Deck 17: Decisions, Decisions

Question 1

The best decisions are always made under a certain amount of pressure.

Answer 1

False

Question 2

Generally it is the potential consequences that govern the amount of effort going into the making of any particular decision.

Answer 2

True

Question 3

Most of the important elements of decision making are present every decision-making situation even though they might not be openly noticeable.

Answer 3

True

Question 4

When you encounter a unique situation not previously encountered and not covered by existing policies and procedures, you first need to write a new procedure.

Question 5

In making a decision you need to gather enough information to give you assurance that you have eliminated all risk.

Question 6

The more time that passes between a decision and its complete implementation, the more change in circumstances surrounding the decision is likely to occur.

Question 7

"Personalities" and "politics" do not constitute legitimate constraints on the decision-making process.

Question 8

The same factor-for example, money-can be both an absolute constraint and a practical constraint in decision situation.

Question 9

It is necessary for every decision-maker to always be seeking a state of perfect information.

Question 10

Decision-making pressure is often felt as a limitation of the time available in which to investigate properly and render a decision.

Question 11

In making today's decisions and looking ahead to the need to make decisions in the future, the manager should:

A) Endeavor to eventually cover all possible decision situations with a written policy.
B) Make every decision on the basis of facts and figures.
C) Recognize that it is not possible to anticipate all contingencies and pre-make all decisions.
D) Strive to eliminate uncertainty from every decision situation.

Question 12

In delegating certain decision-making powers to some of the employees, the supervisor should:

A) Be sure to delegate authority consistent with responsibility.
B) Make it plain that those employees are ultimately responsible for all results.
C) Leave them alone to succeed or fail on their own.
D) Delegate only routine, inconsequential decisions.

Question 13

In making a highly subjective decision such as many personnel-related decisions:

A) It is essential to seek some objective data upon which to hinge a decision.
B) It is best to leave the situation alone to resolve itself.
C) Seek the opinions of other supervisors before deciding.
D) Make a choices based on a basic sense of what is right or wrong, or fair or unfair.

Question 14

Before tackling any problem requiring a decision, it is necessary to first:

A) Gather all data pertinent to the situation.
B) Ensure that you are dealing with a problem and not just a symptom of the problem.
C) Determine how other supervisor's have dealt with the same situation.
D) Decide what results you with to attain.

Question 15

Of the following, the phrase that best describes what determines the amount of input needed in a particular decision situation is:

A) The potential consequences of the decision.
B) The possibility of upsetting involved personalities.
C) The projected cost of implementing the decision.
D) Top management's relative interest in the particular problem or situation.

Question 16

Before tackling any problem requiring a decision, it is necessary to consider whether you are dealing with the ___________.

Question 17

In a decision situation of considerable importance you will never truly have enough ____________.

Question 18

Invariably the weakest and ordinarily the most neglected part of the decision-making process is ___________.

Question 19

In decision-making, ____________ are those limiting conditions that rule out certain alternatives as possible or desirable choices..

Question 20

Whether the no-decision option is exercised by choice, through procrastination, or by _________, it is nevertheless still a decision.