Question 1

Which of the following is a form of decision entrapment that leads people to do things that the facts of a situation do not justify?

Accepted Answer

Escalating commitment is a form of decision entrapment where people persist with a failing course of action because they have already invested significant resources into it, even if the facts suggest that they should cut their losses and move on. This can result in irrational decision-making and poor outcomes.

Question 2

The process of choosing a course of action for dealing with a problem or opportunity is called __________.

Accepted Answer

The answer of The process of choosing a course of...

Question 3

The central premise of the decision-making model developed by Vroom, Yetton, and Jago is that __________.

Accepted Answer

The central premise of the decision-making model developed by Vroom, Yetton, and Jago is that decision-making method used should always be appropriate to the problem being solved. This means that the best decision-making approach may vary depending on the specific situation, and the model provides a framework for choosing the most effective approach based on various factors such as the urgency of the problem, the level of importance of the decision, and the level of expertise and commitment of those involved in the decision-making process.

Question 4

What Decision-Making concept is reflected in the popular adage, "If at first you don't succeed, try, try again?"

Accepted Answer

Escalating commitment refers to the decision-making concept where individuals or organizations continue to invest time, money, or effort into a failing course of action due to the investments already made, rather than cutting their losses. The adage "If at first you don't succeed, try, try again" reflects this concept by encouraging persistence in the face of failure, potentially leading to further investment in a chosen path despite initial setbacks.

Question 5

In the Vroom, Yetton, and Jago decision-making model, which of the following involves the manager obtaining the necessary information from subordinates) or other group members and then deciding on the problem solution?

Accepted Answer

Variant 2 of authority decisions involves the manager obtaining necessary information from subordinates or other group members before making the decision alone. This variant is characterized by the leader collecting information from others to inform their decision, but ultimately, the decision is made by the leader without group consensus.

Question 6

Individual decisions are also called __________ decisions.

Accepted Answer

The answer of Individual decisions are also called __________ decisions.
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Question 7

An example of the application of the __________ is the team leader who selects a new member not because of any special qualities of the person, but only because the individual comes from a department known to have produced high performers in the past.

Accepted Answer

The scenario described is an example of the representativeness heuristic, where a decision is made based on how well a new member fits the prototype of an ideal candidate based on past experiences or stereotypes. The team leader assumes that someone from a department with a track record of producing high performers will also be a high performer, without considering individual qualities or fit for the specific role.

Question 8

A decision maker holds a meeting to get everyone's agreement on a system for deciding how to make a lunch schedule. This is an example of an) _________ decision method.

Accepted Answer

The decision maker is involving everyone in the decision-making process to agree on a system, which is characteristic of a team decision method where all team members contribute to the decision.

Question 9

The key problem attributes of the Vroom, Yetton, and Jago decision-making model include all of the following EXCEPT:

Accepted Answer

The Vroom, Yetton, and Jago decision-making model does not specifically include the leader's commitment to participation as a key problem attribute. The model focuses on decision quality, subordinate commitment, commitment probability, and goal congruence.

Question 10

In the Vroom, Yetton, and Jago decision-making model, __________ involves the manager sharing the problem with subordinates or other group members, collectively obtaining their ideas and suggestions, and then making a decision that may or may not reflect the subordinates' input.

Accepted Answer

Variant 2 of consultative decisions in the Vroom, Yetton, and Jago decision-making model involves the manager sharing the problem with subordinates or other group members, collectively obtaining their ideas and suggestions, and then making a decision that may or may not reflect the subordinates' input.

Question 11

An example of the application of the __________ is the executive who makes salary increase recommendations for key personnel by simply adjusting their current base salaries by a percentage amount.

Accepted Answer

The example given in the question illustrates the use of the anchoring and adjustment heuristic, where the executive is anchored to the current base salaries and adjusts them by a percentage amount. This heuristic involves starting from an initial value (the anchor) and making adjustments based on available information or intuition.

Question 12

A decision maker tells subordinates that lunch schedule is needed and asks them when they would like to schedule their lunch and why before making a decision. This is an example of a ________________ decision.

Accepted Answer

The fact that the decision maker is asking for input from subordinates before making a decision indicates a consultative decision-making style. The decision maker is gathering input and feedback from others before making a final decision.

Question 13

In the Vroom, Yetton, and Jago decision-making model, __________ involves the manager solving the problem or making the decision alone, using information available at the time.

Accepted Answer

Variant 1 of authority decisions in the Vroom, Yetton, and Jago decision-making model describes a situation where the manager makes the decision alone using the information available at the time, without consulting team members.

Question 14

A form of selective perception, the __________ involves seeking only those cues in a situation that support a preexisting opinion.

Accepted Answer

The description matches the term "confirmation error" which is the tendency to only perceive information that confirms preexisting beliefs or attitudes.

Question 15

All of the following statements relating to escalating commitment are correct EXCEPT:

Accepted Answer

All of the statements except for D are correct about escalating commitment. D is incorrect because once a decision maker realizes a chosen course of action is not working, it does not necessarily mean they will immediately re-group and select a different course of action. They may continue with the same course of action, even if it is not working, due to the tendency to escalate commitments.

Question 16

In the Vroom, Yetton, and Jago decision-making model, __________ are made when the manager or team leader uses information that he or she possesses and decides what to do without involving others.

Accepted Answer

Authority decisions are made without involving others and rely on the manager or team leader's own information and judgement.

Question 17

All of the following approaches can be used to increase creativity EXCEPT:

Accepted Answer

Establishing high expectations for creativity can actually hinder creativity by putting too much pressure on individuals, potentially leading to stress and fear of failure, which are not conducive to creative thinking. The other options (B, C, D, E) are recognized methods to stimulate creativity.

Question 18

All of the following are ways to avoid getting trapped in escalating commitments EXCEPT:

Accepted Answer

All of the above options are effective ways to avoid getting trapped in escalating commitments. Setting limits, making independent decisions, carefully considering the reasons for continuing a course of action, and reminding yourself of the costs are all strategies that can help prevent individuals from becoming too invested in a project or idea and unwilling to back down even when it is no longer feasible or necessary.

Question 19

An example of the __________ is a product development specialist who bases a decision to not launch a new product on her recent failure with another product offering.

Accepted Answer

This scenario exemplifies the availability heuristic, where a person makes a decision based on an easily recalled recent event (in this case, the failure of another product), rather than on a thorough analysis or more relevant information.

Question 20

In the Vroom, Yetton, and Jago decision-making model, which of the following involves the manager sharing the problem with relevant subordinates or other group members individually, getting their ideas and suggestions without bringing them together as a group, and. then making a decision that may or may not reflect the subordinates' input?

Accepted Answer

Variant 1 of consultative decisions involves the manager sharing the problem with relevant subordinates or other group members individually, getting their ideas and suggestions without bringing them together as a group, and then making a decision that may or may not reflect the subordinates' input. Therefore, option C is the correct answer.

Quiz 9: Decision Making and Creativity