Question 1

A regional manager decided to increase production based on random data that were interpreted to show a pattern of increased sales.Which type of bias does this reflect?

Accepted Answer

A) Systematic errors 
B) Representative bias 
C) Clustering illusion 
D) Illusion of control and overconfidence bias 
E) Prior hypothesis bias 
A) Systematic errors 
B) Representative bias 
C) Clustering illusion 
D) Illusion of control and overconfidence bias 
E) Prior hypothesis bias C

Question 2

The rational or classical model of decision making assumes:

Accepted Answer

A) that managers have all the information they need to make an optimal decision 
B) that managers often do not act in the best interests of the organization 
C) that a manager's ability to be rational is limited or bounded 
D) that managers tend to satisfice 
E) that managers often make decisions under conditions of uncertainty 
A) that managers have all the information they need to make an optimal decision 
B) that managers often do not act in the best interests of the organization 
C) that a manager's ability to be rational is limited or bounded 
D) that managers tend to satisfice 
E) that managers often make decisions under conditions of uncertainty A

Question 3

An organization in which managers try to maximize the ability of individuals and groups to think and behave creatively and thus maximize the potential for organizational learning to take place is known as:

Accepted Answer

A) a learning organization 
B) a groupthink organization 
C) a privately held organization 
D) a heuristic organization 
E) an ergonomic organization 
A) a learning organization 
B) a groupthink organization 
C) a privately held organization 
D) a heuristic organization 
E) an ergonomic organization A

Question 4

Errors that people make over and over and that result in poor decision making are known as:

Accepted Answer

A) systematic errors 
B) representative bias 
C) confirmation bias 
D) illusion of control and overconfidence bias 
E) recency effect 
A) systematic errors 
B) representative bias 
C) confirmation bias 
D) illusion of control and overconfidence bias 
E) recency effect

Question 5

Which of the following is not a step in the decision-making process?

Accepted Answer

A) Generating alternatives 
B) Assessing alternatives 
C) Learning from feedback 
D) Choosing among alternatives 
E) Seek feedback from competitors 
A) Generating alternatives 
B) Assessing alternatives 
C) Learning from feedback 
D) Choosing among alternatives 
E) Seek feedback from competitors

Question 6

The last step in the decision-making process is to learn from feedback.

Accepted Answer

A) True 
 B)False

Question 7

Rules of thumb that simplify decision making are called heuristics.

Accepted Answer

A) True 
 B)False

Question 8

The ability to make sound decisions based on one's experience and immediate feelings about the information at hand is called:

Accepted Answer

A) Judgment 
B) Bounded rationality 
C) Heuristics 
D) Satisficing 
E) Intuition 
A) Judgment 
B) Bounded rationality 
C) Heuristics 
D) Satisficing 
E) Intuition

Question 9

When a manager must decide whether he/she has the capabilities and resources required to implement the alternate causes of action,upon which criteria for decision making is this manager focusing?

Accepted Answer

A) Practicality 
B) Economic feasibility 
C) Legality 
D) Ethnicity 
E) Urgency 
A) Practicality 
B) Economic feasibility 
C) Legality 
D) Ethnicity 
E) Urgency

Question 10

Managers who are rational in the way they process information but can handle more ambiguity and uncertainty have which decision-making style?

Accepted Answer

A) Analytic 
B) Conceptual 
C) Directive 
D) Behavioural 
E) Intuitive 
A) Analytic 
B) Conceptual 
C) Directive 
D) Behavioural 
E) Intuitive

Question 11

Prior hypothesis bias occurs when managers make decisions based on strong beliefs that they think apply to the situation even when they don't.

Accepted Answer

A) True 
 B)False

Question 12

The process by which managers respond to opportunities and threats that confront their organization by analyzing options and taking actions is known as:

Accepted Answer

A) Decision making 
B) Bounded rationality 
C) Systematic error 
D) Intuition 
E) Heuristics 
A) Decision making 
B) Bounded rationality 
C) Systematic error 
D) Intuition 
E) Heuristics

Question 13

Creativity is the ability of the decision maker to discover original ideas.

Accepted Answer

A) True 
 B)False

Question 14

A source of cognitive bias resulting from the tendency to overestimate one's own ability to control activities and events is known as:

Accepted Answer

A) systematic errors 
B) representative bias 
C) escalating commitment 
D) illusion of control and overconfidence bias 
E) fundamental attribution error 
A) systematic errors 
B) representative bias 
C) escalating commitment 
D) illusion of control and overconfidence bias 
E) fundamental attribution error

Question 15

Having a minimal commitment to social responsibility,and a willingness to do what the law requires and no more is known as what type of approach to social responsibility?

Accepted Answer

A) Obstruction approach 
B) Defensive approach 
C) Accommodative approach 
D) Proactive approach 
E) Distributive approach 
A) Obstruction approach 
B) Defensive approach 
C) Accommodative approach 
D) Proactive approach 
E) Distributive approach

Question 16

Nonroutine decision making that occurs in response to unusual,unpredictable opportunities,and threats is known as:

Accepted Answer

A) Heuristic decision making 
B) Nonprogrammed decision making 
C) Programmed decision making 
D) Groupthink decision making 
E) Creative decision making 
A) Heuristic decision making 
B) Nonprogrammed decision making 
C) Programmed decision making 
D) Groupthink decision making 
E) Creative decision making

Question 17

An organization's code of ethics is derived from which of the following?

Accepted Answer

A) Societal ethics 
B) Professional ethics 
C) Individual ethics 
D) Professional and individual ethics 
E) Societal,professional,and individual ethics 
A) Societal ethics 
B) Professional ethics 
C) Individual ethics 
D) Professional and individual ethics 
E) Societal,professional,and individual ethics

Question 18

Differentiate between programmed and nonprogrammed decisions and include two examples of each type of decision.

Accepted Answer

Programmed decision making is routine,au

Question 19

The tendency of decision makers to overestimate their ability is known as representativeness bias.

Accepted Answer

A) True 
 B)False

Question 20

Routine,virtually automatic decision making that follows established rules or guidelines are known as:

Accepted Answer

A) Heuristic decisions 
B) Nonprogrammed decisions 
C) Programmed decisions 
D) Groupthink decisions 
E) Creative decisions 
A) Heuristic decisions 
B) Nonprogrammed decisions 
C) Programmed decisions 
D) Groupthink decisions 
E) Creative decisions

A regional manager decided to increase production based on random data that were interpreted to show a pattern of increased sales.Which type of bias does this reflect?

The rational or classical model of decision making assumes:

An organization in which managers try to maximize the ability of individuals and groups to think and behave creatively and thus maximize the potential for organizational learning to take place is known as:

Errors that people make over and over and that result in poor decision making are known as:

Which of the following is not a step in the decision-making process?

The last step in the decision-making process is to learn from feedback.

Rules of thumb that simplify decision making are called heuristics.

The ability to make sound decisions based on one's experience and immediate feelings about the information at hand is called:

When a manager must decide whether he/she has the capabilities and resources required to implement the alternate causes of action,upon which criteria for decision making is this manager focusing?

Managers who are rational in the way they process information but can handle more ambiguity and uncertainty have which decision-making style?

Prior hypothesis bias occurs when managers make decisions based on strong beliefs that they think apply to the situation even when they don't.

The process by which managers respond to opportunities and threats that confront their organization by analyzing options and taking actions is known as:

Creativity is the ability of the decision maker to discover original ideas.

A source of cognitive bias resulting from the tendency to overestimate one's own ability to control activities and events is known as:

Having a minimal commitment to social responsibility,and a willingness to do what the law requires and no more is known as what type of approach to social responsibility?

Nonroutine decision making that occurs in response to unusual,unpredictable opportunities,and threats is known as:

An organization's code of ethics is derived from which of the following?

Differentiate between programmed and nonprogrammed decisions and include two examples of each type of decision.

The tendency of decision makers to overestimate their ability is known as representativeness bias.

Routine,virtually automatic decision making that follows established rules or guidelines are known as:

Managers and Managing

Managing the Organizational Environment

Managing Planning and Strategy

Managing Organizational Structure

Managing Communication and Information Technology IT

Managing Human Resources

Managing Motivation

Managing Leadership

Managing Teams

Managing Control and Operations

Managing Change

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Exam 3: Managing Decision Making

A regional manager decided to increase production based on random data that were interpreted to show a pattern of increased sales.Which type of bias does this reflect?

The rational or classical model of decision making assumes:

An organization in which managers try to maximize the ability of individuals and groups to think and behave creatively and thus maximize the potential for organizational learning to take place is known as:

Errors that people make over and over and that result in poor decision making are known as:

Which of the following is not a step in the decision-making process?

The last step in the decision-making process is to learn from feedback.

Rules of thumb that simplify decision making are called heuristics.

The ability to make sound decisions based on one's experience and immediate feelings about the information at hand is called:

When a manager must decide whether he/she has the capabilities and resources required to implement the alternate causes of action,upon which criteria for decision making is this manager focusing?

Managers who are rational in the way they process information but can handle more ambiguity and uncertainty have which decision-making style?

Prior hypothesis bias occurs when managers make decisions based on strong beliefs that they think apply to the situation even when they don't.

The process by which managers respond to opportunities and threats that confront their organization by analyzing options and taking actions is known as:

Creativity is the ability of the decision maker to discover original ideas.

A source of cognitive bias resulting from the tendency to overestimate one's own ability to control activities and events is known as:

Having a minimal commitment to social responsibility,and a willingness to do what the law requires and no more is known as what type of approach to social responsibility?

Nonroutine decision making that occurs in response to unusual,unpredictable opportunities,and threats is known as:

An organization's code of ethics is derived from which of the following?

Differentiate between programmed and nonprogrammed decisions and include two examples of each type of decision.

The tendency of decision makers to overestimate their ability is known as representativeness bias.

Routine,virtually automatic decision making that follows established rules or guidelines are known as:

Managers and Managing

Managing the Organizational Environment

Managing Planning and Strategy

Managing Organizational Structure

Managing Communication and Information Technology IT

Managing Human Resources

Managing Motivation

Managing Leadership

Managing Teams

Managing Control and Operations

Managing Change

Filters