Deck 5: Solving Problems: Decision Making and the Supervisor

Question 1

Supervisors are born with decision-making skills; they cannot be developed.

Answer 1

False

Question 2

If it is legal, it is ethical; if it is illegal, it is unethical.

Answer 2

False

Question 3

When utilitizing decision criteria to deal with problems, there must be a sense of priority.

Answer 3

True

Question 4

Any decision alternatives that do not meet ethical standards or predetermined decision criteria should be eliminated.

Question 5

Brainstorming is a free flow of ideas within a group, with judgment suspended, in order to arrive at as many alternatives as possible.

Question 6

Once the best alternative has been selected, the decision making process has concluded.

Question 7

The decision-making process changes depending on the scope and importance of the decision that needs to be made.

Question 8

In order to make a decision, someone must first identify the problem.

Question 9

Successful problem solving requires no supervisory follow-up.

Question 10

Almost all of the problems that confront supervisors daily are unusual, isolated, and require individual problem-solving techniques.

Question 11

Decision making is the process of defining problems and choosing a course of action from among alternatives.

Question 12

The nominal group technique allows individuals to brainstorm solutions before working collectively in a group.

Question 13

Personal opinion does not impact decision making.

Question 14

A supervisor should do whatever it takes, including spend excessively, to see that all problems are resolved.

Question 15

The fishbone technique is a cause-and-effect approach to considering the potential interrelatedness of problem causes to aid in decision making.

Question 16

Because the supervisor makes most of the departmental decisions, it is not a high priority to teach subordinates decision-making skills.

Question 17

Facts about a problem are gathered during the second step (analyzing the problem) of the structured decision making process.

Question 18

By generating a series of alternatives to solving a problem, the best course of action to take is less likely to be overlooked.

Question 19

In the rare situations in which the problem cannot be defined, it is advisable to go on to the fact-gathering stage.

Question 20

The decision-making process is a systematic, step-by-step process that aids in identifying and selecting the best alternative under the circumstances.

Question 21

When there is a limited amount of information available and a decision must be made rather quickly, a supervisor is required to use intuition.

Question 22

Quantitative methods of decision making allow the user to perform "what-if" scenarios and simulations.

Question 23

If follow-up and appraisal of consequences reveals significant variance between the desired and actual outcomes, it is advisable to start over by re-evaluating the problem as though it is new.

Question 24

A fire has just broken out in Keiko's department. This would probably be a very good time for Keiko to solicit advice from others before making a decision about what to do.

Question 25

Which of the following is the first step of the systematic decision-making process?

A) Define the problem
B) Gather facts and information
C) Establish decision criteria
D) Brainstorm

Question 26

It is comforting to know that if you follow the proper steps in the decision-making process, a good decision is guaranteed.

Question 27

With the Abdicator decision style, decisions are made based on the easiest method readily available, and often result in errors.

Question 28

Anytime performance does not meet expectations, the supervisor should identify and analyze the problem, then:

A) Establish decision criteria.
B) Start brainstorming.
C) Pick the first alternative that comes to mind.
D) Evaluate all possible alternatives.

Question 29

Most problems in the workplace require immediate answers.

Question 30

If a problem needs a quick solution, the supervisor should take a participative approach to making the decision.

Question 31

Supervisors and managers should always strive to utilize the Convenience Seeker decision-making style.

Question 32

Decision making is influenced by many forces, making it difficult to formulate a simple "to do checklist" that applies to every situation in the same way.

Question 33

This approach has the problem solver not only identify the various factors that have brought about the problem but also consider the potential interrelatedness of the causes of the problem:

A) The nominal group technique.
B) The problem statement.
C) The fishbone technique
D) Brainstorming.

Question 34

While experimentation may be valid from a motivational standpoint, it can be a slow and relatively expensive method of reaching a decision.

Question 35

When making decisions, the supervisor should consider knowledge gained from experience with the understanding that the current situation is not identical to past situations.

Question 36

A situation might arise in which the undesirable consequences of all alternatives appear to be so overwhelmingly unfavorable that the supervisor feels the best solution is to take no action.

Question 37

Which of the following statements is True?

A) Decision making only really occurs in the planning function.
B) Decision making cannot be considered an integral part of any managerial function.
C) Decision making is especially important in organizing and controlling.
D) Decision making is not only an integral part of all managerial functions, it is the very core of planning.

Question 38

Supervisors should train their employees in decision-making techniques because:

A) If a problem arises, the supervisor will not have to take full responsibility for it.
B) Someone must be capable of running things on days the supervisor is absent from work.
C) Many daily decisions in a department are made by the employees who do the work.
D) None of the above; decision making is the sole responsibility of the supervisor.

Question 39

Which of the following statements concerning decision making is INCORRECT?

A) Decision making is the process of choosing a course of action from among alternatives.
B) The decision-making process should basically be the same throughout the managerial hierarchy.
C) Decision making only occurs at the higher levels of management.
D) Decision making should involve a logical and systematic process.

Question 40

When the supervisor selects the alternative that minimally meets the decision criteria, the supervisor has made an optimizing decision.

Question 41

When evaluating alternatives, the purpose is to choose the course of action that will provide:

A) The greatest number of wanted consequences.
B) The greatest number of unwanted consequences.
C) Both a and b.
D) Neither a or b.

Question 42

Megan is charged with naming a new publication that will be unveiled in the first quarter of the upcoming year. Unable to come up with a name on her own, she sends an email to her team asking them to respond with ideas for potential names. This approach best exemplifies which creative problem solving method?

A) Groupthink
B) Quid pro quo
C) Nominal group technique
D) Electronic brainstorming

Question 43

Which of the following questions should NOT be asked by a supervisor when an employee brings up a problem?

A) How extensive is the problem?
B) Does the situation require an immediate response?
C) Who else is affected by the problem?
D) Are you certain that this problem needs to be solved?

Question 44

Samantha has been asked to join a task force that is charged with boosting organizational productivity. First, she was asked to jot down ideas on how to increase productivity, and after that, the group met to discuss everyone's ideas and come up with solutions together based on those suggestions. Samantha's taskforce best exemplifies which creative problem solving method?

A) Traditional brainstorming
B) Electronic brainstorming
C) Nominal group technique
D) Groupthink

Question 45

After the supervisor has defined and analyzed the problem and established decision criteria, the next step is to:

A) Analyze the problem.
B) Evaluate alternatives.
C) Develop alternatives.
D) Define the problem.

Question 46

Which of the following ethical tests takes into consideration morals and values that have been instilled in us since childhood?

A) Legal-compliance test
B) Public-knowledge test
C) Long-term-consequences test
D) Inner-voice test

Question 47

A person who is a free spirit tends to be:

A) Analytical.
B) Amiable.
C) Expressive.
D) None of these answers.

Question 48

Selecting the best alternative is referred to as

A) Satisficing
B) Optimizing
C) Satisfying
D) Deciding

Question 49

Brainstorming is used:

A) To generate multiple solutions to a problem.
B) As an alternative to the systematic decision-making process.
C) To eliminate as many alternatives as possible.
D) To discourage productivity.

Question 50

After reviewing several potential solutions to a significant challenge at work regarding his company and a client, Roberto has identified a solution that both his boss and the client view as a "win-win". In selecting this option, Roberto engages in:

A) Satisficing
B) Optimizing
C) Negotiating
D) Brainstorming

Question 51

The cooperative search for the best people, their organizations, and the world around them is referred to as:

A) Emotional intelligence
B) Nominal group technique
C) Brainstorming
D) Appreciative inquiry

Question 52

At ZYQ Global Inc., employees are exposed to a culture in which every living system is believed to have untapped resources and unexplored potentials. As such, personal development among employees is one of the company's most significant strengths. The culture displayed at ZYQ Global can best be described as one of:

A) High-stakes competition
B) Appreciative inquiry
C) Cause-and-effect decision making
D) Satisficing

Question 53

In choosing from among the alternatives, the supervisor should be guided by:

A) Intuition.
B) Experience.
C) The pertinent facts.
D) All of the above.

Question 54

A fishbone diagram would be most useful during which stage(s) of the decision-making process?

A) Stage 1
B) Stage 3
C) Stage 1 and 2
D) Stage 4 and 5

Question 55

When a supervisor attempts to select the alternative solution that meets the minimal decision criteria, he is:

A) Optimizing.
B) Satisficing.
C) Brainstorming.
D) Gathering facts and information.

Question 56

Sylvia works part-time at an office and also goes to school in the evenings. She is considering taking supplies for a class project from the storeroom at work, even though this is against company policy. However, she changes her mind when she considers what her colleagues would think of her if they learned of such an action. Which ethical test has Sylvia used to make her decision?

A) Long-term consequences test
B) Legal/compliance test
C) Fairness test
D) Public knowledge test

Question 57

Standards or measures to use in evaluating alternatives are referred to as:

A) Decision criteria
B) Problem solving formulas
C) Choice tests
D) Ethical rules

Question 58

Tom, a supervisor, is concerned because one of his workers is consistently missing deadlines. To address the problem, Tom gathers the employee's status updates for the last six months and highlights projects with missed deadlines. This act best fits within which stage of the decision-making process?

A) Step 1: Define the problem
B) Step 2: Analyze the problem
C) Step 3: Establish decision criteria
D) Step 4: Develop alternatives

Question 59

All of the following would be criteria for evaluating the selection of a particular decision alternative, EXCEPT:

A) Time
B) Cost
C) Resources
D) None of the above

Question 60

Considering how a potential decision would impact all stakeholders that would be affected by the decision refers to which ethical test?

A) Fairness test
B) Public knowledge test
C) Long-term consequences test
D) The four-way test

Question 61

When Jessie goes to her manager Carlos with a problem, he listens to her problem carefully, then asks who is affected by the problem. Then he asks Jessie of she has any recommendations on a solution. This interaction displays what type of supervision?

A) Centralized
B) Decentralized
C) Participative
D) Commanding

Question 62

What are some things that supervisors should consider in an effort to understand their own decision style?

Question 63

Angela has purchased a new networking printer for her research team, but she's not sure where to put it. She decides to try different locations over the course of a week to identify the best location. Angela is engaging in which basis for choosing a decision alternative?

A) Experience
B) Experimentation
C) Intuition
D) Quantitative decision making

Question 64

When should supervisors determine if groups should be included in the decision-making process?

Question 65

When should a manager use a group in the decision-making process?

A) If it is determined that no additional information is needed
B) If acceptance of the decision is critical
C) If the situation requires immediate action
D) If people's skills can be developed through participation

Question 66

Gina likes to be in control at work and enjoys making important decisions. She uses power to influence her subordinates and generally likes to take risks. Which decision-making style best describes Gina?

A) Deep thinker
B) Free spirit
C) Group commander
D) Convenience seeker

Question 67

Why is the nominal group technique used in the brainstorming process?

Question 68

When is it in the supervisor's best interest to use intuition in the decision-making process?

Question 69

Someone who is emotional and seeks buy-in from individuals at all levels within an organization would best be described as a:

A) Deep thinker
B) Convenience seeker
C) Consensus builder
D) Free spirit

Question 70

Amanda tends to make fast decisions that result in many errors but she does not care about results. These are characteristics of what type of decision-maker?

A) Convenience seeker
B) Deep thinker
C) Free spirit
D) Group commander

Question 71

At work, Charles can be described as creative but prone to mistakes. He thrives when taking on projects that result in social recognition, and often uses humor to make a point. Which decision-making style best describes Charles?

A) Consensus builder
B) Group commander
C) Convenience seeker
D) Free spirit

Question 72

Use of payback analysis as a means to select among decision alternatives is an example of which basis for choosing a decision alternative?

A) Quantitative decision making
B) Subjective decision making
C) Experimentation
D) Observation

Question 73

ASQ Inc. must trim payroll expenditures or risk going out of business. Rather than engage in painful layoffs, senior managers at the company decided to implement a 10% pay cut to all employees. Selecting this option is an example of:

A) Satisficing
B) Optimizing
C) Delegating
D) Negotiating

Question 74

How can supervisors develop and enhance their decision-making skills?

Question 75

What is satisficing? When is it most appropriately utilized?