Scenario – Vaughn Bately
Vaughn Bately manages a group of eight electrical engineers at Defiance Designs. His team is highly trained and
well respected by experts both inside and outside the company. Recently one of Vaughn‘s engineers suggested a
new technique for the development and use of an argon laser. There appeared to be rich potential for this
technology, but Vaughn wasn‘t certain that developing this technology was the best use of his limited resources.
Vaughn was facing a significant decision.
128. If Vaughn uses the classical model of decision making, which of these assumptions would he reject?
a. The decision maker is rational and uses logic in assigning values and evaluating alternatives.
b. The desired decision will maximize attainment of organizational objectives.
c. The decision-maker strives for complete certainty, gathering complete information.
d. Problems are precisely formulated and defined.
e. The decision maker is limited and unable to make economically rational decisions in difficult
situations.
129. If Vaughn uses the administrative model of decision making, which of these assumptions would he reject?
a. Decision-makers settle for a satisficing rather than maximizing solution.
b. The search for alternatives is limited because of information, human and resource constraints.
c. Rational procedures will normally lead to the best solution in a complex organization.
d. Decision objectives are often vague, conflicting, and lack consensus among managers.
e. All of these are accepted.
130. Which of the following steps would Vaughn not take in making his decision?
a. Sense and recognize the decision requirement
b. Implement the chosen alternative
c. Create a set of alternatives
d. Diagnose and analyze problem causes
e. Evaluation & feedback
131. A(n) is a choice made from available alternatives.
132. is the process of identifying problems and opportunities and then resolving them.
133. decisions involve situations that have occurred often enough to enable decision rules to be developed and
applied in the future.
134. decisions are made in response to situations that are unique, are poorly defined and largely unstructured, and
have important consequences for the organization.
135. means that all the information the decision–maker needs is fully available.
136. 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.
137. Under conditions of , managers know what goal they wish to achieve, but information about alternatives and
future events is incomplete.
138. 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.
139. The model of decision making is based on economic assumptions.
140. A normative decision making model defines how a manager make decisions.
141. In many respects, the model represents an “ideal” model decision-making and can‘t usually be attained by
real people in real organizations.
142. The model of decision making describes how managers actually make decisions in difficult situations, such
as those characterized by nonprogrammed decision, uncertainty, and ambiguity.
143. A(n) approach describes how managers actually make decisions, not how they should.
144. The recognition that people have limits on how rational they can be is known as .
145. means that decision-makers choose the first solution alternative that satisfies minimal decision criteria.
146. represents a quick apprehension of a decision situation based on past experience but without conscious
thought.
147. is the process of forming alliances among managers.
148. A(n) occurs when organizational accomplishment is less than established goals.
149. exists when managers see potential of enhancing performance beyond current levels.
150. The step in the decision making process in which managers analyze the underlying causal factors associated with
the situation is called .
151. is the willingness to undertake risk with the opportunity of gaining an increased payoff.
152. The stage involves the use of managerial, administrative, and persuasive abilities to ensure that the chosen
alternative is carried out.
153. is important because decision making is a continuous, never ending process.
154. Differences among people with respect to how they perceive problems and make decisions is called .
155. The style is often the style adopted by managers having a deep concern for others as individuals.
156. People with a(n) style usually are concerned with the personal development of others and may make
decisions that help others achieve their goals.
157. A(n) is assigned the role of challenging the assumptions and assertions made by the group.
158. List four of the eight questions Kepner and Tregoe recommend that managers ask when diagnosing and analyzing
causes.
159. List the three guidelines of innovative group decision-making in today’s businesses.
160. Explain the difference between programmed and nonprogrammed decisions and give an example of each.
161. Compare decision conditions of certainty, risk, uncertainty, and ambiguity.
162. Briefly describe the assumptions underlying the classical model of decision making.
163. Explain the four underlying assumptions of the administrative model.
164. List and describe the four basic assumptions of the political model.
165. What are the six steps in the managerial decision making process?
166. Explain how a manager selects the desired decision in the managerial decision making process.
167. Briefly describe the four major personal decision styles.