, Jackson, didn't show up. When she called Jackson after the meeting, he said he didn't think he really needed to attend. Sally put him on a one-week leave (meaning he was not allowed to work for a week).
  • When Barry arrives at work and proceeds to the time clock, he passes by Sally's office. He invariably stops to have a conversation with her, mostly about concerns unrelated to work. At times Sally does not mind having conversations with Barry, but this is happening all too frequently and Barry is not beginning work on time. Sally decides to keep her door closed for a week, then the following week she tries to work with her door ajar. One day she was working and forgot to close her door. She noticed that Barry walked by but did not attempt eye contact or initiate any sort of conversation, and went directly to his department, on time.

               
 
Question 5
2 / 2 pts
To Alfie Kohn and Dan Pink, rewards and consequences do not increase intrinsic motivation.

  • True
  • False

 
Question 6
2 / 2 pts
According to Alfie Kohn, rewards are __________ to those who are ____________.

  • detrimental, intrinsically motivated
  • always effective, extrinsic motivators

 

Question 7
4 / 4 pts
Alfie Kohn believes external motivators are really control levers, and that there are better ways to create motivation. With this in mind, which of the items below would encourage motivation from Kohn's perspective? (check all that apply):

  • Find out what is intrinsically motivating, including what the person genuinely cares about or what they are passionate about.
  • Provide constructive feedback that is informative and encourages improvement.
  • Create compliance by providing a great deal of praise.
  • Establish a sense of competition among peers or colleagues.
  • Express genuine appreciation and heart-felt encouragement.
  • Find something that is worth learning/doing, according to that individual person.
  • Help to establish an environment that feels safe, where individuals feel they will not be judged, and that others genuinely care about them.

  



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