364 ch 3 & 11 (quiz 3)
Which of the following would be a good piece of advice to offer a company that is trying to enhance organizational creativity? - Increase task conflict from moderate to high - Reduce task significance - Incorporate creative behavior into the performance appraisal process - Ensure team stability by keeping team membership intact for extended periods of time
Incorporate creative behavior into the performance appraisal process
Which of the following is an unrealistic assumption made in the rational decision making model? - People often don't understand the decision to be made. - People want to make optimal decisions - People know few of their available choices. - People have perceptual biases.
People want to make optimal decisions
An example of a question requiring a strategic decision is - How often should I communicate with my new coworkers? - What should I say to customers about our new product? - How should we market the new product line? - Should we downsize our organization?
Should we downsize our organization?
Which of the following statements regarding the rational decision-making model is accurate? - The decision maker should make certain to clearly identify alternatives before undertaking any other step. - The decision maker should generate alternatives before establishing criteria. - Successful managers tend to be clear on what they want at the outset of the decision making process. - One research study indicated that alternative generation occurred in 85% of the decisions examined.
Successful managers tend to be clear on what they want at the outset of the decision making process.
Which of the following statements about the creative decision-making model is accurate? - Problem identification is the last step in the creative decision making model. - Innovation and creativity are the same process. - The dynamic nature of today's organizations, including structural changes and cost cutting, have driven creativity in the business. - Innovation is the generation of new, imaginative ideas
The dynamic nature of today's organizations, including structural changes and cost cutting, have driven creativity in the business.
Analysis paralysis is when more and more time is spent on gathering information and thinking about it, but no decisions are made. (True/False)
True
Group decision support systems could make employees more reluctant to share information due to lack of control. (True/False)
True
If Dan complains about his instructors being boring every time they lecture, he is demonstrating high consistency. (True or False)
True
Individuals with an economic value orientation tend to make more unethical choices. (True/False)
True
Jacqueline is a college freshman. She loves to sleep late on weekends and assumes that college students in general prefer to sleep late. Jacqueline is making a false consensus error. (True/False)
True
Our visual perception is biased because we do not perceive objects in isolation. (True or False)
True
To satisfice is to accept the first alternative that meets minimum criteria. (True or False)
True
Wildstorming is a process where the group focuses on ideas that are impossible and then tries to imagine what would need to happen to make them possible. (True or False)
True
The availability of too much information leading to more and more time being spent on gathering information and thinking about it, resulting in no decisions being made is - analysis paralysis - wildstorming - anchoring - satisficing
analysis paralysis
First impressions - are likely to change over time. - become dependent on the evidence that created them. - are fleeting impressions. - are resilient even in the face of contrary evidence.
are resilient even in the face of contrary evidence.
Individuals have flawed decision making processes are because of - cognitive biases - foundational biases - lunarl biases - banking biases
cognitive biases
Making choices among alternative courses of action, including inaction, is - satificing - programmed decisions - consensus - decision making
decision making
When people consider themselves like other people, and overestimate their similarities to other people, they are making a - self-enhancement bias. - false consensus error. - self-effacement bias. - stereotyping.
false consensus error.
Bill is the quarterback of his college football team. The team was 10-0, but lost this week after what Bill says was a very bad call by the referee. Bill seldom says anything about how the referees called any game, but he is very vocal about this one. You know that Bill works hard both on the field and off. You talk to other players on the team and they complain about the referee's call also. In the preceding story, both Bill and the other players expressed concern about the referee's call. This demonstrates - low consistency. - high consistency. - low distinctiveness. - high consensus.
high consensus.
Bill is the quarterback of his college football team. The team was 10-0, but lost this week after what Bill says was a very bad call by the referee. Bill seldom says anything about how the referees called any game, but he is very vocal about this one. You know that Bill works hard both on the field and off. You talk to other players on the team and they complain about the referee's call also. The fact that Bill seldom complains about the referees suggests he has - high distinctiveness. - low consensus. - high consistency. - low distinctiveness.
high distinctiveness
Sara's laptop started causing her problems. It was taking a long time to boot up, and froze unexpectedly a number of times. Now the laptop has shut down completely and she cannot get it started up again. One of the group members on her project said to Sara, "You should have gone for help when it started acting up, now you've affected all of us." This scenario is an example of what type of decision-making trap? - hindsight bias - overconfidence bias - anchoring - framing bias
hindsight bias
If you do not have relevant expertise in the issues to make a decision, you should avoid using which decision making model? - rational decision-making model - bounded rationality decision-making - creative decision-making - intuitive decision-making
intuitive decision-making
When interviewing, keep all of these pieces of advice in mind EXCEPT: - practice for the interview. - have a professional-looking résumé. - be on time for the interview. - it is not how you dress, but how confident you are that determines your success.
it is not how you dress, but how confident you are that determines your success.
Internal attribution occurs with - high consensus, high distinctiveness, and high consistency. - low consensus, low distinctiveness, and high consistency. - high consensus, low distinctiveness, and high consistency. - low consensus, high distinctiveness, and high consistency.
low consensus, low distinctiveness, and high consistency.
Programmed decisions are - decisions that are made to set the course of an organization. - unique, nonroutine, and important, requiring conscious thinking, information gathering and careful consideration of alternatives. - a set of parameters against which all of the potential options in decision making will be evaluated. - ones which occur frequently enough that an automated response is developed for them.
ones which occur frequently enough that an automated response is developed for them.
Mark works as the frozen food manager in a major grocery store chain. When his stock of two-pound bags of frozen shrimp gets down to two cases, he e-mails his warehouse to send ten cases to restock. The type of decision Mark is making about restocking shrimp is a - programmed decision - nonprogrammed decision - strategic decision - tactical decision
programmed decision
Mike went to his friend Abe's house with Nick. When the pair returned to Mike's house, Nick said, "Mike, isn't Abe's cat the brightest orange cat you've ever seen?" Mike replied, "Nick to be honest, I didn't notice anything but Abe's dog. I'm afraid of dogs and wasn't sure if he would bother me or not." Mike exhibited - visual extrapolation at Abe's house. - selective visual perception at Abe's house. - focal contrast at Abe's house. - visual objectivity at Abe's house.
selective visual perception at Abe's house.
Doris and Lydia are members of the Board of Directors at Beta Corporation. They are giving very serious consideration to voting to merge their company with Zeta Company for enhanced efficiency, effectiveness and competitive advantage. Doris and Lydia are making a(n) - operational decision - strategic decision - programmed decision - tactical decision
strategic decision
Antonio, Alpha Company's marketing manager, will be listening to the advertising pitches from the final four firms today as he chooses the television ad campaign for his product for the fall season. Antonio is making a(n) - strategic decision - tactical decision - programmed decision - operational decision
tactical decision
A series of steps that decision makers should consider if their goal is to maximize their outcome and make the best choice describes - the bounded rationality model - the intuitive decision-making model - the rational decision-making model - the creative decision-making model
the rational decision-making model
Jennifer has to decide which of two job offers she is going to choose. She begins her process by listing the key criteria she is looking for in a job including salary level, location, promotional opportunities, and so on. She then takes each job offer letter and carefully goes through each line assessing the offer in relationship to the criteria she has established. Jennifer is using which of decision-making model to choose her job? - the rational decision-making model - the programmed decision-making model - the creative decision-making model - the intuitive decision-making model
the rational decision-making model
Self-enhancement bias is - the process with which individuals detect and interpret environmental stimuli. - the overestimation of how similar we are to other people - the tendency to overestimate our performance and capabilities and see ourselves in a more positive light than others see us. - the tendency for people to underestimate their performance, undervalue capabilities, and see events in a way that puts them in a more negative light.
the tendency to overestimate our performance and capabilities and see ourselves in a more positive light than others see us.
Strategic decisions refer to - those that make the organization run on a daily basis - those setting the course of the organization. - those that occur frequently enough to have an automated response to them. - how things get done.
those setting the course of the organization.
What is the most challenging or difficult step in the rational decision-making process? - Generate alternatives - Identify the problem - Evaluate alternatives - Establish decision criteria
Generate alternatives
Creativity is the interaction between personality traits, attributes, and serendipity. (True/False)
False
Group decisions regularly outperform the decision of the group's best member. (True or False)
False
Groupthink is characterized by symptoms like questioning the morality of the group. (True/False)
False
People are always interested in making an optimal decision. (True or False)
False
The most difficult step of the rational decision-making process is to establish the decision criteria. (True or False)
False
