46. Group polarization results in:
a. group members moving from extreme attitudes toward more moderate attitudes.
b. group members driving decisions toward consensus.
c. the tendency for group discussion to produce shifts toward more extreme attitudes among members.
d. groupthink.
47. The social comparison approach and persuasive arguments view have both been used to explain:
a. groupthink.
b. group polarization.
c. cognitive dissonance.
d. bounded rationality.
48. A good group decision approach when the objective is to maximize the number of alternatives is:
a. brainstorming.
b. dialectical inquiry.
c. the Delphi technique.
d. nominal grouping.
49. A structured approach to decision making that focuses on generating alternatives silently, prevents criticism of
alternatives, and uses a voting process to identify group choices is:
a. the Delphi technique.
b. dialectical inquiry.
c. the nominal group technique.
d. devil’s advocacy.
50. A group decision technique that facilitates expert input by using a panel of experts is .
a. the nominal group technique
b. dialectical inquiry
c. brainstorming
d. the Delphi technique
51. As a project group leader, you have recognized the benefits of conflict and some disagreement among project
members in solving difficult problems. Accordingly, you are most likely to use
technique.
a. nominal group techniques
b. brainstorming
c. devil’s advocacy
d. dialectical inquiry
as a suitable group decision
52. Which of the following is a characteristic of quality teams?
a. They provide advice to managers who still retain decision-making authority.
b. They operate in parallel fashion to an organization‘s structure.
c. They emphasize the generation of ideas.
d. They make data-based decisions about improving products.
53. An antidote for groupthink in self-managed teams is:
a. brainstorming.
b. the use of nominal groups.
c. welcoming dissent.
d. the Delphi technique.
54. Recent research examining the effects of cultural diversity on decision making has found that when individuals in a
group are racially dissimilar:
a. they engage in less open information sharing.
b. they engage in behavior that discourages dissenting perspectives.
c. they arrive at better decisions than racially similar groups
d. they tend to take decisions faster than racially similar groups.
55. Formulating a set of decision rules for making inventory reordering decisions is an example of programmed decision
making.
a. True
b. False
56. Problem finding and recognition is an important early step in decision making.
a. True
b. False
57. Given the assumptions of the rational model, it is unrealistic.
a. True
b. False
58. Heuristics are shortcuts in decision making that save mental activity.
a. True
b. False
59. Satisficing means selecting the first alternative that is “good enough,” because the costs in time and effort are too
great to optimize.
a. True
b. False
60. Women and experienced managers tend to be more averse to risk taking.
a. True
b. False
61. Optimism is one of the reasons for escalation of commitment.
a. True
b. False
62. The tendency to continue to support a failing course of action is known as consistency theory.
a. True
b. False
63. Research suggests that individuals may be more prone to escalation of commitment than groups.
a. True
b. False
64. The closer a project is to completion the more likely escalation of commitment is to occur.
a. True
b. False
65. According to research, managers are predisposed to use a more systematic approach to decision making that is
consistent with the rational model.
a. True
b. False
66. Expected creativity is discovering problems because the organization expects you to do so.
a. True
b. False
67. Research has shown that individuals can be trained to be more creative.
a. True
b. False
68. It is rightly assumed that creativity is a thing you either have or you do not.
a. True
b. False
69. Research has shown that in most cases higher management positions are not held by individuals with higher levels
of intuition.
a. True
b. False
70. A review of the research on intuition suggests that while intuition cannot be taught, managers can be trained to rely
more fully on the prompting of their intuition.
a. True
b. False
71. Illusions of unanimity is considered to be a symptom of groupthink.
a. True
b. False
72. Group decision making may be slow, but it usually produces good decisions.
a. True
b. False
73. A method to prevent groupthink is to bring in outside experts to evaluate the group process.
a. True
b. False
74. Time constraints don’t prevent managers from using group decision techniques.
a. True
b. False
75. Evidence suggests that group brainstorming is less effective than a comparable number of individuals working
alone.
a. True
b. False
76. In groups, participants engage in discussions that can make them lose their focus.
a. True
b. False
77. Enumerate the steps in the decision making process.
78. Describe the bounded rationality model of decision making.
79. What are the individual and organizational influences that induce creativity?
80. A large municipality that houses 250,000 citizens is trying to decide where to locate a new community recreational
center. The problem is relatively unstructured. There is a decision quality requirement that is significant. Not one
person has sufficient information and many community groups may desire to provide input. Opportunity for conflict
exists between groups and neighborhoods competing for the center. If one person (city manager) makes the
decision, many people may not be strongly committed to making the center successful. Would an individual or group
be most useful for this decision? Please justify your answer.
81. What are the advantages and disadvantages of group decision making?
Match the following:
a. A simple, routine matter for which a manager has an established decision rule
b. Logical, systematic problem solving
c. A solution that is timely and acceptable
d. A new, complex decision that requires a creative solution
e. To select the first alternative that is “good enough,” because the costs in time and effort are too great to
optimize
DIFFICULTY: Easy
LEARNING OBJECTIVES: ORGB.NELS.15.10.01
ORGB.NELS.15.10.02
NATIONAL STANDARDS: United States – BUSPROG: Analytic
STATE STANDARDS: United States – Ohio – DISC: Leadership Principles
KEYWORDS: Bloom‘s: Knowledge
82. Nonprogrammed decision
83. Effective decision
84. Rationality
85. Satisficing
86. Programmed decision
Match the following:
a. Shortcuts in decision making that save mental activity
b. An inclination to choose options displaying minimal risk
c. A decisional situation where options have probabilities of success
d. An individual’s preferred method for gathering information and evaluating alternative
e. The tendency to continue to support a failing course of action
DIFFICULTY: Easy
LEARNING OBJECTIVES: ORGB.NELS.15.10.02
ORGB.NELS.15.10.03
NATIONAL STANDARDS: United States – BUSPROG: Analytic
STATE STANDARDS: United States – Ohio – DISC: Leadership Principles
KEYWORDS: Bloom‘s: Knowledge
87. Risk aversion
88. Cognitive style
89. Escalation of commitment
90. Heuristics
91. Risk
Match the following:
a. A positive force that occurs in groups when group members are stimulated to produce new solutions to
problems through the process of mutual influence and encouragement within the group
b. A deterioration of mental efficiency, reality testing, and moral judgment resulting from pressures within the
group
c. The tendency for group discussion to produce shifts toward more extreme attitudes among members
d. A debate between two opposing sets of recommendations
e. An open, nonevaluative group problem-solving technique that produces the greatest number of options
DIFFICULTY: Easy
LEARNING OBJECTIVES: ORGB.NELS.15.10.04
NATIONAL STANDARDS: United States – BUSPROG: Analytic
STATE STANDARDS: United States – Ohio – DISC: Leadership Principles
KEYWORDS: Bloom‘s: Knowledge
92. Dialectical inquiry
93. Group polarization
94. Groupthink
95. Brainstorming
96. Synergy
Match the following:
a. A person’s preferred method for gathering information and evaluating alternatives
b. A mental lock that diminishes creativity
c. A fast, positive force in decision making that is utilized at a level below consciousness and involves learned
patterns of information
d. A process influenced by individual and organizational factors that results in the production of novel and useful
ideas, products, or both
e. A type of creativity where a person discovers problems because he or she wants to be creative
DIFFICULTY: Easy
LEARNING OBJECTIVES: ORGB.NELS.15.10.03
NATIONAL STANDARDS: United States – BUSPROG: Analytic
STATE STANDARDS: United States – Ohio – DISC: Leadership Principles
KEYWORDS: Bloom‘s: Knowledge
97. Intuition
98. Fear of failure
99. Proactive creativity
100. Creativity
101. Cognitive Style
Match the following:
a. Simple rules used to determine final group decisions
b. A symptom of groupthink
c. A technique for group decision making
d. A small group of employees who work voluntarily on company time, to address work-related problems such
as quality control and cost reduction
e. A team that is part of an organization’s structure and is empowered to act on its decisions regarding product
and service quality
DIFFICULTY: Easy
LEARNING OBJECTIVES: ORGB.NELS.15.10.04
NATIONAL STANDARDS: United States – BUSPROG: Analytic
STATE STANDARDS: United States – Ohio – DISC: Leadership Principles
KEYWORDS: Bloom‘s: Knowledge
102. Devil‘s advocacy
103. Quality circle
104. Quality team
105. Social decision schemes
106. Peer pressure