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a.
behavioral
b.
conceptual
c.
directive
d.
analytical
e.
classical
122. 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
123. 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
124. 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
125. 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.
126. 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.
127. 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
128. 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
129. 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
130. 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
131. 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
132. _____ 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
133. 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.
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.
134. 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.
All of these are accepted.
135. 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.
136. 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.
All of these would be included.
137. A(n) _____ is a choice made from available alternatives.
138. _____ is the process of identifying problems and opportunities and then resolving them.
139. _____ decisions involve situations that have occurred often enough to enable decision rules to be developed and
applied in the future.
140. _____ decisions are made in response to situations that are unique, are poorly defined and largely unstructured, and
have important consequences for the organization.
141. _____ means that all the information the decision-maker needs is fully available.
142. _____ 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.
143. Under conditions of _____, managers know what goal they wish to achieve, but information about alternatives and
future events is incomplete.
144. _____ 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.
145. The _____ model of decision making is based on economic assumptions.
146. A normative decision making model defines how a manager _____ make decisions.
147. In many respects, the _____ model represents an "ideal" model decision-making and can't usually be attained by real
people in real organizations.
148. The _____ model of decision making describes how managers actually make decisions in difficult situations, such as
those characterized by nonprogrammed decision, uncertainty, and ambiguity.
149. A(n) _____ approach describes how managers actually make decisions, not how they should.
150. The recognition that people have limits on how rational they can be is known as _____.
151. ______ means that decision-makers choose the first solution alternative that satisfies minimal decision criteria.
152. _____ represents a quick apprehension of a decision situation based on past experience but without conscious
thought.
153. _____ is the process of forming alliances among managers.
154. A(n) _____ occurs when organizational accomplishment is less than established goals.
155. _____ exists when managers see potential of enhancing performance beyond current levels.
156. The step in the decision making process in which managers analyze the underlying causal factors associated with the
situation is called _____.
157. _____ is the willingness to undertake risk with the opportunity of gaining an increased payoff.
158. The _____ stage involves the use of managerial, administrative, and persuasive abilities to ensure that the chosen
alternative is carried out.
159. _____ is important because decision making is a continuous, never ending process.
160. Differences among people with respect to how they perceive problems and make decisions is called _____.
161. The _____ style is often the style adopted by managers having a deep concern for others as individuals.
162. People with a(n) _____ style usually are concerned with the personal development of others and may make decisions
that help others achieve their goals.
163. A(n) _____ is assigned the role of challenging the assumptions and assertions made by the group.
164. List four of the eight questions Kepner and Tregoe recommend that managers ask when diagnosing and analyzing
causes.
165. List the three guidelines of innovative group decision-making in today's businesses.
166. Explain the difference between programmed and nonprogrammed decisions and give an example of each.
167. Compare decision conditions of certainty, risk, uncertainty, and ambiguity.
168. Briefly describe the assumptions underlying the classical model of decision making.
169. Explain the four underlying assumptions of the administrative model.
170. List and describe the four basic assumptions of the political model.
171. What are the six steps in the managerial decision making process?
172. Explain how a manager selects the desired decision in the managerial decision making process.
173. Briefly describe the four major personal decision styles.
174.
We all appreciate doing business with a company that exemplifies good management, and much of good management can
be attributed to effective decision-making. In a short essay write about an experience—positive or negative—that you
have had that shows why decision-making is an integral part of good management. Identify factors that are important for
good decision-making and what factors can inhibit good decision making.
175.
Managers make decisions from available alternatives, but in reality, there are many times when the information needed is
not available, unknown, or not knowable. Write a short essay that shows the similarities and differences between
programmed and nonprogrammed decisions, and their relationship to certainty and uncertainty. Include examples that you
believe represents each type of decision.
176.
When an organization falls short of established performance goals, or when a possibility exists of enhancing future
performance, managers must make a decision. Summarize the six steps of decision making by providing a realistic
example of a business problem or opportunity that you could encounter as a manager. Make the decision you think is most
effective, and identify each step of the decision-making process in your example.
177.
Significant differences distinguish how individual managers approach problems and make decisions; each has his own
dominant personal decision style. In a short essay, briefly describe four personal decision styles used by managers. Then
describe three or four significant decisions you have made in the last 30 days, and use them to determine your dominant
personal decision style. Explain how you reached your conclusion.
178. Even good managers will make mistakes that are caused by bias. Bias is a partial perspective that clouds good
judgment. In a short essay, define the six biases that can cause a manager to make bad decisions. Then, describe a
situation that is public knowledge where bias was reflected in the manager’s decision-making process.
