Schermerhorn & Bachrach / Exploring Management, 5th Edition Test Bank
41. At each stage of decision making, spotlight questions help managers to perform:
a) commitment escalation.
b) alternative analysis.
c) ethical reasoning.
d) financial analysis.
42. How a person would feel if her family found out about a decision she took or if the decision
was published in the local newspaper or posted on the Internet are examples of __________
questions.
a) casual
b) spotlight
c) contingent
d) corporate
43. The generation of a novel idea or approach that solves a problem or identifies an opportunity
is called:
a) problem solving.
b) representative thinking.
c) creativity.
d) availability heuristic.
Schermerhorn & Bachrach / Exploring Management, 5th Edition Test Bank
44. According to the three-component model, which of the following is NOT a driver of
personal creativity?
a) Task expertise
b) Task motivation
c) Subjective experience
d) Creativity skills
45. A group-based decision is not ideal for problem solving when the problem:
a) is complex and managers need a lot of information.
b) calls for a creative solution.
c) calls for alternate viewpoints.
d) needs a quick solution.
Schermerhorn & Bachrach / Exploring Management, 5th Edition Test Bank
46. Which of the following heuristics is employed when people use a stereotype to assess the
likely occurrence of an event?
a) Escalating commitment
b) Representativeness
c) Anchoring and adjustment
d) Availability
47. Which of the following heuristics is employed when people adjust a previously existing
value to make a decision?
a) Escalating commitment
b) Representativeness
c) Anchoring and adjustment
d) Availability
48. Solving a problem based on one’s perception of the situation, positive or negative, leads to
a(n) __________.
a) confirmation error
b) programmed decision
c) framing error
d) escalating commitment
Schermerhorn & Bachrach / Exploring Management, 5th Edition Test Bank
49. Cristina insists on continuing on a course of action even though it is not working. Which of
the following decision-making traps does this scenario illustrate?
a) Escalating commitment
b) Framing error
c) Anchoring heuristic
d) Availability heuristic
50. Mark attends only to information that confirms a decision already made. Which of the
following decision-making traps does this scenario illustrate?
a) Escalating commitment
b) Framing error
c) Anchoring heuristic
d) Confirmation error
Schermerhorn & Bachrach / Exploring Management, 5th Edition Test Bank
True/False
51. Managers who are problem solvers will make decisions and try to solve problems when
required.
52. When an individual moves higher in management ranks, the level of certainty in a problem
environment tends to increase.
53. Sensation feelers prefer broad global issues. They are insightful and tend to avoid details and
are comfortable with intangibles.
Schermerhorn & Bachrach / Exploring Management, 5th Edition Test Bank
54. The problem with the classical decision model is that it does not take into account the
cognitive limitations that managers, as humans, have.
55. During the decision-making process, extensive information should be gathered to identify
alternative courses of action as well as their anticipated consequences.
56. The evaluation of a decision should not only consider whether the results were gained, but
should also determine whether any undesirable side effects occurred.
Schermerhorn & Bachrach / Exploring Management, 5th Edition Test Bank
57. Managers turn to heuristics to make decisions with limited information, time, and energy.
58. A common management problem when implementing decisions is escalating commitment.
59. The problem in a crisis situation is not just that it is often unexpected, but that it must be
handled quickly in order to avoid a disaster.
Fill-in-the-Blank
Schermerhorn & Bachrach / Exploring Management, 5th Edition Test Bank
60. __________ add value to organizations through their intellectual capabilities.
61. The most obvious problem-solving situation that appears as an actual or potential
performance deficiency is a(n) __________.
62. __________ are decision makers who ignore information and trouble signals.
63. __________ involves problem-solving in a rational, step-by-step, analytical process.
Schermerhorn & Bachrach / Exploring Management, 5th Edition Test Bank
64. A(n) __________ can be made in different ways and some work better than others in various
circumstances.
65. Evaluating alternatives, in which positive and negative outcomes are examined, is done with
the help of a tool called __________.
66. If you are seeking the best possible solution to a problem, you are seeking to __________
your decision.
Schermerhorn & Bachrach / Exploring Management, 5th Edition Test Bank
67. When decision makers are armed with only partial information about the available action
alternatives and their consequences, they are more likely to make __________ decisions.
68. The __________ decision model accepts the presence of cognitive limitations and recognizes
risk and uncertainty in most decision environments.
69. __________ occurs when extraordinary things are done by exceptional people.
Schermerhorn & Bachrach / Exploring Management, 5th Edition Test Bank
70. __________ occurs when average people come up with unique ways to deal with daily
events and situations.
71. The __________ heuristic uses readily available information to assess a current situation.
72. The risk associated with using a(n) __________ heuristic to take a decision is that it may
mask the truly important factors relevant to the decision.
73. A(n) __________ is a form of selective perception.
Schermerhorn & Bachrach / Exploring Management, 5th Edition Test Bank
74. A(n) __________ is an unexpected problem that can lead to disaster if not solved quickly and
appropriately.
Essay
75. Explain the advantages and disadvantages of group decision making.
Schermerhorn & Bachrach / Exploring Management, 5th Edition Test Bank
76. Describe the different types of managers on the basis of their approach toward performance
threats and opportunities.
77. Describe the different types of managers based on their cognitive styles.
Schermerhorn & Bachrach / Exploring Management, 5th Edition Test Bank
78. What makes decision making so challenging in the real world of management?
79. Briefly state the five steps in the decision-making process.
Schermerhorn & Bachrach / Exploring Management, 5th Edition Test Bank
80. Define the two types of decision models and relate them to the decision making
environments of certainty, risk, and uncertainty as well as to the two types of decisions.
81. List and define the three decision making environments and their relationship to programmed
and nonprogrammed decisions.
Schermerhorn & Bachrach / Exploring Management, 5th Edition Test Bank
82. Why do people escalate commitment to failing actions?