Question 1

Managers are often referred to as

Accepted Answer

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

Question 2

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

Accepted Answer

A) True 
 B)False

Question 3

Managers are considered as having ____ style, when they like to consider complex solutions based on as much data as they can gather.

Accepted Answer

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

Question 4

Examples of nonprogrammed decisions would include the decision to

Accepted Answer

A)  reorder supplies. 
B)  develop a new product or service. 
C)  perform routine maintenance on one of the machines in manufacturing. 
D)  terminate an employee for violation of company rules. 
E)  fill a position. 
A)  reorder supplies. 
B)  develop a new product or service. 
C)  perform routine maintenance on one of the machines in manufacturing. 
D)  terminate an employee for violation of company rules. 
E)  fill a position.

Question 5

Ryan is a manager at Dream Catchers. Dream Catchers is currently operating in an environment of high uncertainty. As a result, Ryan will

Accepted Answer

A)  likely be making programmed decisions. 
B)  probably have an easy time generating alternatives. 
C)  probably have a difficult time generating alternatives. 
D)  likely rely on the classical model of decision making. 
E)  wait until environment becomes certain. 
A)  likely be making programmed decisions. 
B)  probably have an easy time generating alternatives. 
C)  probably have a difficult time generating alternatives. 
D)  likely rely on the classical model of decision making. 
E)  wait until environment becomes certain.

Question 6

List four of the eight questions Kepner and Tregoe recommend that managers ask when diagnosing and analyzing causes.

Accepted Answer

Students can answer with any four of the

Question 7

WorldCom, a telecommunications company, decided to buy Skytel in 1999. This would be considered a programmed decision.

Accepted Answer

A) True 
 B)False

Question 8

The rapid pace of today's business environment requires only top management to make decisions and have the information, skills, and freedom they need to respond immediately to problems and questions.

Accepted Answer

A) True 
 B)False

Question 9

The decision-maker must ____ once the problem has been recognized and analyzed.

Accepted Answer

A)  evaluate and provide feedback 
B)  choose among alternatives 
C)  generate alternatives 
D)  prioritize the alternatives 
E)  reanalyze the problem 
A)  evaluate and provide feedback 
B)  choose among alternatives 
C)  generate alternatives 
D)  prioritize the alternatives 
E)  reanalyze the problem

Question 10

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

Accepted Answer

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

Question 11

According to both research and managerial experience, intuitive decisions are best and always work out.

Accepted Answer

A) True 
 B)False

Question 12

Risk propensity refers to the willingness to undertake risk with the opportunity of gaining an increased payoff.

Accepted Answer

A) True 
 B)False

Question 13

Which of these styles is adopted by managers having a deep concern for others as individuals?

Accepted Answer

A)  Behavioral 
B)  Classical 
C)  Analytic 
D)  Logical 
E)  Conceptual 
A)  Behavioral 
B)  Classical 
C)  Analytic 
D)  Logical 
E)  Conceptual

Question 14

Uncertainty 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.

Accepted Answer

A) True 
 B)False

Question 15

Intuition is a quick apprehension of a decision situation based on past experience but without conscious thought.

Accepted Answer

A) True 
 B)False

Question 16

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 17

A risk taker

Accepted Answer

A)  takes many chances. 
B)  will always try to increase his/her return by choosing a riskier alternative. 
C)  will select an alternative with a low probability of success if the expected payout is higher. 
D)  all of these. 
E)  will always try to increase his/her return by choosing a riskier alternative and will select an alternative with a low probability of success if the expected payout is higher. 
A)  takes many chances. 
B)  will always try to increase his/her return by choosing a riskier alternative. 
C)  will select an alternative with a low probability of success if the expected payout is higher. 
D)  all of these. 
E)  will always try to increase his/her return by choosing a riskier alternative and will select an alternative with a low probability of success if the expected payout is higher.

Question 18

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 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

Question 19

Which model of decision making is associated with satisficing, bounded rationality, and uncertainty?

Accepted Answer

A)  classical 
B)  administrative 
C)  quantitative 
D)  rational 
E)  political 
A)  classical 
B)  administrative 
C)  quantitative 
D)  rational 
E)  political

Question 20

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

Accepted Answer

A) True 
 B)False

Managers are often referred to as

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

Managers are considered as having ____ style, when they like to consider complex solutions based on as much data as they can gather.

Examples of nonprogrammed decisions would include the decision to

Ryan is a manager at Dream Catchers. Dream Catchers is currently operating in an environment of high uncertainty. As a result, Ryan will

List four of the eight questions Kepner and Tregoe recommend that managers ask when diagnosing and analyzing causes.

WorldCom, a telecommunications company, decided to buy Skytel in 1999. This would be considered a programmed decision.

The rapid pace of today's business environment requires only top management to make decisions and have the information, skills, and freedom they need to respond immediately to problems and questions.

The decision-maker must ____ once the problem has been recognized and analyzed.

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

According to both research and managerial experience, intuitive decisions are best and always work out.

Risk propensity refers to the willingness to undertake risk with the opportunity of gaining an increased payoff.

Which of these styles is adopted by managers having a deep concern for others as individuals?

Uncertainty 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.

Intuition is 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

A risk taker

Which model of decision making is associated with satisficing, bounded rationality, and uncertainty?

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

Innovative Management for Turbulent Times

The Evolution of Management Thinking

The Environment and Corporate Culture

Managing in a Global Environment

Managing Ethics and Social Responsibility

Managerial Planning and Goal Setting

Strategy Formulation and Implementation

Designing Adaptive Organizations

Managing Change and Innovation

Managing Human Resources

Managing Diversity

Dynamics of Behavior in Organizations

Leadership

Motivating Employees

Managing Communication

Leading Teams

Managing Quality and Performance

Managing the Value Chain, Information Technology, and E-Business

Managing Small Business Start-Ups

Filters

Exam 8: Managerial Decision Making

Managers are often referred to as

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

Managers are considered as having ____ style, when they like to consider complex solutions based on as much data as they can gather.

Examples of nonprogrammed decisions would include the decision to

Ryan is a manager at Dream Catchers. Dream Catchers is currently operating in an environment of high uncertainty. As a result, Ryan will

List four of the eight questions Kepner and Tregoe recommend that managers ask when diagnosing and analyzing causes.

WorldCom, a telecommunications company, decided to buy Skytel in 1999. This would be considered a programmed decision.

The rapid pace of today's business environment requires only top management to make decisions and have the information, skills, and freedom they need to respond immediately to problems and questions.

The decision-maker must ____ once the problem has been recognized and analyzed.

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

According to both research and managerial experience, intuitive decisions are best and always work out.

Risk propensity refers to the willingness to undertake risk with the opportunity of gaining an increased payoff.

Which of these styles is adopted by managers having a deep concern for others as individuals?

Uncertainty 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.

Intuition is 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

A risk taker

Which model of decision making is associated with satisficing, bounded rationality, and uncertainty?

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

Innovative Management for Turbulent Times

The Evolution of Management Thinking

The Environment and Corporate Culture

Managing in a Global Environment

Managing Ethics and Social Responsibility

Managerial Planning and Goal Setting

Strategy Formulation and Implementation

Designing Adaptive Organizations

Managing Change and Innovation

Managing Human Resources

Managing Diversity

Dynamics of Behavior in Organizations

Leadership

Motivating Employees

Managing Communication

Leading Teams

Managing Quality and Performance

Managing the Value Chain, Information Technology, and E-Business

Managing Small Business Start-Ups

Filters