Question 1

Problems requiring nonprogrammed decisions are typically encountered frequently.

Accepted Answer

Problems requiring nonprogrammed decisions are rare or unique and require a customized solution rather than a pre-established procedure.

Question 2

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

Accepted Answer

The decision-making process concludes with the implementation of the chosen alternative and the evaluation of its outcomes, not just with the selection of the best alternative.

Question 3

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

Accepted Answer

This is the generally accepted definition of decision making.

Question 4

Programmed decisions require a supervisor with good intuition.

Accepted Answer

Programmed decisions are routine decisions that follow a well-established procedure or process. They do not require the supervisor to use intuition, as the decision-making process is predetermined.

Question 5

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

Accepted Answer

A supervisor should work within budget and resource constraints to solve problems efficiently and effectively. Spending excessively is not a sustainable solution and may cause further problems down the line. The supervisor should prioritize finding a solution that is feasible and cost-effective.

Question 6

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

Accepted Answer

Decision-making skills can be developed through training, education, and experience. While some people may have a natural inclination towards it, it is a skill that can be improved with practice and development.

Question 7

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

Accepted Answer

A decision cannot be made without a problem to solve or a situation that requires action. Therefore, identifying the problem is the first step in the decision-making process.

Question 8

Personal opinion does not impact decision making.

Accepted Answer

Personal opinions can significantly influence decision-making processes, as they reflect an individual's beliefs, values, and experiences, which often guide their choices and judgments.

Question 9

When utilitizing decision criteria there must be a sense of priority when dealing with problems.

Accepted Answer

Decision criteria involves evaluating multiple options against predetermined criteria or standards, and determining which option(s) best meet those criteria. In order to effectively do so, there must be a sense of priority or weighting given to each criterion in order to make informed decisions.

Question 10

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

Accepted Answer

The answer of The decision-making process changes depending on the...

Question 11

Nonprogrammed decisions tend to be more strategic than programmed decisions.

Accepted Answer

Nonprogrammed decisions are usually unique, complex, and require higher-level thinking and analysis, making them more strategic than routine or programmed decisions.

Question 12

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

Accepted Answer

This statement is incorrect. While supervisors may encounter unique and challenging situations, many of their daily problems are recurring and can be addressed using established problem-solving techniques or company policies and procedures.

Question 13

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

Accepted Answer

This statement is false. It is important to teach subordinates decision-making skills so that they can contribute to the departmental decision-making process and grow professionally. This can also help to delegate tasks and responsibilities effectively.

Question 14

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

Accepted Answer

When we generate a variety of alternatives, it helps us to consider and analyze each option in order to identify the best course of action that will effectively address the problem. It also prevents us from fixating on one solution while overlooking other viable options.

Question 15

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

Accepted Answer

The statement is correct. The fishbone technique is also known as Ishikawa diagram or cause-and-effect diagram. It helps in identifying the possible causes of a problem and analyzing how they are interconnected. It is widely used in quality management, problem-solving, and decision-making processes.

Question 16

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

Accepted Answer

During the second step of the structured decision making process, facts about the problem are gathered through analysis.

Question 17

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

Accepted Answer

Without a clearly defined problem, fact-gathering can be unfocused and inefficient, potentially wasting resources and time. Defining the problem is crucial for targeted and effective fact-gathering.

Question 18

Successful problem solving requires no supervisory follow-up.

Accepted Answer

While successful problem solving may not require immediate supervisory follow-up, it is still important for supervisors to check in and ensure the problem has been fully resolved and to provide guidance for future problem-solving efforts.

Question 19

Supervisors can delegate programmed decisions to subordinates, and be confident that decisions will be made in an acceptable and timely manner.

Accepted Answer

Programmed decisions are those decisions that are routine or repetitive in nature, and are made using standard rules or procedures. As such, these decisions can be delegated to subordinates who have the necessary knowledge and expertise to make the decisions. Delegating programmed decisions to subordinates frees up time for supervisors to focus on more complex or strategic decisions.

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.

Accepted Answer

The decision-making process is indeed a systematic and step-by-step process that helps in identifying and selecting the best alternative.

Quiz 5: Solving Problems: Decision Making and the Supervisor