Question 1

In some countries,it is inappropriate for senior executives to consult subordinates before making a decision.

Accepted Answer

A) True 
 B)False

Question 2

Describe the conditions governing alternative-outcome relationships.

Accepted Answer

The alternative-outcome relationship is

Question 3

What does risk mean in the context of the alternative-outcome relationship?

Accepted Answer

The decision maker h

Question 4

What kind of risk taker you are and your potential for anxiety following a decision are very closely related.

Accepted Answer

A) True 
 B)False

Question 5

When it comes to evaluating alternative solutions,_______________ make superior judgments.

Accepted Answer

A)  individuals 
B)  groups 
C)  neither individuals nor groups 
D)  both individuals and groups 
A)  individuals 
B)  groups 
C)  neither individuals nor groups 
D)  both individuals and groups

Question 6

What does the intuitive decision maker use to address problems or opportunities?

Accepted Answer

An intuitive decision maker us

Question 7

A necessary condition for a decision is _______________.

Accepted Answer

A)  a resource scarcity 
B)  an organizational need 
C)  self-confidence 
D)  a problem 
A)  a resource scarcity 
B)  an organizational need 
C)  self-confidence 
D)  a problem

Question 8

What is the advantage of the Delphi technique?

Accepted Answer

The Delphi technique retains t

Question 9

Why may nonprogrammed decisions be more suited for group rather than individual decision-making?

Accepted Answer

The increased complexity of ma

Question 10

Why would an organization consider appointing a "devil's advocate"?

Accepted Answer

They are appointed to be criti

Question 11

In managerial decision making,optimal solutions are always possible.

Accepted Answer

A) True 
 B)False

Question 12

It is not necessary to reactivate the entire decision-making process if the original objective is revised.

Accepted Answer

A) True 
 B)False

Question 13

What are the basic differences between Delphi technique and NGT? Provide examples when each method may be effective in promoting improved decision making.

Accepted Answer

Both the Delphi technique and NGT have h

Question 14

The last step in the rational decision-making process is _____________.

Accepted Answer

A)  alternative selection 
B)  implementation 
C)  follow-up and evaluation 
D)  communication of decision 
A)  alternative selection 
B)  implementation 
C)  follow-up and evaluation 
D)  communication of decision

Question 15

The success of the Green Berets is determined by their ability to collectively and creatively implement solutions to _______________ situations.

Accepted Answer

A)  training 
B)  novel 
C)  repetitive 
D)  every day 
A)  training 
B)  novel 
C)  repetitive 
D)  every day

Question 16

The potential for dissonance is influenced by _______________.

Accepted Answer

A)  the ability to be persuaded 
B)  personality 
C)  self-confidence 
D)  All of the choices are correct. 
A)  the ability to be persuaded 
B)  personality 
C)  self-confidence 
D)  All of the choices are correct.

Question 17

Two objectives can typically be optimized simultaneously.

Accepted Answer

A) True 
 B)False

Question 18

What is the difference between programmed decisions and nonprogrammed decisions? Give an example of each.

Accepted Answer

Decisions are programmed to the extent t

Question 19

Typically,once a group determines they have found a "perfect" solution,a "devil's advocate" need not be appointed.

Accepted Answer

A) True 
 B)False

Question 20

When a "good" decision is identified immediately,alternatives do not need to be developed.

Accepted Answer

A) True 
 B)False

In some countries,it is inappropriate for senior executives to consult subordinates before making a decision.

Describe the conditions governing alternative-outcome relationships.

What does risk mean in the context of the alternative-outcome relationship?

What kind of risk taker you are and your potential for anxiety following a decision are very closely related.

When it comes to evaluating alternative solutions,_______________ make superior judgments.

What does the intuitive decision maker use to address problems or opportunities?

A necessary condition for a decision is _______________.

What is the advantage of the Delphi technique?

Why may nonprogrammed decisions be more suited for group rather than individual decision-making?

Why would an organization consider appointing a "devil's advocate"?

In managerial decision making,optimal solutions are always possible.

It is not necessary to reactivate the entire decision-making process if the original objective is revised.

What are the basic differences between Delphi technique and NGT? Provide examples when each method may be effective in promoting improved decision making.

The last step in the rational decision-making process is _____________.

The success of the Green Berets is determined by their ability to collectively and creatively implement solutions to _______________ situations.

The potential for dissonance is influenced by _______________.

Two objectives can typically be optimized simultaneously.

What is the difference between programmed decisions and nonprogrammed decisions? Give an example of each.

Typically,once a group determines they have found a "perfect" solution,a "devil's advocate" need not be appointed.

When a "good" decision is identified immediately,alternatives do not need to be developed.

Effective Managers Understand Organizational Behavior

International and Organizational Culture

Individual Differences at Work

Perceptions and Attributions

Motivation

Job Design and Performance

Evaluation and Rewards Influence Behavior

Managing Employee Behavior

Managing Individual Stress

Groups and Teams

Managing Conflict and Negotiations

Power and Politics

Communicating Effectively

Leadership

Organizational Structure and Design

Managing Organizational Change

Filters

Exam 14: Decision Making

In some countries,it is inappropriate for senior executives to consult subordinates before making a decision.

Describe the conditions governing alternative-outcome relationships.

What does risk mean in the context of the alternative-outcome relationship?

What kind of risk taker you are and your potential for anxiety following a decision are very closely related.

When it comes to evaluating alternative solutions,_______________ make superior judgments.

What does the intuitive decision maker use to address problems or opportunities?

A necessary condition for a decision is _______________.

What is the advantage of the Delphi technique?

Why may nonprogrammed decisions be more suited for group rather than individual decision-making?

Why would an organization consider appointing a "devil's advocate"?

In managerial decision making,optimal solutions are always possible.

It is not necessary to reactivate the entire decision-making process if the original objective is revised.

What are the basic differences between Delphi technique and NGT? Provide examples when each method may be effective in promoting improved decision making.

The last step in the rational decision-making process is _____________.

The success of the Green Berets is determined by their ability to collectively and creatively implement solutions to _______________ situations.

The potential for dissonance is influenced by _______________.

Two objectives can typically be optimized simultaneously.

What is the difference between programmed decisions and nonprogrammed decisions? Give an example of each.

Typically,once a group determines they have found a "perfect" solution,a "devil's advocate" need not be appointed.

When a "good" decision is identified immediately,alternatives do not need to be developed.

Effective Managers Understand Organizational Behavior

International and Organizational Culture

Individual Differences at Work

Perceptions and Attributions

Motivation

Job Design and Performance

Evaluation and Rewards Influence Behavior

Managing Employee Behavior

Managing Individual Stress

Groups and Teams

Managing Conflict and Negotiations

Power and Politics

Communicating Effectively

Leadership

Organizational Structure and Design

Managing Organizational Change

Filters