MGMT chap 7 Quiz EXAM 2

13. A logic manager is someone trained about matters of ethics in the workplace. True False

False An ethics officer is someone trained about matters of ethics in the workplace.

12. Decision making is the process of identifying and choosing individuals who can assist with looking at alternative choices. True False

False Decision making is the process of identifying and choosing alternative courses of action.

15. Evidence-based management is the use of facts regarding an employee, for example when theft is suspected, and using a database to assist in decision making regarding future action. True False

False Evidence-based management means translating principles based on best evidence into organizational practice.

18. Being aware of your decision-making style does not really help a person determine his or her strengths and weaknesses as a decision maker, but it can help them understand when a decision needs to be made. True False

False Knowledge of styles helps you to understand yourself. Awareness of your style assists you in identifying your strengths and weaknesses as a decision maker and facilitates the potential for self-improvement.

14. The local university is now facing some tough decisions, so they are using the decision tree, which contains individuals, web sites, and organizations that specialize in handling sensitive and difficult decisions. True False

False A decision tree is a graph of decisions and their possible consequences; it is used to create a plan to reach a goal.

Stores of data that are so vast that conventional database management systems cannot handle them, and very sophisticated analysis software and supercomputing-level hardware are required, are known as ____. cyber-age databases Big Data mega IT super data new age computing

Big Data Big Data refers to stores of data so vast that conventional database management systems cannot handle them and so very sophisticated analysis software and supercomputing-level hardware are required. Attracting a lot of attention in science, business, medicine, and technology, the concept of big data has been dubbed "the next frontier for innovation, competition, and productivity."

Bill has been a manager for 14 years. He has seen many different situations with his employees. He often makes decisions without really thinking about them. This is called __________. Intuition Satisficing Bounded rationality Unbounded rationality

The correct answer is "A" - intuition. See previous slide.

Bill is supportive of his employees and prefers to have verbal conversations rather than written memos. His style is: Analytical Behavioral Conceptual Directive

The correct answer is "B" - behavioral

20. During a management workshop, Tony, the HR manager, spoke about making decisions related to firing an employee. He said "I have several rules of thumb in which I use to make a decision. First, I ask if it's legal and then if it's ethical." He then laid out several other steps he uses in the decision-making process related to firing. Tony's rules of thumb are a strategy that he uses in this decision-making process, also known as heuristics. True False

True If someone asked you to explain the basis on which you make decisions, could you even say? Perhaps, after some thought, you might come up with some "rules of thumb." Scholars call them heuristics—strategies that simplify the process of making decisions.

19. In deciding to decide, a manager agrees that he or she must decide what to do about a problem or opportunity and take effective decision-making steps. True False

True In deciding to decide, a manager agrees that he or she must decide what to do about a problem or opportunity and take effective decision-making steps. Three ways to help you decide whether to decide are to evaluate the following: 1. Importance: "How High Priority Is This Situation?" 2. Credibility: "How Believable Is the Information About the Situation?" 3. Urgency: "How Quickly Must I Act on the Information About the Situation?"

17. Research shows that most managers have characteristics that fall into two or three decision-making styles, and that decision-making styles vary across occupations, job level, and countries. True False

True Research shows that very few people have only one dominant decision-making style. Rather, most managers have characteristics that fall into two or three styles. Studies also show that decision-making styles vary across occupations, job level, and countries. There is not a best decision-making style that applies to all situations.

16. Technology Specialists is an organization specializing in highly specialized technology software, but they found that their original business idea is not working. Rather than failing as a company, they chose a new direction and rewrote their business plan. Technology Specialists is an example of how managers need to think and act as if their organization is an unfinished prototype that won't be ruined by dangerous new ideas or it is impossible to change. True False

True Treat your organization as an unfinished prototype. Leaders need to think and act as if their organization is an unfinished prototype that won't be ruined by dangerous new ideas or impossible to change because of employee or management resistance.

11. Donald, the owner of a popular restaurant, is a religious man, and he needs to make a decision on whether he will add beer and wine to his menu, based on the recommendations of his chefs and others. When confronted with a choice when making a decision, he tends to make his decisions based on his beliefs, even if evidence shows those beliefs are wrong. If his beliefs favor not serving alcohol in his café, according to the prior-hypothesis bias he would choose not to add beer and wine to his menu. True False

True When confronted with a choice, decision makers with strong prior beliefs tend to make their decision based on their beliefs, even if evidence shows those beliefs are wrong. This is known as the prior-hypothesis bias. Although it's always more comforting to look for evidence to support your prior beliefs, you need to be tough-minded and weigh the evidence.

To help with hiring decisions during peak seasons and holidays, Touching Cards uses time-series forecasts, like sales from last Valentine's Day and Christmas, to predict future sales based on patterns of historical data. This defines ___. a seasonal trend a trend decision diagnosis analytics a logical system

analytics Analytics, or business analytics, is the term used for sophisticated forms of business data analysis. In one example of analytics in gambling, data-mining software was used to analyze vast amounts of casino customer data to target profitable patrons.

A graph of decisions and their possible consequences is a ______. decision structure corporate hierarchy resolution graph decision-result assessment decision tree

decision tree A decision tree is a graph of decisions and their possible consequences; it is used to create a plan to reach a goal. Decision trees are used to aid in making decisions.

The combination of how an individual perceives and responds to information is a reflection of their ____. perception scale observation guide big data perception ambiguity index decision-making style

decision-making style Decision-making style reflects the combination of how an individual perceives and responds to information. A team of researchers developed a model of decision-making styles based on the idea that styles vary along two different dimensions: value orientation and tolerance for ambiguity.

Analyzing the underlying causes is the process of ____. digging analytics undermining management through analysis diagnosis

diagnosis Diagnosis is analyzing the underlying causes.

Pat, the human resources manager, has significant experience handling ethical issues in the workplace. Over the years he has received extensive training in matters of workplace ethics, and with a legal background, the management of his company rely on Pat to assist them with legal issues, especially with ethical dilemmas. Pat is a good example of a(n) _____. oversight specialist whistle-blower ombudsman officer ethics officer proprietary officer

ethics officer An ethics officer is someone trained about matters of ethics in the workplace, particularly about resolving ethical dilemmas.

Salvador, who works as a waiter in a top restaurant in Manhattan, likes the fast pace of his work and the fact that things are always changing there. Salvador can be said to _____. have a large need for structure have a low tolerance for ambiguity have a high task orientation rank high on the stress index have a high tolerance for ambiguity

have a high tolerance for ambiguity Some people desire a lot of structure in their lives (a low tolerance for ambiguity) and find ambiguous situations stressful and psychologically uncomfortable. In contrast, others do not have a high need for structure and can thrive in uncertain situations (a high tolerance for ambiguity, like Salvador).✓ have a high tolerance for ambiguity

10. When a manager is so frantic to get rid of the problem that he or she can't deal with the situation realistically, this is known as ____. -avoidance management -defensive avoidance -a fog reaction -panic -life avoidance

panic In panic, a manager is so frantic to get rid of the problem that he or she can't deal with the situation realistically. Troubled by anxiety, irritability, sleeplessness, and even physical illness, if you're experiencing this reaction, your judgment may be so clouded that you won't be able to accept help in dealing with the problem or to realistically evaluate the alternatives.

In defensive avoidance, when a manager can't find a good solution, the manager follows with ____. -doing nothing -taking the easiest way out -procrastination, passing the buck, or denying the risk of any negative consequences -finding the most cost-effective solution -frantically getting rid of the problem

procrastination, passing the buck, or denying the risk of any negative consequences In defensive avoidance, a manager can't find a good solution and follows by (a) procrastinating, (b) passing the buck, or (c) denying the risk of any negative consequences.

Anthony, the plant manager, was talking with another manager about Tim, the lead engineer in the corporate R & D department. Anthony remarked that "Tim is so bright, and is an expert in designing products. But like so many experts, he can't imagine what it's like to be as ignorant as the rest of us. I think at times, he cannot see things from an outsider's perspective." This is known as _____. the curse of knowledge the tunnel vision effect an analytics perspective a narrow perspective the intellectual fog effect

the curse of knowledge As our knowledge and expertise grow, we may be less and less able to see things from an outsider's perspective. Hence, we are often apt to make irrational decisions. Why do some engineers design electronic products (such as DVD remote controls) with so many buttons, devices ultimately useful only to other engineers? Why are some professional investors and bankers prone to taking excess risks? Why are some employees so reluctant to adopt new processes? The answer may be what's known as the curse of knowledge.