Question 1

When managers like to consider complex solutions based on as much data as they can gather,they are considered as having a __________ style.

Accepted Answer

Managers who prefer complex solutions based on extensive data are considered to have an analytical style. They rely heavily on analysis and data to make decisions and are often detail-oriented.

Question 2

The ____________ style is used by people who prefer simple,clear-cut solutions to problems.

Accepted Answer

The directive style is characterized by people who prefer simple, clear-cut solutions to problems. They tend to be efficient, logical, and practical in their decision-making process, often focusing on the short-term.

Question 3

Once the problem has been recognised and analysed,the decision maker must:

Accepted Answer

After recognizing and analyzing a problem, the next step for a decision maker is to generate possible alternatives or solutions to address the problem.

Question 4

A phenomenon in which group members are so committed to the group that they are reluctant to express contrary opinions is referred to as:

Accepted Answer

Groupthink is a phenomenon where the members of a group prioritize harmony and conformity over critical thinking and rational decision-making. In such situations, individuals are hesitant to express opinions that differ from the majority view in a group. Groupthink can lead to erroneous decision-making, flawed assumptions, and a lack of creativity within a group.

Question 5

A(n)____________ is a situation which organisational accomplishments have failed to meet established goals,whereas a(n)______________ is a situation which managers see potential organisational accomplishments that exceed current goals.

Accepted Answer

A problem is a situation where established goals have not been met, while an opportunity is a situation where potential accomplishments exceed current goals. Therefore, option A is the correct choice. The other options are either unrelated or do not match the given definition.

Question 6

Once the desired alternative is selected,it should be:

Accepted Answer

Once the desired alternative has been selected, it should be implemented, i.e., put into action. The other options (analyzed, evaluated, recognized, and developed) are steps that may be taken before selecting the desired alternative or that may occur concurrently with implementation.

Question 7

All of these are basic assumptions of the political model,except:

Accepted Answer

The political model assumes that information is scarce, ambiguous, and incomplete rather than clear and complete.

Question 8

John is collecting information about on how well Tassie Tours has done since their new competitor entered the market.John is in what stage of the managerial decision making process?

Accepted Answer

John is currently evaluating and providing feedback on Tassie Tours' performance since the new competitor entered the market. This falls under the evaluation and feedback stage of the managerial decision-making process.

Question 9

Bringing people together in an interactive growth over a computer network to suggest alternatives is known as:

Accepted Answer

The given scenario describes the concept of electronic brainstorming, which involves collaborating through a computer network to generate new ideas and suggest alternatives. Option A (e-group work) is a more general term that may refer to any type of collaborative work conducted through electronic means. Options C and D (brainstorming and multiple advocacy) refer to traditional brainstorming techniques that do not use computer networks. Option E (e-advocacy) refers to using electronic communication channels for promoting and advocating a cause or idea.

Question 10

All of the following are characteristics of classical decision making model,except:

Accepted Answer

The classical decision making model assumes clear-cut problems and goals, conditions of certainty, rational choice by an individual for maximizing outcomes. However, it also assumes that there is ample information available about alternatives and their outcomes. Therefore, limited information about alternatives and their outcomes is not a characteristic of the classical decision-making model.

Question 11

An informal alliance among managers who support a specific goal is known as a:

Accepted Answer

An informal alliance among managers who support a specific goal is known as a coalition. A group decision-making team is a formal group of individuals who gather to make a decision or solve a problem, while a senior management team consists of high-level executives responsible for overall organizational strategy. A programmed decision group is not a commonly used term in management, and none of the options adequately describe an informal alliance among managers who support a specific goal like the coalition does.

Question 12

Which of these is the first step in the managerial decision-making process?

Accepted Answer

The first step in the managerial decision-making process is recognizing the decision requirement. This involves identifying a problem or opportunity that needs to be addressed.

Question 13

The step in the decision making process in which managers analyse underlying causal factors associated with a decision situation is known as:

Accepted Answer

The step in the decision making process in which managers analyse underlying causal factors associated with a decision situation is known as diagnosis. This involves identifying the root cause of a problem or issue, which is important to ensure the correct decision is made. Evaluation, recognition, idea generation and implementation are all important steps in the decision making process but they do not specifically involve the analysis of underlying causal factors.

Question 14

______________________ involves overly supporting a strategy,decision or activity even though rational thought would indicate the contrary.

Accepted Answer

Escalating commitment, also known as the sunk cost fallacy, is the tendency to continue investing in a strategy, decision, or activity even when it no longer appears to be rational or profitable. This is because individuals may feel committed to the initial investment of time, money, or resources and are hesitant to abandon their efforts.

Question 15

__________ is the willingness to undertake risk with the opportunity to increase one's return.

Accepted Answer

Risk propensity refers to the extent to which an individual or organization is willing to take risks to achieve their goals. Higher risk propensity usually implies a greater willingness to undertake risk with the hope of increasing rewards or returns. It is the opposite of risk aversity, which is the tendency to avoid taking risks. Tunnel vision, ineffective investment philosophy, and risk neutrality do not relate to the willingness to undertake risk.

Question 16

The ____________ style is used by people who like to consider a broad amount of information,and have a particular concern for socially oriented solutions.

Accepted Answer

The conceptual style is characterized by an interest in considering a broad amount of information and a particular concern for socially oriented solutions. This style is typically used by individuals who are creative, intuitive, and can take a broad view of a problem or situation.

Question 17

The primary role of __________ is to supply the decision makers with additional,creative solutions.

Accepted Answer

The primary purpose of brainstorming is to generate additional and creative solutions to a problem or situation. The devil's advocate is meant to provide counterarguments, multiple advocacy involves presenting multiple perspectives in support of a particular solution or course of action, and the ombudsman is a neutral third party who helps to address complaints or issues. Advocacy simply involves promoting a particular idea or solution without necessarily providing additional options.

Question 18

The willingness to undertake risk with the opportunity of gaining an increased payoff for the organisation is known as:

Accepted Answer

Risk propensity refers to the willingness of an individual or organization to take risks in order to achieve a higher payoff. This can involve investing in new ventures, pursuing growth opportunities, or making strategic decisions that involve some degree of uncertainty. While risk taking always carries the potential for loss or failure, organizations that display a high risk propensity are often more innovative, creative, and competitive than those that are overly cautious or risk averse.

Question 19

All of the following would be questions relevant to the diagnosis process,except:

Accepted Answer

The question about minimizing harm to the bottom line is not relevant to the diagnosis process, as the focus should be on identifying and understanding the problem, not on financial concerns. The other questions are more relevant to the diagnosis process, as they relate to understanding the situation and identifying potential causes and solutions.

Question 20

Advantages of group decision making include:

Accepted Answer

Group decision making often takes more time than individual decision making, is subject to phenomena like groupthink, and frequently involves reaching compromise solutions, making none of the listed options advantages of group decision making.

Quiz 9: Managerial Decision Making

When managers like to consider complex solutions based on as much data as they can gather,they are considered as having a __________ style.

The ____________ style is used by people who prefer simple,clear-cut solutions to problems.

Once the problem has been recognised and analysed,the decision maker must:

A phenomenon in which group members are so committed to the group that they are reluctant to express contrary opinions is referred to as:

A(n) is a situation which organisational accomplishments have failed to meet established goals,whereas a(n) __ is a situation which managers see potential organisational accomplishments that exceed current goals.

Once the desired alternative is selected,it should be:

All of these are basic assumptions of the political model,except:

John is collecting information about on how well Tassie Tours has done since their new competitor entered the market.John is in what stage of the managerial decision making process?

Bringing people together in an interactive growth over a computer network to suggest alternatives is known as:

All of the following are characteristics of classical decision making model,except:

An informal alliance among managers who support a specific goal is known as a:

Which of these is the first step in the managerial decision-making process?

The step in the decision making process in which managers analyse underlying causal factors associated with a decision situation is known as:

______________________ involves overly supporting a strategy,decision or activity even though rational thought would indicate the contrary.

__________ is the willingness to undertake risk with the opportunity to increase one's return.

The ____________ style is used by people who like to consider a broad amount of information,and have a particular concern for socially oriented solutions.

The primary role of __________ is to supply the decision makers with additional,creative solutions.

The willingness to undertake risk with the opportunity of gaining an increased payoff for the organisation is known as:

All of the following would be questions relevant to the diagnosis process,except:

Advantages of group decision making include:

Quiz 9: Managerial Decision Making

When managers like to consider complex solutions based on as much data as they can gather,they are considered as having a __________ style.

The ____________ style is used by people who prefer simple,clear-cut solutions to problems.

Once the problem has been recognised and analysed,the decision maker must:

A phenomenon in which group members are so committed to the group that they are reluctant to express contrary opinions is referred to as:

A(n) ____________ is a situation which organisational accomplishments have failed to meet established goals,whereas a(n) ______________ is a situation which managers see potential organisational accomplishments that exceed current goals.

Once the desired alternative is selected,it should be:

All of these are basic assumptions of the political model,except:

John is collecting information about on how well Tassie Tours has done since their new competitor entered the market.John is in what stage of the managerial decision making process?

Bringing people together in an interactive growth over a computer network to suggest alternatives is known as:

All of the following are characteristics of classical decision making model,except:

An informal alliance among managers who support a specific goal is known as a:

Which of these is the first step in the managerial decision-making process?

The step in the decision making process in which managers analyse underlying causal factors associated with a decision situation is known as:

______________________ involves overly supporting a strategy,decision or activity even though rational thought would indicate the contrary.

__________ is the willingness to undertake risk with the opportunity to increase one's return.

The ____________ style is used by people who like to consider a broad amount of information,and have a particular concern for socially oriented solutions.

The primary role of __________ is to supply the decision makers with additional,creative solutions.

The willingness to undertake risk with the opportunity of gaining an increased payoff for the organisation is known as:

All of the following would be questions relevant to the diagnosis process,except:

Advantages of group decision making include:

A(n) is a situation which organisational accomplishments have failed to meet established goals,whereas a(n) __ is a situation which managers see potential organisational accomplishments that exceed current goals.