Chapter 7 Quiz

When a manager is so frantic to get rid of the problem that he or she can't deal with the situation realistically, the manager is experiencing a. avoidance management b. defensive avoidance c. a fog reaction d. panic e. life avoidance

d. panic

Dennis, 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 religious beliefs favor not serving alcohol in his café, according to the prior-hypothesis bias he would choose not to dd beer and wine to his menu. a. True b. False

a. True

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 that 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 also known as heuristics. a. True b. False

a. True

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 ________. These data include not only data in corporate databases but also web-browsing data trails, social network communications, sensor data, and surveillance data. a. cyber-age databases b. Big Data c. mega IT d. super data e. new age computing

b. Big Data

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

b. False

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

b. False

Evidence-based management is the use of databases and facts regarding employees to assist in decision making. a. True b. False

b. False

Which of the following is not true about group decision making? a. Groups take longer to make decisions b. The larger the group, the lower the quality of the decision c. An added benefit of group decision making is groupthink d. Groups are more confident about their choices than individuals are e. People who aren't familiar with one another tend to make better decisions when the members have common knowledge

c. An added benefit of group decision making is groupthink NOT SURE ABOUT ANSWER

In defensive avoidance, when managers can't find a good solution, their usual response is a. doing nothing b. taking the easiest way out c. procrastination, passing the buck, or denying the risk of any negative consequences d. finding the most cost-effective solution e. frantically getting rid of the problem

c. procrastination, passing the buck, or denying the risk of any negative consequences

A ________ is a graph of decisions and their possible consequences. a. decision structure b. corporate hierarchy c. resolution graph d. decision-result assessment e. decision tree

e. decision tree

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

e. have a high tolerance for ambiguity

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. Touching Cards is making use of a. a seasonal trend b. a trend decision c. diagnosis d. analytics e. a logical system

d. analytics

________ is the process of analyzing the underlying causes. a. Digging b. Analytics c. Undermining d. Management through analysis e. Diagnosis

e. Diagnosis

Anthony, the plant manager, was talking with another manager about Tim, the lead engineer in the corporate R & D department. Anthony remarked, "Tim is so bright, and he 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." Tim is suffering from a. the curse of knowledge b. the tunnel vision effect c. an analytics perspective d. a narrow perspective e. the intellectual fog effect

a. the curse of knowledge

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. a. True b. False

a. True

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. a. True b. False

a. True

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

a. True

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. a. True b. False

b. False

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

b. False

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. Due to Pat's legal background (he is a member of the local bar association), the management of his company rely on Pat to assist them with legal issues, especially with ethical dilemmas. The ideal role for Pat within the organization is a. oversight specialist b. whistle-blower c. ombudsman officer d. ethics officer e. proprietary officer

d. ethics officer