Question 1

Managers confront a decision requirement in the form of either a problem or an opportunity.

Accepted Answer

A) True 
 B)False

Question 2

The Vroom-Jago model

Accepted Answer

A)  helps managers determine the appropriate amount of participation for subordinates. 
B)  helps managers implement the classical model of decision making. 
C)  is only useful in programmed decision situations. 
D)  forces managers to make decisions without participation. 
E)  helps managers avoid participation. 
A)  helps managers determine the appropriate amount of participation for subordinates. 
B)  helps managers implement the classical model of decision making. 
C)  is only useful in programmed decision situations. 
D)  forces managers to make decisions without participation. 
E)  helps managers avoid participation.

Question 3

People who prefer simple, clear-cut solutions to problems use the directive style.

Accepted Answer

A) True 
 B)False

Question 4

Gary Klein, a cognitive psychologist, has found that intuition begins with ____________________.

Accepted Answer

The answer of Gary Klein, a cognitive psychologist, has found...

Question 5

Normative means it defines how a decision maker should make decisions.

Accepted Answer

A) True 
 B)False

Question 6

The condition under which ambiguity occurs include

Accepted Answer

A)  alternatives are difficult to define. 
B)  objectives are well defined. 
C)  information about outcomes is readily available. 
D)  all the alternatives are known. 
E)  decisions are already made. 
A)  alternatives are difficult to define. 
B)  objectives are well defined. 
C)  information about outcomes is readily available. 
D)  all the alternatives are known. 
E)  decisions are already made.

Question 7

For a programmed decision,

Accepted Answer

A)  alternatives are usually difficult to identify. 
B)  alternatives are usually easy to identify. 
C)  there are usually few alternatives. 
D)  there are usually few alternatives and they are difficult to identify. 
E)  there are no alternatives. 
A)  alternatives are usually difficult to identify. 
B)  alternatives are usually easy to identify. 
C)  there are usually few alternatives. 
D)  there are usually few alternatives and they are difficult to identify. 
E)  there are no alternatives.

Question 8

The ____________________ stage involves the use of managerial, administrative, and persuasive abilities to ensure that the chosen alternative is carried out.

Accepted Answer

The answer of The ____________________ stage involves the use of...

Question 9

Once the problem or opportunity has been recognized and analyzed, the decision-maker should implement the alternative.

Accepted Answer

A) True 
 B)False

Question 10

Managers can use the Vroom-Jago model to make __________ decisions.

Accepted Answer

A)  timely, unimportant 
B)  low-quality 
C)  problematic 
D)  timely, high-quality 
E)  only time unrestricted 
A)  timely, unimportant 
B)  low-quality 
C)  problematic 
D)  timely, high-quality 
E)  only time unrestricted

Question 11

Under conditions of ____________________, managers know what goal they wish to achieve, but information about alternatives and future events is incomplete.

Accepted Answer

The answer of Under conditions of ____________________, managers know what...

Question 12

Which of these 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

The ____________________ model of decision making is based on economic assumptions.

Accepted Answer

The answer of The ____________________ model of decision making is...

Question 14

The administrative model closely resembles the real environment in which most managers and decision makers operate.

Accepted Answer

A) True 
 B)False

Question 15

All of the following are characteristics of classical decision making model EXCEPT

Accepted Answer

A)  clear-cut problems and goals. 
B)  conditions of certainty. 
C)  rational choice by individual for maximizing outcomes. 
D)  limited information about alternatives and their outcomes. 
E)  all of these are characteristics of classical decision making model. 
A)  clear-cut problems and goals. 
B)  conditions of certainty. 
C)  rational choice by individual for maximizing outcomes. 
D)  limited information about alternatives and their outcomes. 
E)  all of these are characteristics of classical decision making model.

Question 16

____________________ represents a quick apprehension of a decision situation based on past experience but without conscious thought.

Accepted Answer

The answer of ____________________ represents a quick apprehension of a...

Question 17

Nonprogrammed decisions are made in response to situations that are

Accepted Answer

A)  unique. 
B)  unstructured. 
C)  important to the organization. 
D)  all of these 
E)  unique and important to the organization. 
A)  unique. 
B)  unstructured. 
C)  important to the organization. 
D)  all of these 
E)  unique and important to the organization.

Question 18

Once the desired alternative is selected, it should be

Accepted Answer

A)  analyzed. 
B)  evaluated. 
C)  implemented. 
D)  recognized. 
E)  developed. 
A)  analyzed. 
B)  evaluated. 
C)  implemented. 
D)  recognized. 
E)  developed.

Question 19

__________ is the last step in the decision making process.

Accepted Answer

A)  Evaluation and feedback 
B)  Development of alternatives 
C)  Implementation of chosen alternative 
D)  Selection of desired requirement 
E)  Recognition of decision requirement 
A)  Evaluation and feedback 
B)  Development of alternatives 
C)  Implementation of chosen alternative 
D)  Selection of desired requirement 
E)  Recognition of decision requirement

Question 20

When a small community hospital decides to add a radiation therapy unit, it is considered as a

Accepted Answer

A)  programmed decision. 
B)  structured decision. 
C)  nonprogrammed decision. 
D)  poor management decision. 
E)  certainty decision. 
A)  programmed decision. 
B)  structured decision. 
C)  nonprogrammed decision. 
D)  poor management decision. 
E)  certainty decision.

Exam 9: Managerial Decision Making

Managers confront a decision requirement in the form of either a problem or an opportunity.

The Vroom-Jago model

People who prefer simple, clear-cut solutions to problems use the directive style.

Gary Klein, a cognitive psychologist, has found that intuition begins with ____________________.

Normative means it defines how a decision maker should make decisions.

The condition under which ambiguity occurs include

For a programmed decision,

The ____________________ stage involves the use of managerial, administrative, and persuasive abilities to ensure that the chosen alternative is carried out.

Once the problem or opportunity has been recognized and analyzed, the decision-maker should implement the alternative.

Managers can use the Vroom-Jago model to make __________ decisions.

Under conditions of ____________________, managers know what goal they wish to achieve, but information about alternatives and future events is incomplete.

Which of these decisions are associated with decision rules?

The ____________________ model of decision making is based on economic assumptions.

The administrative model closely resembles the real environment in which most managers and decision makers operate.

All of the following are characteristics of classical decision making model EXCEPT

____________________ represents a quick apprehension of a decision situation based on past experience but without conscious thought.

Nonprogrammed decisions are made in response to situations that are

Once the desired alternative is selected, it should be

__________ is the last step in the decision making process.

When a small community hospital decides to add a radiation therapy unit, it is considered as a

Managing in Turbulent Times

The Evolution of Management Thinking

The Environment and Corporate Culture

Managing in a Global Environment

Ethics and Social Responsibility

Managing Small Business Start-Ups

Managerial Planning and Goal Setting

Strategy Formulation and Implementation

Designing Adaptive Organizations

Managing Change and Innovation

Human Resource Management

Meeting the Challenge of Diversity

Dynamics of Behavior in Organizations

Leadership

Motivation

Communication

Teamwork

Managerial and Quality Control

Information Technology and E-Business

Operations and Value Chain Management

Filters