Question 1

Which of the following is NOT a consequence of post-decisional justification?

Accepted Answer

A)  The individual continues to look for alternatives better than the one selected. 
B)  The individual reduces the importance of negative aspects of the selected alternative. 
C)  The individual forgets about favourable aspects of the discarded alternatives. 
D)  The individual looks for more information that further supports the selected alternative. 
E)  The individual increases the importance of negative aspects of the discarded alternatives. 
A)  The individual continues to look for alternatives better than the one selected. 
B)  The individual reduces the importance of negative aspects of the selected alternative. 
C)  The individual forgets about favourable aspects of the discarded alternatives. 
D)  The individual looks for more information that further supports the selected alternative. 
E)  The individual increases the importance of negative aspects of the discarded alternatives.

Question 2

Two contingencies of employee involvement are decision commitment and risk of conflict.

Accepted Answer

A) True 
 B)False

Question 3

Divergent thinking increases the level of:

Accepted Answer

A)  programmed decision making. 
B)  creativity. 
C)  bounded rationality. 
D)  escalation of commitment. 
E)  Divergent thinking improves none of these decision processes. 
A)  programmed decision making. 
B)  creativity. 
C)  bounded rationality. 
D)  escalation of commitment. 
E)  Divergent thinking improves none of these decision processes.

Question 4

A committee of employees developed a process whereby they would choose a new office-cleaning firm from the six companies that tendered proposals for the contract.The process involved carefully assessing each firm on the four factors that were most important (e.g.cost),weighting the importance of each factor and then choosing the firm with the highest score.This decision-making activity potentially minimizes problems with:

Accepted Answer

A)  production blocking 
B)  constructive conflict 
C)  satisficing 
D)  problem identification 
E)  this process has no value in decision making and is discouraged in the textbook 
A)  production blocking 
B)  constructive conflict 
C)  satisficing 
D)  problem identification 
E)  this process has no value in decision making and is discouraged in the textbook

Question 5

Which of the following best describes how emotions influence the problem identification process?

Accepted Answer

A)  Emotions have no effect on how people identify problems. 
B)  Emotional responses determine whether we perceive something as a problem, opportunity, or irrelevant. 
C)  Emotions mainly signal us to follow either a programmed or nonprogrammed decision process. 
D)  If the rational brain center determines that the situation is a problem, it transmits this evaluation to the emotional center, which then energizes the decision maker to act without choosing alternatives. 
E)  Emotions ensure that we rely on the rationality and avoid intuition in the decision making process. 
A)  Emotions have no effect on how people identify problems. 
B)  Emotional responses determine whether we perceive something as a problem, opportunity, or irrelevant. 
C)  Emotions mainly signal us to follow either a programmed or nonprogrammed decision process. 
D)  If the rational brain center determines that the situation is a problem, it transmits this evaluation to the emotional center, which then energizes the decision maker to act without choosing alternatives. 
E)  Emotions ensure that we rely on the rationality and avoid intuition in the decision making process.

Question 6

The first stage of the creative process is:

Accepted Answer

A)  divergent thinking 
B)  preparation 
C)  experimentation 
D)  insight 
E)  intuition 
A)  divergent thinking 
B)  preparation 
C)  experimentation 
D)  insight 
E)  intuition

Question 7

Employees probably should not make the decision alone (without the manager's involvement)when:

Accepted Answer

A)  their goals and norms conflict with the organization's objectives. 
B)  they lack commitment to decisions made by the boss alone. 
C)  they possess more knowledge than the manager. 
D)  employees are likely to disagree with each other regarding the preferred solution. 
E)  the problem calls for a nonprogrammed decision. 
A)  their goals and norms conflict with the organization's objectives. 
B)  they lack commitment to decisions made by the boss alone. 
C)  they possess more knowledge than the manager. 
D)  employees are likely to disagree with each other regarding the preferred solution. 
E)  the problem calls for a nonprogrammed decision.

Question 8

Systematic evaluation of alternatives helps to increase the use of implicit favourites and satisficing in the decision process.

Accepted Answer

A) True 
 B)False

Question 9

Our mental models of the world can prevent us from recognizing emerging problems in the workplace.

Accepted Answer

A) True 
 B)False

Question 10

Employee involvement is LESS valuable or successful when:

Accepted Answer

A)  decisions are programmed. 
B)  employees are committed to decisions made by their bosses. 
C)  employees have the same information as their bosses. 
D)  employee norms conflict with organizational goals. 
E)  All of these conditions exist. 
A)  decisions are programmed. 
B)  employees are committed to decisions made by their bosses. 
C)  employees have the same information as their bosses. 
D)  employee norms conflict with organizational goals. 
E)  All of these conditions exist.

Question 11

Employee involvement tends to have which of the following benefits in decision making?

Accepted Answer

A)  Leads to a more accurate definition of the problem. 
B)  Improves the number and quality of alternative solutions. 
C)  Increases the likelihood of selecting the best alternative. 
D)  Strengthens employee commitment to the solution. 
E)  All of these statements are correct. 
A)  Leads to a more accurate definition of the problem. 
B)  Improves the number and quality of alternative solutions. 
C)  Increases the likelihood of selecting the best alternative. 
D)  Strengthens employee commitment to the solution. 
E)  All of these statements are correct.

Question 12

The Director of Nursing is looking for a new work schedule for nurses throughout the hospital.She evaluates a schedule system as soon as she learns about it.Eventually,she finds a schedule that is 'good enough' for her needs,even though there may be better schedules available that she hasn't yet learned about.The Director of Nursing is engaging in:

Accepted Answer

A)  escalation of commitment 
B)  satisficing 
C)  perceptual blinders 
D)  post-decisional justification 
E)  none of these statements describes the Director of Nursing's decision. 
A)  escalation of commitment 
B)  satisficing 
C)  perceptual blinders 
D)  post-decisional justification 
E)  none of these statements describes the Director of Nursing's decision.

Question 13

Employees tend to be more creative when they:

Accepted Answer

A)  avoid risk-taking. 
B)  enjoy abiding by rules and status. 
C)  have a high need for social approval. 
D)  have all of these characteristics. 
E)  have none of these characteristics. 
A)  avoid risk-taking. 
B)  enjoy abiding by rules and status. 
C)  have a high need for social approval. 
D)  have all of these characteristics. 
E)  have none of these characteristics.

Question 14

When making important decisions,we "listen in" on our emotions to guide our preference among the decision alternatives.

Accepted Answer

A) True 
 B)False

Question 15

Creative people tend to have a high need for social approval.

Accepted Answer

A) True 
 B)False

Question 16

Which of these statements about information processing in decision making is FALSE?

Accepted Answer

A)  Decision makers typically look at alternatives at the same time rather than sequentially. 
B)  Perceptual biases distort the selection and interpretation of information. 
C)  Decision makers don't think through all of the possible alternatives and their outcomes. 
D)  Decision makers engage in a limited search for and evaluation of alternatives. 
E)  Decision makers compare each alternative against an implicit favourite. 
A)  Decision makers typically look at alternatives at the same time rather than sequentially. 
B)  Perceptual biases distort the selection and interpretation of information. 
C)  Decision makers don't think through all of the possible alternatives and their outcomes. 
D)  Decision makers engage in a limited search for and evaluation of alternatives. 
E)  Decision makers compare each alternative against an implicit favourite.

Question 17

The textbook mainly identifies post-decisional justification as a problem with which stage of decision making?

Accepted Answer

A)  Evaluating decision outcomes. 
B)  Implementing the selected alternative. 
C)  Developing alternative solutions. 
D)  Choosing the best decision style. 
E)  Identifying problems or opportunities. 
A)  Evaluating decision outcomes. 
B)  Implementing the selected alternative. 
C)  Developing alternative solutions. 
D)  Choosing the best decision style. 
E)  Identifying problems or opportunities.

Question 18

Creative Finance Ltd wants to introduce practices that would enhance creativity among employees in solving some of the financial institution's ongoing work process problems.Describe three types of activities that encourage creativity,including a specific example of what might be done in each practice.

Accepted Answer

The three main types of creative practic

Question 19

The idea that decision makers rely on an implicit favourite to evaluate alternatives is:

Accepted Answer

A)  an assumption that economists made in their early research about decision makers. 
B)  an emerging theory that has not yet been studied in organizational settings. 
C)  a recommendation put forward by organizational behaviour scholars to improve decision making. 
D)  the main reason why decision makers have difficulty identifying problems. 
E)  None of the answers are correct. 
A)  an assumption that economists made in their early research about decision makers. 
B)  an emerging theory that has not yet been studied in organizational settings. 
C)  a recommendation put forward by organizational behaviour scholars to improve decision making. 
D)  the main reason why decision makers have difficulty identifying problems. 
E)  None of the answers are correct.

Question 20

Employee involvement mainly refers to controlling resources for one's own job.

Accepted Answer

A) True 
 B)False

Which of the following is NOT a consequence of post-decisional justification?

Two contingencies of employee involvement are decision commitment and risk of conflict.

Divergent thinking increases the level of:

Which of the following best describes how emotions influence the problem identification process?

The first stage of the creative process is:

Employees probably should not make the decision alone (without the manager's involvement)when:

Systematic evaluation of alternatives helps to increase the use of implicit favourites and satisficing in the decision process.

Our mental models of the world can prevent us from recognizing emerging problems in the workplace.

Employee involvement is LESS valuable or successful when:

Employee involvement tends to have which of the following benefits in decision making?

Employees tend to be more creative when they:

When making important decisions,we "listen in" on our emotions to guide our preference among the decision alternatives.

Creative people tend to have a high need for social approval.

Which of these statements about information processing in decision making is FALSE?

The textbook mainly identifies post-decisional justification as a problem with which stage of decision making?

The idea that decision makers rely on an implicit favourite to evaluate alternatives is:

Employee involvement mainly refers to controlling resources for one's own job.

Introduction to the Field of Organizational Behaviour

Individual Behaviour, Personality, and Values

Perceiving Ourselves and Others in Organizations

Workplace Emotions,attitudes,and Stress

Foundations of Employee Motivation

Applied Performance Practices

Team Dynamics

Communicating in Teams and Organizations

Power and Influence in the Workplace

Conflict and Negotiation in the Workplace

Leadership in Organizational Settings

Designing Organizational Structures

Organizational Culture

Organizational Change

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Exam 7: Decision Making and Creativity

Which of the following is NOT a consequence of post-decisional justification?

Two contingencies of employee involvement are decision commitment and risk of conflict.

Divergent thinking increases the level of:

Which of the following best describes how emotions influence the problem identification process?

The first stage of the creative process is:

Employees probably should not make the decision alone (without the manager's involvement)when:

Systematic evaluation of alternatives helps to increase the use of implicit favourites and satisficing in the decision process.

Our mental models of the world can prevent us from recognizing emerging problems in the workplace.

Employee involvement is LESS valuable or successful when:

Employee involvement tends to have which of the following benefits in decision making?

Employees tend to be more creative when they:

When making important decisions,we "listen in" on our emotions to guide our preference among the decision alternatives.

Creative people tend to have a high need for social approval.

Which of these statements about information processing in decision making is FALSE?

The textbook mainly identifies post-decisional justification as a problem with which stage of decision making?

The idea that decision makers rely on an implicit favourite to evaluate alternatives is:

Employee involvement mainly refers to controlling resources for one's own job.

Introduction to the Field of Organizational Behaviour

Individual Behaviour, Personality, and Values

Perceiving Ourselves and Others in Organizations

Workplace Emotions,attitudes,and Stress

Foundations of Employee Motivation

Applied Performance Practices

Team Dynamics

Communicating in Teams and Organizations

Power and Influence in the Workplace

Conflict and Negotiation in the Workplace

Leadership in Organizational Settings

Designing Organizational Structures

Organizational Culture

Organizational Change

Filters