96. 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.
97. 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
98. A(n) occurs when the organizational accomplishment is less than established goals.
a. strength
b. threat
c. diagnosis
d. opportunity
e. problem
99. 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
100. 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
101. 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
102. 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.
103. “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
104. 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
105. 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
106. 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
107. 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.
108. 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.
109. Once the desired alternative is developed, it should be .
a. analyzed
b. evaluated
c. selected
d. recognized
e. identified
110. 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
111. 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
112. 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
113. Which style is used by people who prefer simple, clear–cut solutions to problems?
a. Behavioral
b. Conceptual
c. Directive
d. Analytical
e. Classical
114. 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
115. Research has identified four major decision styles. These include all of the following except .
a. behavioral
b. conceptual
c. analytical
d. authoritative
e. directive
116. 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
117. 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
118. 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
119. 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
120. 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.
121. 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.
122. 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
123. 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
124. 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
125. 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
126. 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
127. 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.