E-Man Chapter 7
38. The managers who are regarded as problem solvers: A. try to solve problems only when they are forced by the situation. B. unwillingly gather information, not wanting to make decisions and deal with problems. C. anticipate performance threats and opportunities, and take action to gain an advantage. D. ignore information that would otherwise signal the presence of a performance threat. E. actively process information and constantly look for problems to solve.
A
81. Which of the following describes decision making with complete information? A. Classical decision model B. Satisficing decision C. Bounded rationality D. Behavioural decision model E. Cognitive limitation
A
98. A ________ occurs when focusing only on information that validates a decision already made. A. confirmation error B. escalating commitment C. lack-of-participation error D. anchoring and adjustment bias E. framing error
A
100. ________ is the continuation of a course of action even though it is not working. A. Confirmation error B. Escalating commitment C. Lack-of-participation error D. Framing error E. Strategic opportunism
B
32. The ability to evaluate and examine information to make actual decisions and solve real problems is known as ________ competency. A. innovation B. analytical C. technological D. interpersonal E. information
B
42. Problem solvers differ from problem seekers as problem solvers: A. actively process information and constantly look for problems to solve. B. are willing to make decisions and try to solve problems, but only when forced by the situation. C. anticipate performance threats and opportunities, and take action to gain advantage. D. are passive in information gathering, not wanting to make decisions and deal with problems. E. ignore information that would otherwise signal the presence of a performance opportunity threat.
B
44. Dr. Watson initially conducts the basic medical tests. Once he examines the reports from these tests, he suggests more specific tests to the patients. He also examines all the reports in detail before suggesting any treatment. This type of problem solving in a step-by-step fashion is known as ________ thinking. A. heuristic B. systematic C. intuitive D. spontaneous E. flexible
B
45. Managers who are ________, make a plan before taking action, and carefully search for information to facilitate problem solving in a step-by-step fashion. A. flexible B. systematic C. intuitive D. spontaneous E. instinctive
B
49. Daniel, a manager at a restaurant, has the ability to deal with numerous problems at once and provide effective solutions. He has the ability to map many problems into one network, and take decisions that benefit the organization in the short and the long-run. Daniel's effectiveness reveals that he most likely uses ________ thinking. A. critical B. multidimensional C. lateral D. intuitive E. heuristic
B
50. Which of the following skills refers to the ability to remain focused on long-term objectives while being flexible enough to resolve short-term problems and opportunities in a timely manner? A. Information competency B. Strategic opportunism C. Systematic thinking D. Management analytics E. Performance planning
B
51. Martha has succeeded as a manager due to her ability to remain focused on long-term objectives. She is flexible in her approach and provides effective and timely solutions for most of the problems, maintaining focus on the long-term goals. This skill of Martha is known as ________. A. technological competency B. strategic opportunism C. systematic thinking D. information competency E. intuitive thinking
B
54. The ________ are comfortable with unstructured situations, and they tend to be idealistic and prone toward intellectual and theoretical positions. A. intuitive feelers B. intuitive thinkers C. sensation feelers D. sensation seekers E. sensation thinkers
B
60. Sensation thinkers differ from intuitive thinkers as intuitive thinkers: A. are insightful and prefer broad and global issues. B. are comfortable with abstraction and unstructured situations. C. like hard facts, clear goals, certainty, and situations of high control. D. tend to emphasize the impersonal rather than the personal and take a realistic approach to problem solving. E. are open communicators and sensitive to feelings and values.
B
62. Judith has been asked to prepare a report on the profits the company earned in the current financial year in its domestic market and compare it with the previous year's reports for the same market. The type of problem faced by Judith in the above scenario is a(n) ________ problem. A. unstructured B. structured C. ambiguous D. framing E. uncertain
B
67. A decision that applies a specific solution crafted for a unique problem is referred to as a ________ decision. A. repetitive B. nonprogrammed C. satisficing D. programmed E. standard
B
73. Scot, a manager at a hotel decided to launch a new type of cuisine in his restaurant, as the restaurant was incurring losses because of negative feedback on its existing cuisine. Scot had to take a decision immediately to improve the situation and was aware of the possible consequences of his actions. Scot had to take the decision in a(n) ________ environment. A. uncertain B. risk C. certain D. secure E. anticipated
B
78. A decision making process ends with the: A. choice of a preferred course of action. B. evaluation of implemented solutions. C. implementation of the decision. D. evaluation of alternative solutions. E. generation of alternative solutions.
B
83. Jane, a manager at an IT firm, likes to focus on facts when making decisions. When she faces a well-defined problem and has all the information regarding the possible action alternatives as well as their consequences, she is most likely to make a(n) ________ decision that gives the best possible solution for a problem. A. intuitive B. optimizing C. satisficing D. heuristic E. experimental
B
87. Jonah is not keen on collecting facts and information while solving problems. He is spontaneous in decision making and usually chooses the first possible alternative that comes to his attention, and provides an acceptable solution to a given problem. The type of decision being made by Jonah in such situations is known as a(n) ________ decision. A. absolute best B. satisficing C. conditional D. optimizing E. fully informed
B
88. ________ is failure to involve in a decision the persons whose support is needed to implement it. A. Framing error B. Lack-of-participation error C. Bounded rationality D. Confirmation error E. Strategic opportunism
B
90. The ________ bases a decision on recent information or events. A. framing error B. availability bias C. representativeness bias D. confirmation error E. anchoring bias
B
31. ________ competency is the ability to locate, gather, and organize meaningful data for use in decision making. A. Technological B. Interpersonal C. Information D. Innovation E. Analytical
C
35. ________ is the process of identifying a discrepancy between an actual and a desired state of affairs, and then taking action to resolve it. A. Error mapping B. Scenario planning C. Problem solving D. Risk taking E. Opportunity seeking
C
47. Alex, a manager at a mining firm, is good at handling crisis situations. He is spontaneous in problem solving, has a flexible approach, and provides quick alternative courses of action. This type of approach for problem solving is known as ________ thinking. A. systematic B. analytical C. intuitive D. systemic E. lateral
C
53. Emily emphasizes on the impersonal, tends to take a realistic approach to problem solving and prefers facts and clear goals. She likes to be in situations of high control and prefers problem solving in a certain environment. Emily can be regarded as a(n) ________. A. sensation feeler B. idealistic thinker C. sensation thinker D. intuitive feeler E. intuitive thinker
C
58. ________ are open communicators, tend to be realistic, and emphasize on both analysis and human relations. A. Intuitive feelers B. Intuitive thinkers C. Sensation feelers D. Intuitive seekers E. Sensation thinkers
C
61. The problems that are familiar, straight forward and clear with respect to information needs are called ________ problems. A. ambiguous B. undefined C. structured D. framing E. uncertain
C
69. A ________ decision occurs when an unexpected problem arises that can lead to disaster if not resolved quickly and appropriately. A. nonprogrammed B. strategic C. crisis D. programmed E. standard
C
71. Keith has analysed the performance of his team members in the previous year and is allotting them grades to help in their promotions and appraisals. Keith is sure of his decisions and its possible outcomes as he has all the factual information. This type of situation that is ideal for decision-making is known as a(n) ________. A. uncertain environment B. risk environment C. certain environment D. threat environment E. unanticipated environment
C
72. A(n) ________ environment lacks complete information but offers "probabilities" of the likely outcomes for possible action alternatives. A. uncertain B. secure C. risk D. certain E. definite
C
82. A(n) ________ decision chooses the alternative giving the absolute best solution to a problem. A. satisficing B. intuitive C. optimizing D. experimental E. heuristic
C
84. Which of the following describes making decisions within the constraints of limited information and alternatives? A. Decision optimization B. Management analytics C. Bounded rationality D. Classical decision model E. Business intelligence
C
91. Mark, the manager of a company, decides not to invest in a new product based on his recollection of a recent product failure, even though the readily available information is infallible and irrelevant. This is an example of ________. A. confirmation error B. framing error C. availability bias D. escalating commitment E. anchoring bias
C
92. The ________ occurs when people assess likelihood of something happening based on its similarity to a stereotyped set of occurrences. A. availability bias B. lack-of-participation error C. representativeness bias D. confirmation error E. adjustment bias
C
99. A manager who completely trusts one of his employee's decisions due to his previous good performances, always looks for positives in his decisions rather than analysing the employee's decisions in a rational manner. He generally tends to neglect the drawbacks in his decision-making. This type of error in decision-making is called ________. A. anchoring and adjustment bias B. framing error C. confirmation error D. representativeness bias E. lack-of-participation error
C
33. The term ________ describes the systematic evaluation and analysis of information to make decisions. A. tactics B. assay C. heuristics D. analytics E. strategy
D
36. Managers who are passive in gathering information, and are unwilling to make decisions and deal with problems are referred to as problem ________. A. seekers B. creators C. defenders D. avoiders E. claimers
D
37. An IT program manager realises that there are defects in the product delivered. However, he assumes that the users will not use the application that is defective and does not make efforts to rectify it. This manager is most likely a problem ________. A. seeker B. creator C. defender D. avoider E. claimer
D
41. A medical officer in a multispecialty hospital proactively finds customer service deficiencies and takes remedial measures in advance. This trait of the medical officer shows that he is a ________. A. problem defender B. problem avoider C. problem claimer D. problem seeker E. problem solver
D
43. Which of the following is true about systematic thinking? A. It is often imaginative and works best in situations where facts are limited and few decision precedents exist. B. It uses a quick and broad evaluation of the situation and the possible alternative courses of action. C. Managers can be expected to deal with many aspects of a problem at once, and consider hunches based on past experience. D. A person approaches a problem in a rational, step-by-step, analytical fashion. E. It is always possible for the firm's top managers to make systematic fact-based decisions.
D
57. Kelvin values flexibility and human relations while making decisions. He prefers broad and global issues, tends to avoid details during problem solving, and is comfortable with intangibles. Kelvin is most likely a(n) ________. A. sensation feeler B. idealistic thinker C. sensation thinker D. intuitive feeler E. intuitive thinker
D
59. Sharon focuses on facts and tends to take a realistic approach to problem solving. She emphasizes analysis. She is an open communicator, is responsive to feelings, and values human relations. These characteristics show that Sharon is a(n) ________. A. sensation thinker B. intuitive feeler C. intuitive thinker D. sensation feeler E. idealistic thinker
D
63. Unstructured problems: A. are clear with respect to information needs. B. can be resolved using solutions that are readily available from past experience. C. can be resolved with a high degree of certainty. D. are ambiguous and contain information deficiencies. E. are routine and occur over and over again.
D
66. Melissa, a manager in the customer service division of a company, usually takes decisions to resolve customer complaints based on her previous experiences and the standard procedures set by the company. The type of decision being made by Melissa is known as a ________ decision. A. unstructured B. tactical C. nonrecurring D. programmed E. unique
D
68. Erin is devising a marketing plan for introducing his company's products into a new market. The decisions being made by Erin involve risk and uncertainty as he is unaware of the market conditions. The type of decision being made by Erin in the above situation is called a ________ decision. A. repetitive B. programmed C. standard D. nonprogrammed E. satisficing
D
70. A(n) ________ environment offers complete information on possible action alternatives and their consequences. A. uncertain B. speculative C. risk D. certain E. unanticipated
D
76. Which of the following is the first step in a decision making process? A. Generating alternative solutions B. Evaluating results C. Evaluating alternative solutions D. Identifying and defining a problem E. Choosing a preferred course of action
D
79. Which of the following is a common mistake that can occur in the first step of decision making? A. Choosing the first alternative that gives a satisfactory solution B. Abandoning the search for alternatives too quickly C. Lack-of-participation error D. Focusing on symptoms instead of causes E. Not measuring the performance results
D
85. Which of the following describes decision making with limited information and bounded rationality? A. Classical decision model B. Certain environment C. Optimizing decision D. Behavioural decision model E. Unstructured environment
D
86. A decision that chooses the first acceptable alternative that comes to one's attention is called a(n) ________ decision. A. optimizing B. fully informed C. influential D. satisficing E. absolute best
D
94. The ________ occurs when decisions are influenced by inappropriate allegiance to a previously existing value or starting point. A. confirmation error B. lack-of-participation error C. representativeness bias D. anchoring and adjustment bias E. availability bias
D
95. Jamey was asked to prepare a report on the estimated costs of introducing a new product into the market. He suggested the costs by slightly incrementing the costs the company had incurred while introducing a product into the market the previous year. This might not be accurate, because a number of other factors should also have been considered while calculating the estimated costs for the current year. This type of decision-making error is known as ________. A. availability bias B. confirmation error C. representativeness bias D. anchoring and adjustment bias E. lack-of-participation error
D
97. After interviewing a number of candidates for a managerial position in the company, Justin prepares an interview report. In his report, he makes the male candidates look more qualified than the female candidates, because he believes that women cannot manage well. This type of decision-making error is called ________. A. lack-of-participation error B. availability bias C. representativeness bias D. framing error E. anchoring bias
D
34. ________ is the process of tapping information systems to extract and report data in organized ways that are helpful to decision makers. A. Analytics B. Strategic opportunism C. Satisficing D. Heuristics E. Business intelligence
E
39. The marketing manager of a firm receives a lot of complaints from customers regarding late delivery of products. After he receives the complaints, he takes appropriate measures to rectify the issues in the supply chain. He is most likely a ________. A. problem defender B. problem avoider C. problem claimer D. problem seeker E. problem solver
E
40. Which of the following traits is associated with problem seekers? A. They are passive in information gathering, not wanting to make decisions and deal with problems. B. They are willing to make decisions and try to solve problems, but only when forced by the situation. C. They ignore information that would otherwise signal the presence of a performance opportunity or threat. D. They are reactive in gathering information to solve problems after, but not before, they occur. E. They anticipate performance threats and opportunities, and take action to gain an advantage.
E
46. A manager using ________ thinking is flexible and spontaneous in problem fixing. A. systemic B. lateral C. systematic D. design E. intuitive
E
48. ________ thinking is an ability to address many problems at once. A. Lateral B. Intuitive C. Systematic D. Critical E. Multidimensional
E
52. ________ tend to emphasize the impersonal rather than the personal and take a realistic approach to problem solving. A. Intuitive feelers B. Intuitive thinkers C. Sensation feelers D. Intuitive seekers E. Sensation thinkers
E
55. Shaun tends to emphasize on the impersonal and takes a logical approach to problem solving, but usually avoids details. He is prone toward intellectual and theoretical positions and is comfortable with unstructured situations. These traits show that Shaun is a(n) ________. A. sensation feeler B. idealistic thinker C. sensation thinker D. intuitive feeler E. intuitive thinker
E
56. ________ are insightful, comfortable with intangibles, and value flexibility and human relationships. A. Sensation feelers B. Intuitive thinkers C. Sensation seekers D. Sensation thinkers E. Intuitive feelers
E
64. Chelsey has been asked to prepare a report on the best advertising campaign for the new product her company is launching in a new market. The type of problem being faced by Chelsey in the above situation is a(n) ________ problem. A. integrated B. anticipated C. computational D. certain E. unstructured
E
65. A(n) ________ decision applies a solution from past experience to a routine problem. A. unique B. nonprogrammed C. tactical D. nonrecurring E. programmed
E
74. A(n) ________ environment lacks so much information that it is difficult to assign probabilities to the likely outcomes of alternatives. A. anticipated B. risk C. certain D. threat E. uncertain
E
75. Nicholas and his team have been asked to take a decision on implementing a new technology that might help to decrease the production time at their firm. They do not have any factual information about its performance as the technology is new, and it is difficult to predict the outcome of their decision. They are forced to rely heavily on their intuition to take the decision. This represents a(n) ________ environment. A. anticipated B. secure C. certain D. precise E. uncertain
E
77. Nicole is trying to solve a problem that has resulted in defective products. Nicole has understood that the problem is due to a technical failure and has realised that it has to be corrected immediately to avoid further loss. The next step in Nicole's decision making process after collecting all the details regarding the problem is to: A. choose a preferred course of action. B. evaluate the implemented solution. C. implement the decision. D. define the problem. E. generate and evaluate alternative solutions.
E
80. A classical decision model differs from a behaviour decision model as the classical model: A. assumes that people act with only partial knowledge about the available action alternatives and their consequences. B. describes decision making with limited information and alternatives. C. recognizes cognitive limitations to our human information-processing capabilities. D. describes how many decisions get made in the ambiguous and fast-paced problem situations. E. assumes that the choice of preferred course of action is made by a decision maker who is fully informed about all possible alternatives.
E
89. Strategies such as framing that are used for simplifying decision making are known as ________. A. algorithmics B. statistics C. data mining D. optimizing strategies E. heuristics
E
93. Rupert, who leads the design team in an automobile firm, decides not to invest in a particular technology that helps to improve the fuel efficiency of cars, as other automobile companies who had invested in similar technologies had not achieved much success. The type of decision making error made by Rupert is known as ________. A. availability bias B. confirmation error C. adjustment bias D. lack-of-participation error E. representativeness bias
E
96. A(n) ________ occurs when a problem is evaluated and resolved in the context in which it is perceived. A. escalating commitment B. lack-of-participation error C. confirmation error D. availability bias E. framing error
E
12. Decision making in a certain environment requires the use of probabilities to estimate the likelihood that a particular outcome will occur.
False
13. A risk environment is a decision situation in which factual information is available about the possible alternative courses of action and their outcomes.
False
15. A classical decision model describes decision making within the constraints of limited information and alternatives.
False
16. A manager who is choosing the first acceptable alternative that comes to his or her attention while solving a problem is making an optimizing decision.
False
17. A satisficing decision chooses the alternative that gives the best possible solution to a problem.
False
2. Analytical competency is the ability to understand new technologies and to use them to their best advantage.
False
21. The availability bias bases a decision on similarity to other situations.
False
23. Availability bias occurs when decisions are influenced by inappropriate allegiance to a previously existing value or starting point.
False
26. The confirmation error is also known as the sunk-cost fallacy.
False
27. Big-C creativity occurs when average people come up with unique ways to deal with daily events and situations.
False
28. The first step in design thinking is visualizing and brainstorming potential solutions in collaboration with others.
False
3. Public information is the information gathered from stakeholders and the external environment.
False
6. Problem avoiders deal reasonably well with performance threats but miss many performance opportunities.
False
7. Problem solvers actively process information and constantly look for problems to solve.
False
9. Sensation thinkers are comfortable with abstraction and unstructured situations.
False
1. The raw facts and observations made useful and meaningful for decision making is called information.
True
10. Intuitive feelers prefer broad and global issues, and value flexibility and human relations.
True
11. Structured problems can be dealt with by programmed decisions as they are routine and occur over and over again.
True
14. Uncertain environments force managers to rely heavily on intuition, judgment, informed guessing, and hunches.
True
18. The decision-making process is not complete until results are evaluated.
True
19. A spotlight question tests the ethics of a decision by exposing it to scrutiny through the eyes of family and community members.
True
20. Heuristics are strategies that help in dealing with complex and ambiguous situations.
True
22. A person decides that a group is aggressive after finding out that some members of that group are aggressive. This is an example of representativeness bias.
True
24. When a problem is evaluated and resolved in the positive or negative context in which it is perceived, it is likely to result in a framing error.
True
25. A confirmation error occurs when focusing only on information that is consistent with a decision already made.
True
29. Creative people are good at making connections among seemingly unrelated facts or events.
True
30. Creativity potential blossoms best when it has management support and the right organizational cultures.
True
4. A performance threat occurs when the actual performance is less than desired or is moving in an unfavorable direction.
True
5. A performance opportunity offers a chance for a better future if the right steps are taken.
True
8. Intuitive thinking approach tends to work best in situations where facts are limited and few decision precedents exist.
True
