mgmt chapter 10

________________ decisions involve directing an organizaiton in some specific fashion, according to an underlying organizational philosophy or mission

strategic

group decision making is superior to individual decision making when

the membership is hetergeneous with complementary skills

with of the following is NOT a rule of brainstorming

criticize each others' ideas freely

a problem is presented to a panel of experts, usually in writing, and each proposes an appropriate solution. all responses are sent to the experts for additional responses. the process continues until a consensus is reached. this describes the

delphi teqnique

making relatively simple decisions on the basis that it "seems like the right thing to do" describes

image theory

to reduce uncertainty in decision-making situations, a decision maker needs

information

the phenomenon called groupthink is more likely to occur when

members of cohesive groups suspend their individual judgements to maintain group unity

the idea behind the ___________ technique is to bring togehter a small number of individuals who systematically offer their individual solutions to a problem and shair their personal reactions to others' solutions

nominal-group

the ______________ model of decision-making the optimal decision after considering all posibble alternatives

rational-economic

in the decision-making process, what happens at the predicision step?

a decision is made about how to make a dicision

what is a programmed decision?

a problem requiring a routine decision

which of the following would require a non-programmed decision?

a service academy considers amending its don't ask don't tell policy

chris, a manager, enjoys solving complex problems. he tends to approach decisions by carefully analyzing alternatives. he is utilizying a ______________ style of decision making

analytical

jodie did not want to begin interviewing before spring sememster of her senior year, and she limited her job search to firms located in the midwest that interviewed on her campus. after receiving four offers meeting those criteria, she selected the job with the highest salary and best training program. this is an example of:

bounded rationality

according to image theory, people make decisions on the basis of a simple two-step process. what are the two steps?

compatibility test; profitabily test

allowing employees to make the decisions required to do their jobs without seeking supervisory approval is the idea behind

empowered decision making

in an attempt to reverse a sales slump, a company doubled its advertising expenditures. when this failed to reverse the downward spiral, they invested even more money in advertisements. this trend continued until the firm was forced into liquidation. their actions are an example of

escalation of commitment

in a meeting with union officials, the plant manager described the growing competition from forein imports. he told the union officials that if they did not agree to wage concessions, the plant would have no alternative but to close down. this is an example of

framing

simple rules of thumb that guide the decision-making process are called

heuristics

the first step in the decision making process is to

identify the problem

andrew will be completing his mba htis semester, he is looking for a job that pays at least 60,000, provides medical insurance, and is within a day's drive from his rent's home. when he received all of these in an offer, he accepted it. his decision making behavior is called

satisficing

the HR director's approach to filling vacant positions is to continue to interview candidates until he finds one who meets the job requirements, although there my be others with better qualifications. this decision-making approach is called

satisficing

the administrative model of decisionmaking recognizes

that decision makers do not have perfect information

the degree of risk involved in making a decision is dependent upon

the probability of obtaining the desired outcome

lower-level employees have little or no opportunity to make decisions in

top-down decision making