Mgmt Chp 9
The four positions on the possibility of failure scale include certainty, risk, ambiguity, and _____. a. uncertainty b. conflict c. necessity d. indecision e. possibility
a
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.
b
Examples of nonprogrammed decisions would include the decision to: a. reorder supplies. b. develop a new product or service. c. perform routine maintenance on one of the machines in manufacturing. d. terminate an employee for violation of company rules. e. fill a position.
b
"When did it occur" and "how did it occur" are questions associated with which step of the decision making process? a. Diagnosis and analysis of causes b. Recognition of decision requirement c. Development of alternatives d. Selection of desired alternative e. None of these
a
At the start of every shift, Carl, a delivery truck driver, plans out his route based on the addresses that he will be visiting to drop off packages. This can best be described as what kind of decision? a. Programmed b. Nonprogrammed c. Wicked d. Administrative e. Intuitive
a
Bierderlack has a policy that states that more than three absences in a six-month period shall result in a suspension. Colleen, the manager, has just decided to suspend one of her shift employees for violating this policy. This is an example of: a. a programmed decision. b. a nonprogrammed decision. c. an insignificant decision. d. poor management. e. personal grudge.
a
Good examples of _____ decisions are strategic decisions. a. nonprogrammed b. programmed c. insignificant d. recurring e. structured
a
If your instructor has an attendance policy, she/he is using a(n): a. programmed decision. b. unique approach. c. condition of ambiguity. d. nonprogrammed decision. e. none of these.
a
Jefferson Inc. is an information technology consulting firm located in Washington D.C. Decisions at Jefferson are complex and involve many people, with a significant amount of disagreement and conflict. Which decision-making model fits best for this organization? a. Political b. Functional c. Classical d. Administrative e. Bureaucratic
a
Managers are often referred to as: a. decision makers. b. peace makers. c. conflict creators. d. an unnecessary layer of employees. e. profit suppressor.
a
Melissa is a manager at InStylez Clothing. Her job is very complex and she feels that she does not have enough time to identify and/or process all the information she needs to make decisions. Melissa's situation is most consistent with which of the following concepts? a. Bounded rationality b. The classical model of decision making c. Satisficing d. Brainstorming e. Scientific management
a
Nordstrom Department store's "No questions asked - Return's Policy" is an example of a(n): a. programmed decision. b. nonprogrammed decision. c. novel decision. d. poor management. e. unstructured decision.
a
The condition under which ambiguity occurs is when: a. alternatives are difficult to define. b. objectives are well defined. c. information about outcomes is readily available. d. all the alternatives are known. e. decisions are already made.
a
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. justifying past actions. e. seeing what they want to see.
a
Which approach defines how a decision-maker should make decisions? a. Normative b. Scientific c. Descriptive d. Reflective e. Humanistic
a
Which of the following defines a technique that uses a face-to-face group to spontaneously suggest a broad range of alternatives for decision making? a. Brainstorming b. Groupthink c. Point-counterpoint d. Brainwriting e. Devil's advocate
a
Which of the following is a choice made from available alternatives? a. Decision b. Plan c. Goal d. Tactic e. Strategy
a
Which of the following is a decision-making technique in which people are assigned to express competing points of view? a. Point-counterpoint b. Devil's advocate c. Debate d. Groupthink e. Brainwriting
a
Which of the following means that all the information the decision-maker needs is fully available? a. Certainty b. Risk c. Uncertainty d. Ambiguity e. None of these
a
Which of these styles is adopted by managers who have a deep concern for others as individuals? a. Behavioral b. Classical c. Analytic d. Logical e. Conceptual
a
_____ is the last step in the decision making process. a. Evaluation and feedback b. Development of alternatives c. Implementation of chosen alternative d. Selection of desired requirement e. Recognition of decision requirement
a
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. Certainty b. Risk c. Uncertainty d. Ambiguity e. Brainstorming
b
All of these are basic assumptions of the political model except: a. organizations are made up of groups with diverse interests, goals, and values. b. information is clear and complete. c. managers do not have the time, resources, or mental capacity to identify all dimensions of the problem. d. managers engage in the push and pull of debate to decide goals and discuss alternatives. e. all of these are basic assumptions of the political model.
b
For a programmed decision: a. alternatives are usually difficult to identify. b. alternatives are usually easy to identify. c. there are usually few alternatives. d. there are usually few alternatives and they are difficult to identify. e. there are no alternatives.
b
Mark, a production manager at Kaylie's Kookware, recently chose to schedule his workers to work overtime. His alternative was to hire more workers. He is now monitoring the consequences of his choice. This is an example of _____. a. planning b. decision-making c. organizing d. controlling e. leading
b
Most managers settle for a _____ rather than a _____ solution. a. minimizing; maximizing b. satisficing; maximizing c. top-level; bottomline d. maximizing; satisficing e. challenging; simple
b
Programmed decisions are made in response to _____ organizational problems. a. unusual b. recurring c. significant d. minor e. unique
b
The concept that people have the time and cognitive ability to process only a limited amount of information on which to base decisions is known as: a. satisficing. b. bounded rationality. c. classical model of decision making. d. normative approach. e. scientific approach.
b
The growth of quantitative decision techniques that use computers has expanded the use of which decision-making approach? a. Administrative b. Classical c. Intuitive d. Political e. Bureaucratic
b
The recognition of the decision requirement step in the managerial decision making process requires managers to: a. develop alternative solutions. b. integrate information in novel ways. c. use the classical model of decision making. d. focus on generating ideas. e. select undesirable alternatives.
b
Two area banks, Bank A and Bank B, decided to merge their operations. This is an example of a: a. programmed decision. b. nonprogrammed decision. c. decision rule. d. structured decision. e. bad community decision.
b
When managers know which goals they wish to achieve, but information about alternatives and future events is incomplete, the condition of _____ exists. a. risk b. uncertainty c. ambiguity d. certainty e. problematic
b
Which model of decision making is associated with satisficing, bounded rationality, and uncertainty? a. Classical b. Administrative c. Quantitative d. Rational e. Political
b
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
Which style is used by people who prefer simple, clear-cut solutions to problems? a. Behavioral b. Conceptual c. Directive d. Analytical e. Classical
c
Which of the following refers to the willingness to undertake risk with the opportunity to increase one's return? a. Tunnel vision b. Risk propensity c. Risk averse d. Thrill seeking e. Ineffective investment philosophy
b
Which of these assumptions are included in the classical model of decision making? a. Problems are unstructured and ill defined. b. The decision-maker strives for conditions of certainty. c. Criteria for evaluating alternatives are unknown. d. The decision-maker selects the alternatives that will minimize the economic return to the organization. e. The situation is always uncertain.
b
_____ is the step in the decision-making process in which managers analyze underlying causal factors associated with the decision situation. a. Analysis b. Diagnosis c. Recognition d. Judgment e. Identification
b
_____ refers to the tendency of people in groups to suppress contrary opinions. a. Point-counterpoint b. Groupthink c. Devil's advocacy d. Escalating commitment e. Brainstorming
b
. Shirley works in the human resource department at Turtle Shells, Inc. She believes she is seeing an increase in drinking problems among the workforce. She thinks she needs to investigate further. She is at what stage of the managerial decision making process? a. Diagnosis and analysis of causes b. Development of alternatives c. Recognition of decision requirement d. Evaluation and feedback e. Selection of desired alternatives
c
All of the following are cognitive biases that can affect manager's judgment except: a. being influenced by initial impressions. b. justifying past decisions. c. seeing what you don't want to see. d. perpetuating the status quo. e. overconfidence.
c
Associated with the condition of _____ is the lowest possibility of failure. a. ambiguity b. uncertainty c. certainty d. risk e. all of these
c
Genna is collecting data on how well the organization has done since their new strategy was implemented. She is in what stage of the managerial decision making process? a. The generation of alternatives b. Implementation of the chosen alternative c. Evaluation and feedback d. Recognition of the decision requirement e. Selection of desired alternative
c
Once the desired alternative is developed, it should be _____. a. analyzed b. evaluated c. selected d. recognized e. identified
c
Personal _____ style refers to differences among people with respect to how they perceives problems and make decisions. a. risk taking b. behavior c. decision d. strategic e. analysis
c
Ryan is a manager at Dream Catchers. Dream Catchers is currently operating in an environment of high uncertainty. As a result, Ryan will: a. most likely be making programmed decisions. b. probably have an easy time generating alternatives. c. probably have a difficult time generating alternatives. d. most likely rely on the classical model of decision making. e. wait until environment becomes certain.
c
The _____ is the individual who is assigned the role of challenging assumptions made by the group. a. group gadfly b. multiple advocate c. devil's advocate d. brainstormer e. inferior member
c
The _____ model of decision making describes how managers actually makes decisions in situations characterized by nonprogrammed decisions, uncertainty, and ambiguity. a. normative b. classical c. administrative d. scientific management e. objective
c
The _____ model of decision making is most valuable when applied to _____. a. administrative; programmed decisions b. classical; nonprogrammed decisions c. classical; programmed decisions d. classical; ambiguous decisions e. administrative; structured decisions
c
The classical model of decision making is based on _____ assumptions. a. philosophical b. irrational c. economic d. uncertainty e. technological
c
The decision-maker must _____ once the problem has been recognized and analyzed. a. evaluate and provide feedback b. choose among alternatives c. generate alternatives d. prioritize the alternatives e. reanalyze the problem
c
Under conditions of _____, statistical analyses are useful. a. certainty b. ambiguity c. risk d. uncertainty e. conflict
c
When a small community hospital decides to add a radiation therapy unit, it is considered a: a. programmed decision. b. structured decision. c. nonprogrammed decision. d. poor management decision. e. certainty decision.
c
When managers ask questions such as "What is the state of disequilibrium affecting us?", they are in which stage of the managerial decision-making process? a. Selection of a desired alternative b. Development of alternatives c. Diagnosis and analysis of causes d. Recognition of decision requirement e. Evaluation and feedback
c
When quality control measures at the local tire plant were found to be inadequate, managers were asking themselves, "How did this occur?" and "What is the result?" The company is in which stage of the managerial decision-making process? a. Selection of a desired alternative b. Development of alternatives c. Diagnosis and analysis of causes d. Recognition of decision requirement e. Evaluation and feedback
c
Which of the following is the first step in the managerial decision making process? a. Evaluation and feedback b. Development of alternatives c. Recognition of decision requirement d. Diagnosis and analysis of causes e. Selection of desired alternatives
c
Which of the following is the process of forming alliances among managers during the decision making process? a. Networking b. Socializing c. Coalition building d. Satisficing e. Passing the buck
c
_____ approach describes how managers actually make decisions, where as _____ approach defines how a decision-maker should make decisions. a. Normative; descriptive b. Normative; classical c. Descriptive; normative d. Descriptive; administrative e. Normative; administrative
c
_____ decisions are associated with conflicts over goals and decision alternatives, rapidly changing circumstances, fuzzy information, and unclear links among decision elements. a. Nonprogrammed b. Programmed c. Wicked d. Conventional e. Irrational
c
_____ decisions are associated with decision rules. a. Nonprogrammed b. Unique c. Programmed d. Ill-structured e. Novel
c
_____ is the approach that defines how a decision maker should make decisions and provides guidelines for reaching an ideal outcome for the organization. a. Administrative b. Descriptive c. Normative d. Bounded rationality e. None of these
c
_____ means that managers know which goals they wish to achieve, but information about alternatives and future events is incomplete. a. Certainty b. Risk c. Uncertainty d. Ambiguity e. Advocacy
c
_____ refers to the process of identifying problems and then resolving them. a. Organizing b. Controlling c. Decision-making d. Planning e. Leading
c
. Intuition is based on _____, but lacking in _____. a. conscious thought; practicality b. experience; applicability c. a solid analysis; applicability d. experience; conscious thought e. thought-process; guts
d
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
Bobby, a product manager, wants to increase the market share of his product. He is unsure about how to go about it, not knowing for sure how costs, price, the competition, and the quality of his product will interact to influence market share. Bobby is operating under a condition of _____. a. risk b. ambiguity c. certainty d. uncertainty e. brainstorming
d
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. Bounded b. Programmed c. Conventional d. Wicked decision problem e. Irrational decision
d
Managers are considered to have a(n) _____ style when they prefer to consider complex solutions based on as much data as they can gather. a. behavioral b. conceptual c. directive d. analytical e. classical
d
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
People with a(n) _____ style usually are concerned with the personal development of others and may make decisions that help others achieve their goals. a. classical b. analytic c. logical d. behavioral e. conceptual
d
Research has identified four major decision styles. These include all of the following except _____. a. behavioral b. conceptual c. analytical d. authoritative e. directive
d
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 garbage can model of decision making c. The scientific management model of decision making d. The classical model of decision making e. The humanistic model of decision making
d
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. classical b. functional c. bureaucratic d. political e. administrative
d
The _____ step in the decision making process involves using managerial, administrative, and persuasive abilities to translate the chosen alternative into action. a. recognition b. analysis c. evaluation d. implementation e. feedback
d
The essence of _____ is to choose the first solution available. a. bounded rationality b. creativity c. decision maximization d. satisficing e. the classical model of decision making
d
Which of the following means that the goals to be achieved or the problem to be solved is unclear, alternatives are difficult to define, and information about outcomes is unavailable? a. Certainty b. Risk c. Uncertainty d. Ambiguity e. Brainstorming
d
_____ is a vital part of good management because decisions determine how the organization solves its problems, allocates resources, and accomplishes its goals. a. Organizing b. Competitive visioning c. Proper alignment d. Good decision making e. Leadership
d
_____ is by far the most difficult situation for a decision-maker. a. Certainty b. Risk c. Uncertainty d. Ambiguity e. Brainstorming
d
A(n) _____ occurs when the organizational accomplishment is less than established goals. a. strength b. threat c. diagnosis d. opportunity e. problem
e
As a top manager, Joanna works with others within her team every day in making important corporate decisions. Her preferred decision-making approach is to generate as many alternatives to problems as possible in a short amount of time. This approach is referred to as _____. a. groupthink b. devil's advocacy c. point-counterpoint d. escalating commitment e. brainstorming
e
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
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. Being influenced by emotions b. Perpetuating the status quo c. Seeing what you want to see d. Justifying past actions e. Being influenced by initial impressions
e
Rodney doesn't always realize that within his role as an air traffic controller, he must continuously perceive and process information based on knowledge and experience that he is not consciously aware of. This describes what type of decision-making? a. Administrative b. Right-brained c. Satisficing d. Rational e. Intuitive
e
The _____ model closely resembles the real environment in which most managers and decision-makers operate. a. normative b. administrative c. descriptive d. classical e. political
e
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
The tendency of organizations to invest time and money in a solution despite strong evidence that is not appropriate is referred to as: a. technological decisions. b. collective intuition. c. decision learning. d. team delay. e. escalating commitment.
e
