Deck 6: Making Decisions

Question 1

Problems are frequently solved by making decisions.

Answer 1

True

Question 2

Most of the steps in the decision-making process can be left out.

Answer 2

False

Question 3

With a high degree of confidence and predictability,a manager should make a programmed approach to decisions.

Answer 3

True

Question 4

Decision making is a common component in all five functions of management.

Question 5

A problem is a difference between the current and desired performance or situation.

Question 6

Decision making = solving problems and/or seizing opportunities.

Question 7

Sequentially,symptoms lead to problems and problems lead to sources.

Question 8

Most decisions have no options or alternatives.

Question 9

Expanding from specifics to generalities is known as the funnel approach.

Question 10

Decision making and problem solving are opposites.

Question 11

Complex,high uncertainty problems should be addressed informally.

Question 12

Constraints and restrictions that rule out alternative solutions are known as limiting factors.

Question 13

We all have the same amount of time;therefore,time is not a limiting resource.

Question 14

Questions are the backbone of the funnel approach to defining a problem.

Question 15

One manager's problem may be another manager's opportunity.

Question 16

Simply stated,decision making is a selection process of narrowing alternatives down to the best choice.

Question 17

Managerial decisions differ according to the level of management and the nature of the situational variables.

Question 18

Peter Drucker puts more faith in questions than answers.

Question 19

The decision-making process is more physical than mental.

Question 20

Managers should use programmed decisions when faced with unique circumstances.

Question 21

Management styles of decision making are derived merely from experiences.

Question 22

Similar to managerial functions,control must be the final step in decision making.

Question 23

Managers should strive to maximize advantages and minimize disadvantages when making decisions.

Question 24

An intuitive-thinking business student would readily accept or fit into an operations research management course.

Question 25

Taking no action is sometimes the most appropriate alternative to decision making.

Question 26

Both internal and external environments impact and effect decision making.

Question 27

The Vroom and Yetton decision tree is used to determine the appropriate degree of subordinate involvement in the decision-making process.

Question 28

Once decisions are made,they do not have to be supported and accepted by others.

Question 29

Perfect knowledge for decision making would equate to 100 percent certainty.

Question 30

Poor decisions are often a product of limited alternatives.

Question 31

High certainty is less taxing than high uncertainty for managers making decisions.

Question 32

An expression used by low-budget auto racers,"run what you brung," would be essentially an act of satisficing race preparations.

Question 33

The rational decision model is more methodical than the intuitive model.

Question 34

Sources for decision alternatives are very limited in most situations.

Question 35

The progression of questions and answers in a decision tree should "pictorially" paint a decision.

Question 36

Rules,policies,and procedures can impede effective decision making.

Question 37

Some decisions cause more problems than they solve.

Question 38

Satisficing means working with a maximum level of "givens" for decision making.

Question 39

An intuitive decision maker will be prone to collect facts and gather appropriate information.

Question 40

The high and low of risks is often correlated with the high and low of certainty,respectively.

Question 41

All of the following are components of the decision-making process except:

A)selecting the best alternative.
B)implementing the decision.
C)identifying limiting factors.
D)developing potential alternatives

Question 42

An advantage to using the Delphi technique is that it is not expensive or time-consuming.

Question 43

Peter Drucker,renowned business and management author,states that the most common source of mistakes for managers making decisions regards ____________.

A)eliminating alternatives
B)not using enough inputs
C)emphasizing question asking
D)finding correct answers,not correct questions

Question 44

The terms __________ are often used interchangeably.

A)opportunity and decision making
B)problem solving and decision making
C)problem solving and organizing
D)organizing and staffing

Question 45

Managerial decision making is often interchanged with ____________.

A)risk taking
B)problem solving
C)assigning duties
D)allocating resources

Question 46

Good timing plays an important part in successfully implementing a decision.

Question 47

When a manager approaches a problem by focusing from generalized issues to specific issues,he/she is using the ____________.

A)decision tree
B)gaming theory
C)funnel approach
D)queuing model

Question 48

The "ultimate" alternative for decision making is a course of action that ____________.

A)provides various opportunities
B)lowers the degree of risk
C)eliminates all problems and maximizes opportunities
D)maximizes the alternatives

Question 49

In view of what the authors wrote regarding opportunities for decision making,____________ ____________ would be a close description or interchangeable term for opportunities.

A)alternative
B)potential
C)absolute
D)creative

Question 50

Which of the following is an example of a limiting factor?

A)time
B)equipment
C)money
D)all of the answers are limiting factors

Question 51

Predisposed decision model managers will often bias or prejudicially favor or disfavor specific alternatives.

Question 52

Decisions are choices made by selecting from available ____________.

A)risks
B)alternatives
C)judgments
D)problems

Question 53

The difference between programmed and nonprogrammed decisions is:

A)programmed decisions are often unpredictable,while nonprogrammed decisions can easily be predicted.
B)nonprogrammed decision are usually more detrimental to the company.
C)programmed decisions are usually predictable,while nonprogrammed decisions are unique.
D)none of the answers are correct.

Question 54

____________ are chances for progress or advancement.

A)Techniques
B)Uncertainties
C)Opportunities
D)Problems

Question 55

The best decisions are based solely on the decision maker's intuition.

Question 56

Basically,a(n)____________ is a judgment reached after consideration.

A)fact
B)situation
C)inference
D)decision

Question 57

Problems are issues raised for the purpose of inquiry,consideration,solution,or ____________.

A)decision making
B)risk taking
C)formulating alternatives
D)questioning

Question 58

The initial step in the decision-making process is to ____________.

A)look at the alternatives
B)decide on your resources
C)consolidate alternatives
D)define the problem

Question 59

Management author Tom Peters claims that ____________ are the most relevant and accurate information source for problems within the work environment.

A)customers
B)employees
C)administrative staff
D)assistant managers

Question 60

Being innovative and able to see new ways of doing things do not aid the manager's decision making.

Question 61

High certainty of decision making is usually accompanied with low uncertainty.And,in turn,the higher the degree of uncertainty,____________.

A)the higher the degree of confidence
B)the higher the degree of knowledge
C)the lower the degree of risk
D)the lower the degree of confidence

Question 62

The intuitive model of decision making uses ____________.

A)feelings
B)critical information
C)queuing models
D)decision trees

Question 63

When analyzing possible alternatives,managers should answer which questions?

A)does the alternative fit with the limiting factors?
B)what are the consequences of using the alternative?
C)both a and b
D)neither a nor b

Question 64

A manager that asks the following question,"What specific empirical research evidence do you have to support your conclusion?" would be a proponent of which decision-making model?

A)nonrational
B)intuitive
C)rational/logical
D)predisposed

Question 65

Which of the following is not an important contributing factor of successful brainstorming?

A)no interruptions
B)feeling of freedom of expression
C)no idea is too outlandish
D)groupthink

Question 66

The characteristics of the best alternative offer the ____________.

A)fewest disadvantages and most advantages
B)most advantages and most disadvantages
C)most advantages
D)fewest advantages and fewest disadvantages

Question 67

Which of the following would be viewed as an unlimited factor for developing alternatives?

A)respecting rules
B)developing programs
C)honoring policies
D)applying thought

Question 68

Which of the following is not one of the types of approaches to personal decision making?

A)rational
B)logical
C)predisposed
D)disposed

Question 69

Bank and credit union managers would be wise to use which decision tool to accommodate walk-in "depositors" on payday?

A)simulation
B)queuing models
C)game theory
D)Delphi technique

Question 70

Decision points and competitive moves are elements of ____________.

A)a decision tree
B)a simulation
C)the Delphi technique
D)payback analysis

Question 71

As with managerial functions,the concluding action in the decision-making process is to ____________ it.

A)plan
B)control
C)staff
D)lead

Question 72

Ignorance,prejudice,bias,limited experience,and greed are all near-sighted management approaches to which term relating to decision making?

A)astigmatism
B)tunnel vision
C)farsightedness
D)funnel syndrome

Question 73

Managers develop potential alternatives or solutions in order to ____________.

A)neutralize the problem
B)satisfy the employees
C)demonstrate commitment to the customer
D)develop partnerships with the supplier

Question 74

When people participate in groups,they are more likely to:

A)be satisfied with the decision
B)support the decision
C)implement the decision
D)all of the above

Question 75

Brainstorming allows for and encourages group members to address ____________.

A)alternatives
B)decisions
C)evaluations
D)criticisms

Question 76

In order for a manager to have a high degree of confidence in decision making,which of the following must exist: ____________.

A)low certainty and high uncertainty
B)high risks and low certainty
C)high certainty and low uncertainty
D)low risks and high uncertainty

Question 77

A technique that ranks alternative according to how long each takes to pay back its initial cost is:

A)payback analysis.
B)nominal group technique.
C)simulation.
D)brainstorming.

Question 78

A decision-making technique that requires questions to be asked and answered is called:

A)brainstorming.
B)groupthink.
C)a decision tree.
D)a gaming device.

Question 79

Using an old poker card playing expression,"you've got to play the cards you're dealt," relates most closely to which decision-making term?

A)satisfice
B)brainstorming
C)decision tree
D)groupthink

Question 80

If a chairperson preparing for a high school reunion solicited,consolidated,and redistributed written questionnaire responses from previous fellow classmates,this decision-making technique would be called ____________.

A)a decision tree
B)a simulation
C)a payback analysis
D)the Delphi technique