Question 1

AII - the second variant on the authority decision in the Vroom-Jago model - means that the manager:

Accepted Answer

In the Vroom-Jago model, AII refers to a situation where the leader collects necessary information from subordinates but ultimately makes the decision alone. This variant emphasizes the importance of input without committing to a group-based decision-making process.

Question 2

When a manager shares a problem with subordinates or other group members individually, then makes a decision that may or may not reflect their input, the manager is using which variant of the Vroom-Jago model?

Accepted Answer

In the CI variant of the Vroom-Jago model, the manager consults with subordinates individually to gather information and opinions, but ultimately makes the decision independently, which may or may not incorporate their input.

Question 3

Groupthink is:

Accepted Answer

Groupthink occurs in highly cohesive groups where there's a strong pressure for conformity, leading to a decrease in critical evaluation of ideas and decisions.

Question 4

A situation in which a person must decide whether to do something that (although benefiting the person or the organisation or both) may be considered unethical or perhaps illegal is called:

Accepted Answer

The answer of A situation in which a person must...

Question 5

Decision making in 'collectivist' cultures:

Accepted Answer

Collectivist cultures prioritize group harmony and consensus in decision-making processes, often seeking agreement and unity among members before moving forward. This approach contrasts with individualistic cultures, which may prioritize speed or majority rule.

Question 6

Sue is the General Manager of Marketing. She decides to ignore weak scientific evidence that a new food additive will not reduce cancer risks. She tells John, the CEO, that the evidence is not inconsistent with their new marketing campaign for Oat Health Cereal. Which source of power does Sue have?

Accepted Answer

Sue's position as the General Manager of Marketing grants her legitimate power, which is derived from her formal authority and position within the organization to make decisions and influence others.

Question 7

Qi Zhang, Chief Comptroller, decides not to say anything about his discovery that Ann Conor, head R & D, has forged documents certifying the quality of components for the new robot. Qi's relationship to Ann is:

Accepted Answer

The answer of Qi Zhang, Chief Comptroller, decides not to...

Question 8

Qi Zhang lets Ann know - that he knows. As a result, she provides new documents. Qi has:

Accepted Answer

Qi Zhang's actions of letting Ann know that he is aware of certain information, leading to her providing new documents, is an example of engaging in organizational politics. This involves using one's knowledge, influence, or relationships within an organization to achieve personal or organizational goals, often through informal channels.

Question 9

Henry Maxwell, head of Heap Engineering, has asked the maintenance manager to fix an important piece of equipment as a priority. This is an example of what type of relationship?

Accepted Answer

This is an example of a service relationship, where one party (Henry Maxwell) requests a service (equipment repair) from another party (the maintenance manager).

Question 10

Henry always wears the latest and most expensive suits. One of his employees, Mark, likes to buy similar clothing in order to be just like his boss. Which kind of power is being displayed by Mark?

Accepted Answer

Referent power is being displayed by Mark, as he admires and identifies with his boss, Henry, and seeks to emulate him by wearing similar clothing. This type of power is based on the desire to be like or identified with another individual.

Question 11

Alan Burgess is a manager who has to make a decision about a new telephone system for his financial services company. He shares the problem with various subordinates individually, but his final decision may or may not reflect their input. If Alan were to obtain the necessary information from subordinates but they did not generate or evaluate alternatives, he would be using:

Accepted Answer

The second variant on the authority decision of the Vroom-Jago model involves the leader obtaining necessary information from subordinates but not involving them in generating or evaluating alternatives.

Question 12

Jane, sales manager of Heap Engineering believes that the probability of increasing sales during next year is high and the impact of doing so would be great. This decision approach is called:

Accepted Answer

Jane's decision approach is categorized as "risk" because she believes there is a high probability of increasing sales, indicating that she is making a decision with an awareness of the likelihood and impact, but without certainty.

Question 13

Heap Engineering, based in Auckland New Zealand,has developed a new child-safe cigarette lighter. Jane, the sales manager, wishes to introduce this design to the European market. The best decision circumstance would be:

Accepted Answer

The best decision circumstance for introducing a new product to the market would be one that combines a high impact on sales with a high probability of success, as this scenario offers the most favorable outcome for the business.

Question 14

Joyce started the line of carry-out meals several years ago, and is now allocating her advertising budget for the current year based on past years' experience. What kind of decision is this?

Accepted Answer

Programmed decisions are repetitive and routine, and they can be handled by establishing a rule or guideline. Joyce is making a decision based on past years' experience, which indicates a routine or programmed decision-making process.

Question 15

Barbara Albers is the manager of a small regional airline whose primary customers are people travelling to a major city 150 miles away. A few months ago, she introduced a 'buy one ticket, get one free' promotion to increase air traffic to the city. The promotion was not significantly increasing traffic, primarily because the typical customers were business people who would have flown anyway and who were now bringing along an assistant or other business associate. The promotion was costing the company a lot of money, yet Barbara continued to offer it. Barbara's decision to continue the promotion despite negative feedback is called a(n):

Accepted Answer

Barbara's decision to continue the promotion despite it costing the company money and not significantly increasing traffic is an example of escalating commitment, where individuals or organizations continue to invest in a decision despite evidence of its ineffectiveness, often due to a desire to not admit failure or to recoup sunk costs.

Question 16

Ellen Gorski is the buyer at a small boutique who must decide what to buy for the coming Spring season. Before her buying trip, she consults fashion magazines and trade journals, attends fashion shows and the trade shows, and consults with other buyers. She makes her final decisions based on this information along with her instincts about what will sell this year, although she knows that some of it will probably be incorrect. What approach to decision making is Ellen using?

Accepted Answer

Ellen is using the behavioral decision theory approach, which acknowledges that decision-makers operate under conditions of uncertainty and have bounded rationality. This approach involves gathering information from various sources and using both analysis and intuition to make decisions, recognizing that not all decisions will be perfect due to the unpredictability of human behavior and market trends.

Question 17

Ellen Gorski is the buyer at a small boutique who must decide what to buy for the coming Spring season. If Ellen knew exactly what would sell in the boutique that season, as well as the quantity of each item that would be needed, she would be making the decision using what approach?

Accepted Answer

Classical theory involves making decisions with complete information and rational analysis, which aligns with knowing exactly what would sell and in what quantity.

Question 18

Heap Engineering's highly cohesive work team believes that their new lighter design cannot be beaten by the competition. However one team member is in disagreement and the others do their best to persuade him to change his mind. This is an example of:

Accepted Answer

This scenario is an example of groupthink, where the desire for harmony or conformity in the group results in an irrational or dysfunctional decision-making outcome. The team's effort to persuade the dissenting member to conform to the majority view, despite potential valid concerns, illustrates this phenomenon.

Question 19

Explain the link and difference between power and influence.

Accepted Answer

The answer of Explain the link and difference between power...

Question 20

Explain the concept of 'zone of indifference' and provide an example.

Accepted Answer

The answer of Explain the concept of 'zone of indifference'...

Quiz 10: Power, Politics and Decision Making in Organizations