Question 1

_____ is a vital part of good management because decisions determine how the organization solves its problems, allocates resources, and accomplishes its goals.

Accepted Answer

A)  Organizing 
B)  Competitive visioning 
C)  Proper alignment 
D)  Good decision making 
E)  Leadership 
A)  Organizing 
B)  Competitive visioning 
C)  Proper alignment 
D)  Good decision making 
E)  Leadership

Question 2

People with a(n) _____ style usually are concerned with the personal development of others and may make decisions that help others achieve their goals.

Accepted Answer

A)  classical 
B)  analytic 
C)  logical 
D)  behavioral 
E)  conceptual 
A)  classical 
B)  analytic 
C)  logical 
D)  behavioral 
E)  conceptual

Question 3

Which of the following is a choice made from available alternatives?

Accepted Answer

A)  Decision 
B)  Plan 
C)  Goal 
D)  Tactic 
E)  Strategy 
A)  Decision 
B)  Plan 
C)  Goal 
D)  Tactic 
E)  Strategy

Question 4

Once the desired alternative is developed, it should be _____.

Accepted Answer

A)  analyzed 
B)  evaluated 
C)  selected 
D)  recognized 
E)  identified 
A)  analyzed 
B)  evaluated 
C)  selected 
D)  recognized 
E)  identified

Question 5

Which of the following is the process of forming alliances among managers during the decision making process?

Accepted Answer

A)  Networking 
B)  Socializing 
C)  Coalition building 
D)  Satisficing 
E)  Passing the buck 
A)  Networking 
B)  Socializing 
C)  Coalition building 
D)  Satisficing 
E)  Passing the buck

Question 6

The classical decision making model assumes that the decision-maker is rational, and makes the optimal decision each time.

Accepted Answer

A) True 
 B)False

Question 7

Research has identified four major decision styles. These include all of the following except _____.

Accepted Answer

A)  behavioral 
B)  conceptual 
C)  analytical 
D)  authoritative 
E)  directive 
A)  behavioral 
B)  conceptual 
C)  analytical 
D)  authoritative 
E)  directive

Question 8

Individuals with a conceptual decision-making style are more socially oriented than those with an analytical style.

Accepted Answer

A) True 
 B)False

Question 9

A(n) _____ approach describes how managers actually make decisions, not how they should.

Accepted Answer

The answer of A(n) _____ approach describes how managers actually...

Question 10

Justifying past decisions is a common bias of managers.

Accepted Answer

A) True 
 B)False

Question 11

Brainwriting refers to the tendency of people in groups to suppress contrary opinions.

Accepted Answer

A) True 
 B)False

Question 12

_____ decisions are associated with decision rules.

Accepted Answer

A)  Nonprogrammed 
B)  Unique 
C)  Programmed 
D)  Ill-structured 
E)  Novel 
A)  Nonprogrammed 
B)  Unique 
C)  Programmed 
D)  Ill-structured 
E)  Novel

Question 13

CASE
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.
-If Vaughn uses the classical model of decision making, which of these assumptions would he reject?

Accepted Answer

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. 
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.

Question 14

Brainstorming uses a face-to-face interactive group to spontaneously suggest a wide range of alternatives for decision making.

Accepted Answer

A) True 
 B)False

Question 15

The main difference between risk and uncertainty is that with risk you know the probabilities of the outcomes.

Accepted Answer

A) True 
 B)False

Question 16

Under conditions of _____, statistical analyses are useful.

Accepted Answer

A)  certainty 
B)  ambiguity 
C)  risk 
D)  uncertainty 
E)  conflict 
A)  certainty 
B)  ambiguity 
C)  risk 
D)  uncertainty 
E)  conflict

Question 17

Feedback is the part of monitoring that assesses whether a new decision needs to made.

Accepted Answer

A) True 
 B)False

Question 18

Managers are often referred to as:

Accepted Answer

A)  decision makers. 
B)  peace makers. 
C)  conflict creators. 
D)  an unnecessary layer of employees. 
E)  profit suppressor. 
A)  decision makers. 
B)  peace makers. 
C)  conflict creators. 
D)  an unnecessary layer of employees. 
E)  profit suppressor.

Question 19

Managers with an analytical decision style like to consider complex solutions based on as much data as they can gather.

Accepted Answer

A) True 
 B)False

Question 20

The ability to make _____ decisions is a critical skill in today's fast-moving organizations.

Accepted Answer

A)  fast 
B)  widely supported 
C)  high-quality 
D)  frequent 
E)  all of these 
A)  fast 
B)  widely supported 
C)  high-quality 
D)  frequent 
E)  all of these

_____ is a vital part of good management because decisions determine how the organization solves its problems, allocates resources, and accomplishes its goals.

People with a(n) _____ style usually are concerned with the personal development of others and may make decisions that help others achieve their goals.

Which of the following is a choice made from available alternatives?

Once the desired alternative is developed, it should be _____.

Which of the following is the process of forming alliances among managers during the decision making process?

The classical decision making model assumes that the decision-maker is rational, and makes the optimal decision each time.

Research has identified four major decision styles. These include all of the following except _____.

Individuals with a conceptual decision-making style are more socially oriented than those with an analytical style.

A(n) _____ approach describes how managers actually make decisions, not how they should.

Justifying past decisions is a common bias of managers.

Brainwriting refers to the tendency of people in groups to suppress contrary opinions.

_____ decisions are associated with decision rules.

Brainstorming uses a face-to-face interactive group to spontaneously suggest a wide range of alternatives for decision making.

The main difference between risk and uncertainty is that with risk you know the probabilities of the outcomes.

Under conditions of _____, statistical analyses are useful.

Feedback is the part of monitoring that assesses whether a new decision needs to made.

Managers are often referred to as:

Managers with an analytical decision style like to consider complex solutions based on as much data as they can gather.

The ability to make _____ decisions is a critical skill in today's fast-moving organizations.

Innovative Management for a Changing World

The Evolution of Management Thinking

The Environment and Corporate Culture

Managing in a Global Environment

Managing Ethics and Social Responsibility

Managing Small Business Start Ups

Managerial Planning and Goal Setting

Strategy Formulation and Execution

Designing Adaptive Organizations

Managing Change and Innovation

Managing Human Resources

Managing Diversity

Understanding Individual Behavior

Leadership

Motivating Employees

Managing Communication

Leading Teams

Managing Quality and Performance

Filters

Exam 9: Managerial Decision Making

_____ is a vital part of good management because decisions determine how the organization solves its problems, allocates resources, and accomplishes its goals.

People with a(n) _____ style usually are concerned with the personal development of others and may make decisions that help others achieve their goals.

Which of the following is a choice made from available alternatives?

Once the desired alternative is developed, it should be _____.

Which of the following is the process of forming alliances among managers during the decision making process?

The classical decision making model assumes that the decision-maker is rational, and makes the optimal decision each time.

Research has identified four major decision styles. These include all of the following except _____.

Individuals with a conceptual decision-making style are more socially oriented than those with an analytical style.

A(n) _____ approach describes how managers actually make decisions, not how they should.

Justifying past decisions is a common bias of managers.

Brainwriting refers to the tendency of people in groups to suppress contrary opinions.

_____ decisions are associated with decision rules.

Brainstorming uses a face-to-face interactive group to spontaneously suggest a wide range of alternatives for decision making.

The main difference between risk and uncertainty is that with risk you know the probabilities of the outcomes.

Under conditions of _____, statistical analyses are useful.

Feedback is the part of monitoring that assesses whether a new decision needs to made.

Managers are often referred to as:

Managers with an analytical decision style like to consider complex solutions based on as much data as they can gather.

The ability to make _____ decisions is a critical skill in today's fast-moving organizations.

Innovative Management for a Changing World

The Evolution of Management Thinking

The Environment and Corporate Culture

Managing in a Global Environment

Managing Ethics and Social Responsibility

Managing Small Business Start Ups

Managerial Planning and Goal Setting

Strategy Formulation and Execution

Designing Adaptive Organizations

Managing Change and Innovation

Managing Human Resources

Managing Diversity

Understanding Individual Behavior

Leadership

Motivating Employees

Managing Communication

Leading Teams

Managing Quality and Performance

Filters