Deck 4: Managers As Decision Makers: There Is No Substitute for a Good Decision

Question 1

According to the text, the four cognitive styles of decision making are sensation thinkers, intuitive thinkers, sensation feelers, and __________.*

A) risk takers
B) intuitive feelers
C) sensation takers
D) intuitive takers

Answer 1

B

Question 2

A decision making environment in which you have complete information on possible alternatives and their consequences is called a __________ environment.

A) favorable
B) good
C) certain
D) risk

Answer 2

C

Question 3

A __________ decision applies a solution from past experience to a routine problem.

A) correct
B) programmed
C) nonprogrammed
D) complex

Answer 3

B

Question 4

When something is wrong or likely to go wrong, it is called a __________.

A) danger
B) potential danger
C) performance threat
D) mistake

Question 5

The most significant factor that determines whether a decision is a programmed or nonprogrammed decision is:*

A) the length of time available.
B) the number of people involved in the outcome.
C) whether the problem is new or unusual.
D) the amount of money involved in the solution.

Question 6

Identifying and taking action to resolve problems is called __________.

A) problem solving
B) information competency
C) information management
D) inquiring

Question 7

__________ are comfortable with abstraction and unstructured situations. They tend to be idealistic, prone toward intellectual and theoretical positions, and are logical and impersonal.

A) Sensation feelers
B) Intuitive thinkers
C) Sensation thinkers
D) Intuitive feelers

Question 8

A(n) __________ is a choice among possible alternative courses of action.

A) alternative
B) inquiry
C) guess
D) decision

Question 9

A __________ decision applies a specific solution crafted for a unique problem.

A) simple
B) programmed
C) nonprogrammed
D) questionable

Question 10

Approaching a problem in a flexible and spontaneous fashion is called __________.

A) logic
B) decision making
C) systemic thinking
D) intuitive thinking

Question 11

Individuals who are proactive information gatherers and are forward thinking are said to be:

A) problem seekers.
B) problem avoiders.
C) lazy managers.
D) problem solvers.

Question 12

Individuals who ignore information that would otherwise signal the presence of a performance threat or opportunity, and who prefer not to make decisions are said to be:

A) problem seekers.
B) problem avoiders.
C) lazy managers.
D) problem solvers.

Question 13

Information competency involves which of the following skills?

A) Locating appropriate data
B) Evaluating the data for information potential
C) Organizing the information
D) All of the above skills

Question 14

When faced with decision circumstances in which the information is incomplete, yet one can still reasonably estimate probabilities for the outcomes of various options, the environment is said to be a(n):

A) risk environment.
B) certain environment.
C) uncertain environment.
D) programmed environment.

Question 15

The ability to gather and use information to solve problems is called __________.*

A) problem solving
B) information competency
C) information management
D) inquiring

Question 16

A systematic thinker will:*

A) try to stay very flexible in his thinking.
B) generally be spontaneous.
C) be analytical in his approach.
D) be creative in his methods.

Question 17

The three types of decision making environments are __________, __________, and __________.

A) good, neutral, bad
B) certain, risk, uncertain
C) absolute, not sure, no idea
D) certain, not sure, risk

Question 18

Joe, a HR manager, is tired of answering the same questions over and over again. His team of information technology experts developed an auto response software. This software helped in reducing the number of times Joe had to be involved personally. Joe has made a __________ decision to implement __________ decision software.

A) difficult/complex
B) nonprogrammed/programmed
C) programmed/nonprogrammed
D) complex/difficult

Question 19

A decision making environment in which you lack complete information, and it is difficult if not impossible to assign probabilities to the outcomes is called a(n) __________ environment.

A) uncertain
B) bad
C) improbable
D) risk

Question 20

A situation that offers the possibility of a better future if the right steps are taken is called a __________.

A) performance threat
B) potential problem
C) performance opportunity
D) future problem

Question 21

Comparing the costs and benefits of each potential course of action is called __________.

A) evaluating results
B) cost-benefit analysis
C) strategic planning
D) conducting ethics double check

Question 22

What is the third step in the decision-making process?

A) Gathering more information
B) Implementing the decision
C) Completing cost-benefit analysis
D) Deciding on a course of action

Question 23

Cost-benefit analysis is used in the "__________" step of the decision-making process.*

A) evaluating results
B) defining the problem
C) implementing the decision
D) generating alternative courses of action

Question 24

What is the first step in the decision-making process?

A) Generate alternatives
B) Evaluate results
C) Define the problem
D) Make the decision

Question 25

One factor that should be considered in all steps of the decision-making process is __________.*

A) escalating commitment
B) alternative analysis
C) ethical reasoning
D) financial impact

Question 26

The final step in the decision-making process is to:

A) ensure that your options list has all possible alternatives.
B) search for the optimum decision.
C) gain support for your decision.
D) evaluate the results of your implemented decision.

Question 27

Limits to human information processing capabilities are called __________ limitations.*

A) intuitive
B) cognitive
C) behavioral
D) financial

Question 28

"How would I feel if my family found out about this decision?" "How would I feel if this decision was published in the local newspaper or posted on the Internet?" These are examples of __________ ethical questions.

A) casual
B) spotlight
C) contingent
D) corporate

Question 29

The __________ decision making model assumes rationality and complete information.

A) classical
B) logical
C) behavioral
D) optimizing

Question 30

A decision that chooses the first satisfactory alternative that is presented is called a(n) __________ decision.

A) OK
B) reasonable
C) satisficing
D) classical

Question 31

Which of the following is not a common error in the first step of the decision-making process?

A) Defining the problem too narrowly
B) Dealing with symptoms, not causes
C) Focusing on the wrong problem
D) Spending too much time defining the problem

Question 32

A decision that attempts to select the absolute best alternative solution to a problem is called a(n) __________ decision.

A) superior
B) optimizing
C) careful
D) satisficing

Question 33

In a company, the major issue is a drop in its sales. Which of the following should be followed by the company?

A) The company should have a broad focus.
B) The company should focus on the right problem.
C) The company should have a narrow focus.
D) The company should look at the problem, not the symptom.

Question 34

A lack-of-participation error occurs when:

A) employees do not understand what the management wants them to do.
B) there is a shortage of employees to implement the decision.
C) employees are not capable of implementing the decision.
D) employees, who have to implement the decision, do not participate in the decision making process.

Question 35

What is the fourth step in the decision-making process?*

A) Evaluating results
B) Implementing the decision
C) Conducting cost benefit analysis
D) Generating alternatives

Question 36

The classical and behavioral models could be used in what step of the decision-making process?

A) Evaluating results
B) Implementing the decision
C) Deciding on a course of action
D) Doing a cost benefit analysis

Question 37

What is the second step of the decision-making process?

A) Deciding what to do
B) Evaluating the problem
C) Generating alternative courses of action
D) Implementing the decision

Question 38

The behavioral decision model attempts to provide a(n) __________ decision.*

A) classical
B) satisficing
C) programmed
D) optimizing

Question 39

The __________ decision making model assumes incomplete information and bounded rationality.

A) participative
B) classical
C) behavioral
D) delegation

Question 40

The classical decision model attempts to provide a(n) __________ decision.

A) behavioral
B) programmed
C) optimizing
D) satisficing

Question 41

Continuing on a course of action even though it is not working is called a(n) __________.*

A) escalating commitment
B) framing error
C) anchoring heuristic
D) availability heuristic

Question 42

Once the decision is made, the role of the manager in the decision-making process is over.

Question 43

When generating alternative courses of action, extensive information gathering should identify alternative courses of action as well as their anticipated consequences.

Question 44

In the second step of the decision-making process, the various options are compared.

Question 45

Intuitive thinking is less valuable and practical than systematic thinking.

Question 46

According to the book The Shallows, author Nicolas Carr argues that the Internet may have lightened our thinking by replacing deep thought and reflection with shallow-minded pursuits.

Question 47

The problem with the classical decision model is that it does not take into account the cognitive limitations that we, as humans, have.

Question 48

Not all decisions are going to be easy ones; some will have to be made under tough conditions; and, not all decisions will turn out right.

Question 49

Managers who are problem solvers will make decisions and try to solve problems when required.

Question 50

Which of the following is NOT one of the drivers of personal creativity?

A) Task expertise
B) Task motivation
C) Subjective experience
D) Creativity skills

Question 51

The generation of a novel idea or approach that solves a problem or identifies an opportunity is called __________

A) problem solving
B) representative thinking
C) creativity
D) availability heuristic

Question 52

Step one in the decision-making process is where the problem or opportunity is identified and defined.

Question 53

When an individual moves in management ranks, the level of certainty in a problem environment tends to increase.

Question 54

Attending only to information that confirms a decision already made is called a(n) __________.*

A) escalating commitment
B) framing error
C) anchoring heuristic
D) confirmation error

Question 55

A group-based decision would be called for in all of the following cases, EXCEPT if:*

A) the problem is complex, and you need a lot of information.
B) the problem calls for a creative solution.
C) the problem solution needs the support of a lot of people in order to work.
D) the problem needs a quick solution.

Question 56

The __________heuristic occurs when people use a stereotype to assess the likely occurrence of an event.*

A) escalating commitment
B) representativeness
C) anchoring and adjustment
D) availability

Question 57

Solving a problem based on your perception of the situation, positive or negative is known as a(n) __________.

A) availability heuristic
B) programmed decision
C) framing error
D) representative heuristic

Question 58

Sensation feelers prefer broad global issues. They are insightful and tend to avoid details, and uncomfortable with intangibles.

Question 59

Nonprogrammed decisions are used to create novel solutions for unique situations.

Question 60

The __________ heuristic occurs when people adjust a previously existing value to make a decision.*

A) escalating commitment
B) representativeness
C) anchoring and adjustment
D) availability

Question 61

The evaluation process should not only consider whether the results were gained, but should also determine whether any undesirable side-effects occurred.

Question 62

The __________decision model describes decision-making with limited information and bounded rationality.

Question 63

List and define the three decision making environments and their relationship to
programmed and nonprogrammed decisions.

Question 64

__________ involves problem-solving in a rational, step-by-step, analytical process.

Question 65

The __________ heuristic assesses the likelihood of an occurrence using a stereotyped set of similar events.

Question 66

__________ are decision makers who ignore information and trouble signals.

Question 67

Why do people escalate commitment to failing actions?

Question 68

A common management problem when implementing decisions is escalating commitment.

Question 69

An availability heuristic solves the current situation based upon its similarity to a stereotyped set of occurrences.

Question 70

Managers turn to heuristics to make decisions with limited information, time, and energy.

Question 71

A(n) __________ is a choice among possible alternative courses of action.

Question 72

__________ add value to organizations through their intellectual capabilities.

Question 73

How we "frame" an issue, meaning cast it in a positive or negative light, impacts not only how we discuss the issue, but how we solve it.

Question 74

If you are seeking the best possible solution, you are seeking to __________ your decision.

Question 75

Evaluating alternatives, in which positive and negative outcomes are examined, is done with the help of a tool called __________.

Question 76

A(n) __________ is solving a problem in the context in which it is perceived; either positive or negative.

Question 77

What makes decision-making so challenging in the "real world" of management?

Question 78

An operational deficiency involving something going wrong or about to go wrong is known as a(n) __________.

Question 79

The problem in a "crisis" situation is not just that it is often unexpected, but that it must be handled quickly in order to avoid a disaster.

Question 80

__________ involves selecting the first option that appears to work in solving the problem.