Question 1

_____ can be interpreted in multiple and often conflicting ways.

Accepted Answer

A) Incomplete information 
B) Bounded rationality 
C) Risk 
D) Ambiguous information 
E) Uncertainty 
A) Incomplete information 
B) Bounded rationality 
C) Risk 
D) Ambiguous information 
E) Uncertainty

Question 2

Discuss the principle of the classical model of decision making and explain how it relies on assumptions.

Accepted Answer

The premise of the classical model is th

Question 3

The reason skunkworks are separated from the normal operation of an organization is to

Accepted Answer

A) encourage them to devote all of their attention to developing new products. 
B) have them take ownership of a project. 
C) encourage them to bear the uncertainty and risk associated with the hard work. 
D) promote team learning and group creativity. 
E) allow them to start new ventures of their own. 
A) encourage them to devote all of their attention to developing new products. 
B) have them take ownership of a project. 
C) encourage them to bear the uncertainty and risk associated with the hard work. 
D) promote team learning and group creativity. 
E) allow them to start new ventures of their own.

Question 4

Marianna and two other middle managers worked as a team to make decisions and solve problems.By combining skills and knowledge, they were able to generate some feasible alternatives and make good decisions.Now it is time to implement the decisions.How does group decision making affect the implementation phase?

Accepted Answer

In the implementation phase, all manager

Question 5

________ decisions are nonroutine decisions made in response to novel situations in business.

Accepted Answer

A) Rule-based 
B) Automatic 
C) Guideline-based 
D) Predetermined 
E) Nonprogrammed 
A) Rule-based 
B) Automatic 
C) Guideline-based 
D) Predetermined 
E) Nonprogrammed

Question 6

Corey has been looking at several alternative locations for his new facility and performs a cost-benefit analysis in order to determine the net financial payoff of each location.Which criterion of decision making is Corey focusing on?

Accepted Answer

A) economic feasibility 
B) practicality 
C) ethicalness 
D) legality 
E) functionality 
A) economic feasibility 
B) practicality 
C) ethicalness 
D) legality 
E) functionality

Question 7

_____ are rules of thumb that simplify the decision-making process.

Accepted Answer

A) Dialectical inquires 
B) Cognitive biases 
C) Heuristics 
D) Intuitions 
E) Reasoned judgments 
A) Dialectical inquires 
B) Cognitive biases 
C) Heuristics 
D) Intuitions 
E) Reasoned judgments

Question 8

Raul, the president of Bank Missouri, is attempting to determine whether the bank has both the capability and the resources to open a branch facility in a new location.Which criterion of decision making is Raul focusing on?

Accepted Answer

A) practicality 
B) ethicalness 
C) legality 
D) economic feasibility 
E) functionality 
A) practicality 
B) ethicalness 
C) legality 
D) economic feasibility 
E) functionality

Question 9

When paper supplies reach a minimum level, Ethan makes a call to the supplier to order more paper.What type of decision does this represent?

Accepted Answer

A) brainstormed decision 
B) heuristic decision 
C) programmed decision 
D) intuitive decision 
E) creative decision 
A) brainstormed decision 
B) heuristic decision 
C) programmed decision 
D) intuitive decision 
E) creative decision

Question 10

Intuitive decisions require time and effort and result from careful information gathering.

Accepted Answer

A) True 
 B)False

Question 11

Which of the following is an accurate description of satisficing?

Accepted Answer

A) viewing problems from a fresh perspective to come up with creative alternative solutions to specific problems 
B) generating creative alternatives to solve problems and taking advantage of opportunities by abandoning existing mind-sets 
C) conducting a retrospective analysis to see what can be learned from past successes or failures 
D) searching for and choosing acceptable or satisfactory ways to respond to problems and opportunities rather than trying to make the optimal decision 
E) seeking and using information that is consistent with prior beliefs and ignoring information that contradicts those beliefs 
A) viewing problems from a fresh perspective to come up with creative alternative solutions to specific problems 
B) generating creative alternatives to solve problems and taking advantage of opportunities by abandoning existing mind-sets 
C) conducting a retrospective analysis to see what can be learned from past successes or failures 
D) searching for and choosing acceptable or satisfactory ways to respond to problems and opportunities rather than trying to make the optimal decision 
E) seeking and using information that is consistent with prior beliefs and ignoring information that contradicts those beliefs

Question 12

_______ are mistakes in decision making that some managers make repeatedly.

Accepted Answer

A) Dialectical errors 
B) Programmed decisions 
C) Nonprogrammed decisions 
D) Intuitive judgments 
E) Systematic errors 
A) Dialectical errors 
B) Programmed decisions 
C) Nonprogrammed decisions 
D) Intuitive judgments 
E) Systematic errors

Question 13

Which of the following is a guideline to promoting individual creativity in an organization?

Accepted Answer

A) Creativity increases when managers monitor the employee's actions. 
B) Building a shared vision can curb an individual's sense of creativity. 
C) Creativity results when employees have an opportunity to experiment. 
D) Employees are discouraged when they receive constructive feedback. 
E) Creative people are not encouraged by contests and rewards. 
A) Creativity increases when managers monitor the employee's actions. 
B) Building a shared vision can curb an individual's sense of creativity. 
C) Creativity results when employees have an opportunity to experiment. 
D) Employees are discouraged when they receive constructive feedback. 
E) Creative people are not encouraged by contests and rewards.

Question 14

Which of the following is true about a learning organization?

Accepted Answer

A) Allowing individuals to develop a personal sense of mastery is detrimental to organizational learning. 
B) Organizations need to encourage employees to develop and use complex mental models. 
C) Individual learning is more important than team learning in increasing organizational learning. 
D) Building a shared vision can curb an individual's sense of creativity. 
E) Creativity increases when managers pressure employees to deliver creative solutions quickly. 
A) Allowing individuals to develop a personal sense of mastery is detrimental to organizational learning. 
B) Organizations need to encourage employees to develop and use complex mental models. 
C) Individual learning is more important than team learning in increasing organizational learning. 
D) Building a shared vision can curb an individual's sense of creativity. 
E) Creativity increases when managers pressure employees to deliver creative solutions quickly.

Question 15

_____ is present when managers know the possible outcomes of a particular course of action and can assign probabilities to them.

Accepted Answer

A) Uncertainty 
B) Incomplete information 
C) Risk 
D) Ambiguity 
E) Cognitive limitation 
A) Uncertainty 
B) Incomplete information 
C) Risk 
D) Ambiguity 
E) Cognitive limitation

Question 16

Decision making is the process by which managers respond to opportunities and threats to make determinations about organizational goals and courses of action.

Accepted Answer

A) True 
 B)False

Question 17

Building a(n) _____ is not easy and it requires that managers change their management assumptions radically.

Accepted Answer

A) learning organization 
B) administrative model 
C) intuitive organization 
D) heuristic organization 
E) classical model 
A) learning organization 
B) administrative model 
C) intuitive organization 
D) heuristic organization 
E) classical model

Question 18

Explain why March and Simon developed the administrative model of decision making and distinguish the three concepts on which the model is based.

Accepted Answer

March and Simon developed the administra

Question 19

The top manager asked Aisha to organize a team of managers to make some decisions and solve some problems in the company.He gave her a very short timeline to propose some solutions.As Aisha considers who she will choose for group members, she is concerned about cognitive bias and groupthink.She doesn't have the time or the energy to use the devil's advocacy and dialectical inquiry techniques to counter the effects.What advice would you give Aisha about choosing the group members?

Accepted Answer

Another way to improve group decision ma

Question 20

After reading Focus on Diversity "Programmed Decision Making at UPS," explain how the training program for UPS drivers is related to programmed decision making?

Accepted Answer

Programmed decision making is a routine,

_____ can be interpreted in multiple and often conflicting ways.

Discuss the principle of the classical model of decision making and explain how it relies on assumptions.

The reason skunkworks are separated from the normal operation of an organization is to

________ decisions are nonroutine decisions made in response to novel situations in business.

Corey has been looking at several alternative locations for his new facility and performs a cost-benefit analysis in order to determine the net financial payoff of each location.Which criterion of decision making is Corey focusing on?

_____ are rules of thumb that simplify the decision-making process.

Raul, the president of Bank Missouri, is attempting to determine whether the bank has both the capability and the resources to open a branch facility in a new location.Which criterion of decision making is Raul focusing on?

When paper supplies reach a minimum level, Ethan makes a call to the supplier to order more paper.What type of decision does this represent?

Intuitive decisions require time and effort and result from careful information gathering.

Which of the following is an accurate description of satisficing?

_______ are mistakes in decision making that some managers make repeatedly.

Which of the following is a guideline to promoting individual creativity in an organization?

Which of the following is true about a learning organization?

_____ is present when managers know the possible outcomes of a particular course of action and can assign probabilities to them.

Decision making is the process by which managers respond to opportunities and threats to make determinations about organizational goals and courses of action.

Building a(n) _____ is not easy and it requires that managers change their management assumptions radically.

Explain why March and Simon developed the administrative model of decision making and distinguish the three concepts on which the model is based.

After reading Focus on Diversity "Programmed Decision Making at UPS," explain how the training program for UPS drivers is related to programmed decision making?

Managers and Managing

The Evolution of Management

Values, Attitudes, Emotions, and Culture: The Manager As a Person

Ethics and Social Responsibility

Managing Diverse Employees in a Multicultural Environment

Managing in the Global Environment

The Manager As a Planner and a Strategist

Value Chain Management: Functional Strategies for Competitive Advantage

Managing Organizational Structure and Culture

Organizational Control and Change

Human Resource Management

Motivation Performance

Leadership

Effective Groups and Teams

Promoting Effective Communication

Managing Conflict, Politics, and Negotiation

Used Advanced Information Technology to Increase Performance

Filters

Exam 7: Decision Making, Learning, Creativity, and Entrepreneurship

_____ can be interpreted in multiple and often conflicting ways.

Discuss the principle of the classical model of decision making and explain how it relies on assumptions.

The reason skunkworks are separated from the normal operation of an organization is to

________ decisions are nonroutine decisions made in response to novel situations in business.

Corey has been looking at several alternative locations for his new facility and performs a cost-benefit analysis in order to determine the net financial payoff of each location.Which criterion of decision making is Corey focusing on?

_____ are rules of thumb that simplify the decision-making process.

Raul, the president of Bank Missouri, is attempting to determine whether the bank has both the capability and the resources to open a branch facility in a new location.Which criterion of decision making is Raul focusing on?

When paper supplies reach a minimum level, Ethan makes a call to the supplier to order more paper.What type of decision does this represent?

Intuitive decisions require time and effort and result from careful information gathering.

Which of the following is an accurate description of satisficing?

_______ are mistakes in decision making that some managers make repeatedly.

Which of the following is a guideline to promoting individual creativity in an organization?

Which of the following is true about a learning organization?

_____ is present when managers know the possible outcomes of a particular course of action and can assign probabilities to them.

Decision making is the process by which managers respond to opportunities and threats to make determinations about organizational goals and courses of action.

Building a(n) _____ is not easy and it requires that managers change their management assumptions radically.

Explain why March and Simon developed the administrative model of decision making and distinguish the three concepts on which the model is based.

After reading Focus on Diversity "Programmed Decision Making at UPS," explain how the training program for UPS drivers is related to programmed decision making?

Managers and Managing

The Evolution of Management

Values, Attitudes, Emotions, and Culture: The Manager As a Person

Ethics and Social Responsibility

Managing Diverse Employees in a Multicultural Environment

Managing in the Global Environment

The Manager As a Planner and a Strategist

Value Chain Management: Functional Strategies for Competitive Advantage

Managing Organizational Structure and Culture

Organizational Control and Change

Human Resource Management

Motivation Performance

Leadership

Effective Groups and Teams

Promoting Effective Communication

Managing Conflict, Politics, and Negotiation

Used Advanced Information Technology to Increase Performance

Filters