Question 1

Managers confront a decision requirement in the form of either a problem or an opportunity.

Accepted Answer

Managers may encounter a problem or an opportunity, both of which require analyzing and making a decision.

Question 2

Nonprogrammed decisions typically require six steps; however, programmed decisions, being structured and well understood, typically require only one step.

Accepted Answer

Programmed decisions are routine and follow a well-established procedure, so they require only one step. Nonprogrammed decisions, on the other hand, are unique and require a more complex decision-making process that typically involves six steps.

Question 3

The recognition of decision requirement stage involves the use of managerial, administrative, and persuasive abilities to ensure that the chosen alternative is carried out.

Accepted Answer

The recognition of decision requirement stage involves identifying the problem or opportunity that needs to be addressed, not ensuring that the chosen alternative is carried out. The implementation stage involves using managerial, administrative, and persuasive abilities to ensure the chosen alternative is carried out.

Question 4

The behavioral style is the decision style often adopted by managers who like to consider complex solutions based on as much data as they can gather.

Accepted Answer

The analytical style, not the behavioral style, is often adopted by managers who like to consider complex solutions based on as much data as they can gather. The behavioral style focuses more on the people aspect and seeks input from others to reach a consensus.

Question 5

The most effective managers are consistent in using their own decision style rather than shifting among styles.

Accepted Answer

Effective managers are adaptable and can shift among different decision-making styles as the situation demands, ensuring the most appropriate approach is used for each unique scenario.

Question 6

People who prefer simple, clear-cut solutions to problems use the directive decision style.

Accepted Answer

The statement is true. The directive decision style is characterized by a preference for clear-cut and straightforward solutions to problems.

Question 7

In the implementation stage of the decision process, decision makers gather information that tells them how well the decision was implemented and whether it was effective in achieving its goals.

Accepted Answer

The answer of In the implementation stage of the decision...

Question 8

Managers with an analytical decision style like to consider complex solutions based on as much data as they can gather.

Accepted Answer

Managers with an analytical decision style prefer to gather and analyze as much information as possible to make informed decisions. They are thorough in their analysis and take a data-driven approach to problem-solving.

Question 9

Justifying past decisions is a common bias of managers.

Accepted Answer

This bias is known as the confirmation bias, where managers tend to seek out information that confirms their past decisions and ignore or discount any evidence that does not support their decisions. This can potentially lead to poor decision-making in the future.

Question 10

The best alternative solution is the one that best fits the overall goals and values of the organization and achieves the desired results using the fewest resources.

Accepted Answer

The best alternative solution should always align with the organization's goals and values and should be efficient in terms of resource utilization while achieving the desired outcomes. Therefore, the statement is true.

Question 11

Step one in the managerial decision-making process is recognition of decision requirement.

Accepted Answer

Recognition of decision requirement is indeed the first step in the managerial decision-making process, as it involves identifying that a problem or opportunity exists and needs to be addressed.

Question 12

For a nonprogrammed decision, feasible alternatives are easy to identify; in fact, they usually are already available within the organization's rules and procedures.

Accepted Answer

Nonprogrammed decisions are those that are unique and haven't been made before, so feasible alternatives may not be readily available or easily identifiable within an organization's rules and procedures. These decisions require more creativity and analysis to come up with new and innovative solutions.

Question 13

The political model consists of vague problems and goals, limited information about alternatives and their outcomes, and a satisficing choice for resolving problems using intuition.

Accepted Answer

The answer of The political model consists of vague problems...

Question 14

Good intuitive decision making is based on an ability to recognize patterns at lightning speed.

Accepted Answer

Good intuitive decision making is often described as "trusting your gut" or relying on your instincts. This type of decision making is based on the ability to quickly recognize patterns, draw on past experiences, and make snap judgments. This process happens at a subconscious level and can be very effective in certain situations, such as when there is not enough time to gather all the information needed to make a rational decision. However, intuitive decision making is not always accurate and can be influenced by biases and other factors.

Question 15

Individuals with a conceptual decision style are more socially oriented than those with an analytical style.

Accepted Answer

Individuals with a conceptual decision style tend to consider the impact their decisions will have on others, and prioritize relationships and interactions with others. In contrast, those with an analytical decision style tend to focus on data and logic, and prioritize efficiency over social considerations. Therefore, individuals with a conceptual decision style are more socially oriented than those with an analytical style.

Question 16

A large body of research suggests that many bad decisions are the result of errors in judgment that originate in the human mind's limited capacity and in the natural biases managers unconsciously display during decision making.

Accepted Answer

This statement is supported by research on decision making and cognitive biases. Many studies have identified specific biases that managers and individuals may exhibit during decision making, such as confirmation bias, overconfidence, and the availability heuristic, that can lead to poor judgments and decisions. Additionally, research has shown that the human brain has limitations in processing information and making decisions, such as the tendency to rely on shortcuts or heuristics rather than fully analyzing all available data.

Question 17

Administrative and political decision-making procedures and intuition have been associated with high performance in unstable environments in which decisions must be made rapidly and under more difficult conditions.

Accepted Answer

This statement suggests that administrative and political decision-making procedures, along with intuition, are helpful in unstable environments where decisions need to be made quickly and under challenging circumstances. This is considered to be true.

Question 18

Coalition building is the process of forming alliances among managers who support a specific goal.

Accepted Answer

Coalition building involves gathering support and forming alliances with others who have a shared goal, vision or interest.

Question 19

Risk propensity is the willingness to undertake risk with the opportunity of gaining an increased payoff.

Accepted Answer

Risk propensity refers to a person's willingness to take calculated risks with the potential for greater rewards.

Question 20

Feedback is the part of monitoring that assesses whether a new decision needs to made.

Accepted Answer

Feedback is a critical element of the monitoring process that allows decision-makers to evaluate outcomes and determine whether any adjustments or new decisions need to be made. It provides valuable information about the effectiveness of interventions and enables organizations to make timely and informed decisions about future actions.

Quiz 9: Managerial Decision Making