Dickens - MGMT 3310 - CH9

Which of the following is the process of forming alliances among managers during the decision making process? a. Coalition building b. Networking c. Passing the buck d. Socializing e. Satisficing

a. Coalition building

_____ is the last step in the decision making process. a. Evaluation and feedback b. Recognition of decision requirement c. Implementation of chosen alternative d. Selection of desired requirement e. Development of alternatives

a. Evaluation and feedback

Which of these assumptions are included in the classical model of decision making? a. The decision-maker strives for conditions of certainty. b. Criteria for evaluating alternatives are unknown. c. The situation is always uncertain. d. The decision-maker selects the alternatives that will minimize the economic return to the organization. e. Problems are unstructured and ill defined.

a. The decision-maker strives for conditions of certainty.

_____ means that managers know which goals they wish to achieve, but information about alternatives and future events is incomplete. a. Uncertainty b. Risk c. Ambiguity d. Advocacy e. Certainty

a. Uncertainty

_____ means that managers know which goals they wish to achieve, but information about alternatives and future events is incomplete. a. Uncertainty b. Risk c. Certainty d. Advocacy e. Ambiguity

a. Uncertainty

The classical model of decision making is based on _____ assumptions. a. economic b. uncertainty c. technological d. irrational e. philosophical

a. economic

The decision-maker must _____ once the problem has been recognized and analyzed. a. generate alternatives b. choose among alternatives c. evaluate and provide feedback d. prioritize the alternatives e. reanalyze the problem

a. generate alternatives

When managers base decisions on what has worked in the past and fail to explore new options, they are: a. perpetuating the status quo. b. being influenced by emotions. c. being overconfident. d. seeing what they want to see. e. justifying past actions.

a. perpetuating the status quo.

The _____ model of decision-making is useful for making nonprogrammed decisions when conditions are uncertain, information is limited, and there are managerial conflicts about what goals to pursue or what course of action to take. a. political b. administrative c. bureaucratic d. functional e. classical

a. political

Which model of decision making is associated with satisficing, bounded rationality, and uncertainty? a. Classical b. Administrative c. Rational d. Political e. Quantitative

b. Administrative

_____ refers to the process of identifying problems and then resolving them. a. Controlling b. Decision-making c. Organizing d. Planning e. Leading

b. Decision-making

_____ decisions are associated with decision rules. a. Novel b. Programmed c. Unique d. Ill-structured e. Nonprogrammed

b. Programmed

Which of the following refers to the willingness to undertake risk with the opportunity to increase one's return? a. Risk averse b. Risk propensity c. Thrill seeking d. Ineffective investment philosophy e. Tunnel vision

b. Risk propensity

Which of the following has the highest possibility of failure? a. The condition of certainty b. The condition of ambiguity c. The condition of uncertainty d. The condition of risk e. All of these

b. The condition of ambiguity

_____ decisions are associated with conflicts over goals and decision alternatives, rapidly changing circumstances, fuzzy information, and unclear links among decision elements. a. Conventional b. Wicked c. Programmed d. Irrational e. Nonprogrammed

b. Wicked

During the fallout of the global financial crisis of the late 2000s, finance companies had to make important decisions in a highly ambiguous environment. The decision to buyout failed banks could best be described as what type of decision? a. Conventional b. Wicked decision problem c. Programmed d. Irrational decision e. Bounded

b. Wicked decision problem

Under conditions of _____, statistical analyses are useful. a. uncertainty b. risk c. ambiguity d. conflict e. certainty

b. risk

_____ is the step in the decision-making process in which managers analyze underlying causal factors associated with the decision situation. a. Judgment b. Analysis c. Diagnosis d. Identification e. Recognition

c. Diagnosis

All of the following are characteristics of the administrative decision making model except: a. vague problem and goals. b. conditions of certainty. c. limited information about alternatives and their outcomes. d. satisfying choice. e. all of these are characteristics of administrative decision making model.

c. limited information about alternatives and their outcomes.

The four positions on the possibility of failure scale include certainty, risk, ambiguity, and _____. a. conflict b. possibility c. uncertainty d. indecision e. necessity

c. uncertainty

When managers know which goals they wish to achieve, but information about alternatives and future events is incomplete, the condition of _____ exists. a. ambiguity b. problematic c. uncertainty d. risk e. certainty

c. uncertainty

Which model of decision making is associated with satisficing, bounded rationality, and uncertainty? a. Classical b. Political c. Rational d. Administrative e. Quantitative

d. Administrative

Which of the following is the process of forming alliances among managers during the decision making process? a. Satisficing b. Networking c. Socializing d. Coalition building e. Passing the buck

d. Coalition building

Which of the following is a choice made from available alternatives? a. Tactic b. Goal c. Strategy d. Decision e. Plan

d. Decision

Which of the following means that a decision has clear-cut goals and that good information is available, but the future outcomes associated with each alternative are subject to chance? a. Brainstorming b. Ambiguity c. Uncertainty d. Risk e. Certainty

d. Risk

Nonprogrammed decisions are made in response to situations that are: a. unique. b. unstructured. c. important to the organization. d. all of these e. unique and important to the organization.

d. all of these

The condition under which ambiguity occurs is when: a. decisions are already made. b. information about outcomes is readily available. c. objectives are well defined. d. alternatives are difficult to define. e. all the alternatives are known.

d. alternatives are difficult to define.

All of the following are characteristics of the classical decision making model except: a. clear-cut problems and goals. b. conditions of certainty. c. rational choice by individual for maximizing outcomes. d. limited information about alternatives and their outcomes. e. all of these are characteristics of classical decision making model.

d. limited information about alternatives and their outcomes.

When a small community hospital decides to add a radiation therapy unit, it is considered a: a. certainty decision. b. structured decision. c. poor management decision. d. nonprogrammed decision. e. programmed decision.

d. nonprogrammed decision.

The _____ model closely resembles the real environment in which most managers and decision-makers operate. a. administrative b. descriptive c. classical d. political e. normative

d. political

All of the following are cognitive biases that can affect manager's judgment except: a. justifying past decisions. b. overconfidence. c. being influenced by initial impressions. d. seeing what you don't want to see. e. perpetuating the status quo.

d. seeing what you don't want to see.

Finance managers at Big Bend Inc. made a financial blunder when they solely looked at the previous year's sales to estimate sales for the coming year. Of which management bias is this an example? a. Perpetuating the status quo b. Seeing what you want to see c. Being influenced by emotions d. Justifying past actions e. Being influenced by initial impressions

e. Being influenced by initial impressions

Riley is a manager at the Tinker Tools. She is expected to make decisions that are in the organization's best economic interests. Her decisions should be based on which of the following models? a. The administrative model of decision making b. The humanistic model of decision making c. The scientific management model of decision making d. The garbage can model of decision making e. The classical model of decision making

e. The classical model of decision making

The _____ model of decision making describes how managers actually makes decisions in situations characterized by nonprogrammed decisions, uncertainty, and ambiguity. a. scientific management b. objective c. normative d. classical e. administrative

e. administrative

The ability to make _____ decisions is a critical skill in today's fast-moving organizations. a. fast b. widely supported c. high-quality d. frequent e. all of these

e. all of these

Feedback is important because: a. decision making is a continuous process. b. it provides decision-makers with new information. c. it helps determine if a new decision needs to be made. d. it provides decision-makers with new information and it helps determine if a new decision needs to be made. e. all of these.

e. all of these.

Managers are often referred to as: a. peace makers. b. profit suppressor. c. an unnecessary layer of employees. d. conflict creators. e. decision makers.

e. decision makers.

Ryan is a manager at Dream Catchers. Dream Catchers is currently operating in an environment of high uncertainty. As a result, Ryan will: a. wait until environment becomes certain. b. probably have an easy time generating alternatives. c. most likely be making programmed decisions. d. most likely rely on the classical model of decision making. e. probably have a difficult time generating alternatives.

e. probably have a difficult time generating alternatives.

Nordstrom Department store's "No questions asked - Return's Policy" is an example of a(n): a. unstructured decision. b. poor management. c. nonprogrammed decision. d. novel decision. e. programmed decision.

e. programmed decision.

Under conditions of _____, statistical analyses are useful. a. certainty b. conflict c. ambiguity d. uncertainty e. risk

e. risk