Attitudes and perceptions can be derived from a multitude of inputs

    Attitudes and perceptions can be derived from a multitude of inputs, interactions, experiences, beliefs, and other factors. Our attitudes/perceptions can influence our decisions, behaviors, and relationships with others. Attitudes/perceptions can be altered and/or changed over time by addressing the cognitive and emotional aspects. Some attitudes/perceptions are not rooted in reality, and we may equate certain qualities to individuals based on preconceived notions. Identify a theory that explains how attitudes/perceptions are formed and what are some of the consequences of attitudes/perceptions. Citing the literature how can our attitudes/perceptions led us to make biased decisions (i.e. think about social perception, halo effect, contrast effects, projection, stereotyping, Pygmalion effect, etc.) How can these negatively impact our workforce relationships, delivery-of-care, governance, promotion, and employee selection decisions? Utilizing the literature, provide suggestions on how attitudes/perceptions may be minimized in management. Why is understanding the significance of attitudes/perceptions important for management decisions (i.e. how female leaders are perceived as compared to male leaders). What are the ramifications of allowing our attitudes/perceptions to make all the decisions? How can we overcome our attitudes/perceptions in making appropriate decisions? Using established literature how can we effectively address these issues? How can organizations build open and supporting environments?