Question 1

____________________ decisions involve situations that have occurred often enough to enable decision rules to be developed and applied in the future.

Accepted Answer

The answer of ____________________ decisions involve situations that have occurred...

Question 2

The __________ is the individual who is assigned the role of challenging assumptions made by the group.

Accepted Answer

A)  group gadfly 
B)  multiple advocate 
C)  devil's advocate 
D)  brainstormer 
E)  inferior member 
A)  group gadfly 
B)  multiple advocate 
C)  devil's advocate 
D)  brainstormer 
E)  inferior member

Question 3

Decision making is easy, given that everybody makes decisions everyday.

Accepted Answer

A) True 
 B)False

Question 4

Two employees in Jessie's department quit. She is faced with the decision to fill these positions. This would be considered a nonprogrammed decision.

Accepted Answer

A) True 
 B)False

Question 5

A choice made from available alternatives is called a decision.

Accepted Answer

A) True 
 B)False

Question 6

The political model represents an "ideal" model of decision making that is often unattainable by real people in real organizations.

Accepted Answer

A) True 
 B)False

Question 7

Two area banks, Bank A and Bank B, decided to merge their operations. This is an example of a

Accepted Answer

A)  programmed decision. 
B)  nonprogrammed decision. 
C)  decision rule. 
D)  structured decision. 
E)  bad community decision. 
A)  programmed decision. 
B)  nonprogrammed decision. 
C)  decision rule. 
D)  structured decision. 
E)  bad community decision.

Question 8

A(n) _________________________ is assigned the role of challenging the assumptions and assertions made by the group.

Accepted Answer

The answer of A(n) _________________________ is assigned the role of...

Question 9

Feedback provides decision-makers with information that can precipitate a new decision cycle.

Accepted Answer

A) True 
 B)False

Question 10

The recognition of the decision requirement step in the managerial decision making process requires managers to

Accepted Answer

A)  develop alternative solutions. 
B)  integrate information in novel ways. 
C)  use the classical model of decision making. 
D)  focus on generating ideas. 
E)  select undesirable alternatives. 
A)  develop alternative solutions. 
B)  integrate information in novel ways. 
C)  use the classical model of decision making. 
D)  focus on generating ideas. 
E)  select undesirable alternatives.

Question 11

The behavioral style is often adopted by managers who like to consider complex solutions based on as much data as they can gather.

Accepted Answer

A) True 
 B)False

Question 12

Devil's advocate technique is similar to brainstorming in that both techniques prevent individuals from challenging other group member's assumptions.

Accepted Answer

A) True 
 B)False

Question 13

__________ is the first step in the managerial decision making process.

Accepted Answer

A)  Evaluation and feedback 
B)  Development of alternatives 
C)  Recognition of decision requirement 
D)  Diagnosis and analysis of causes 
E)  Selection of desired alternatives 
A)  Evaluation and feedback 
B)  Development of alternatives 
C)  Recognition of decision requirement 
D)  Diagnosis and analysis of causes 
E)  Selection of desired alternatives

Question 14

The Vroom-Jago model helps leaders to determine the best level of group involvement in the decision process, with five styles ranging from Decide through Delegate.

Accepted Answer

A) True 
 B)False

Question 15

Which of these has the highest possibility of failure?

Accepted Answer

A)  The conditions of certainty 
B)  The conditions of ambiguity 
C)  The conditions of uncertainty 
D)  The conditions of risk 
E)  All of these 
A)  The conditions of certainty 
B)  The conditions of ambiguity 
C)  The conditions of uncertainty 
D)  The conditions of risk 
E)  All of these

Question 16

Josh is a manager at Baseball Equipment. He is thinking about involving his subordinates in the decision making process. According to Vroom and Jago, if

Accepted Answer

A)  his subordinates typically go along with whatever Josh decides, their involvement is not that important. 
B)  Josh does not have good information; there is no need to involve the subordinates. 
C)  the subordinates do not share in the goals of the organization, Josh should let them make the decision alone. 
D)  the problem is ambiguous and poorly structured, there is a need for Josh to interact with his subordinates. 
E)  None of these applies. 
A)  his subordinates typically go along with whatever Josh decides, their involvement is not that important. 
B)  Josh does not have good information; there is no need to involve the subordinates. 
C)  the subordinates do not share in the goals of the organization, Josh should let them make the decision alone. 
D)  the problem is ambiguous and poorly structured, there is a need for Josh to interact with his subordinates. 
E)  None of these applies.

Question 17

Decision-making must not be done amid ever-changing factors, unclear information, and conflicting points of view.

Accepted Answer

A) True 
 B)False

Question 18

The __________ style is used by people who prefer simple, clear-cut solutions to problems.

Accepted Answer

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

Question 19

Explain the difference between programmed and nonprogrammed decisions and give an example of each.

Accepted Answer

Programmed decisions involve situations

Question 20

CASE
Scenario - Brandon Folk
Brandon Folk manages a group of eight electrical engineers at Athex Designs. His team is highly trained and well respected by experts both inside and outside the company. Recently one of Brandon'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 Brandon wasn't certain that developing this technology was the best use of his limited resources. Brandon was facing a significant decision.
-If Brandon uses the administrative model of decision making, which of these assumptions would he reject?

Accepted Answer

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 
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

____________________ decisions involve situations that have occurred often enough to enable decision rules to be developed and applied in the future.

The __________ is the individual who is assigned the role of challenging assumptions made by the group.

Decision making is easy, given that everybody makes decisions everyday.

Two employees in Jessie's department quit. She is faced with the decision to fill these positions. This would be considered a nonprogrammed decision.

A choice made from available alternatives is called a decision.

The political model represents an "ideal" model of decision making that is often unattainable by real people in real organizations.

Two area banks, Bank A and Bank B, decided to merge their operations. This is an example of a

A(n) _________________________ is assigned the role of challenging the assumptions and assertions made by the group.

Feedback provides decision-makers with information that can precipitate a new decision cycle.

The recognition of the decision requirement step in the managerial decision making process requires managers to

The behavioral style is often adopted by managers who like to consider complex solutions based on as much data as they can gather.

Devil's advocate technique is similar to brainstorming in that both techniques prevent individuals from challenging other group member's assumptions.

__________ is the first step in the managerial decision making process.

The Vroom-Jago model helps leaders to determine the best level of group involvement in the decision process, with five styles ranging from Decide through Delegate.

Which of these has the highest possibility of failure?

Josh is a manager at Baseball Equipment. He is thinking about involving his subordinates in the decision making process. According to Vroom and Jago, if

Decision-making must not be done amid ever-changing factors, unclear information, and conflicting points of view.

The __________ style is used by people who prefer simple, clear-cut solutions to problems.

Explain the difference between programmed and nonprogrammed decisions and give an example of each.

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

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Managerial and Quality Control

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Exam 9: Managerial Decision Making

____________________ decisions involve situations that have occurred often enough to enable decision rules to be developed and applied in the future.

The __________ is the individual who is assigned the role of challenging assumptions made by the group.

Decision making is easy, given that everybody makes decisions everyday.

Two employees in Jessie's department quit. She is faced with the decision to fill these positions. This would be considered a nonprogrammed decision.

A choice made from available alternatives is called a decision.

The political model represents an "ideal" model of decision making that is often unattainable by real people in real organizations.

Two area banks, Bank A and Bank B, decided to merge their operations. This is an example of a

A(n) _________________________ is assigned the role of challenging the assumptions and assertions made by the group.

Feedback provides decision-makers with information that can precipitate a new decision cycle.

The recognition of the decision requirement step in the managerial decision making process requires managers to

The behavioral style is often adopted by managers who like to consider complex solutions based on as much data as they can gather.

Devil's advocate technique is similar to brainstorming in that both techniques prevent individuals from challenging other group member's assumptions.

__________ is the first step in the managerial decision making process.

The Vroom-Jago model helps leaders to determine the best level of group involvement in the decision process, with five styles ranging from Decide through Delegate.

Which of these has the highest possibility of failure?

Josh is a manager at Baseball Equipment. He is thinking about involving his subordinates in the decision making process. According to Vroom and Jago, if

Decision-making must not be done amid ever-changing factors, unclear information, and conflicting points of view.

The __________ style is used by people who prefer simple, clear-cut solutions to problems.

Explain the difference between programmed and nonprogrammed decisions and give an example of each.

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