Exam 12: Decision Making, Learning, Knowledge Management, and Information Technology

According to Kotter and Heskett, organizational learning is higher in organizations with adaptive cultures than that in organizations with inert culture.

A(n) ________ organizational structure is, an informal organization of managers set up parallel to the formal organizational structure to "shadow" the decision-making and actions of managers in the formal organization.

Which of the following are the two principal types of organizational learning strategies proposed by James March?

By developing a knowledge management system, managers want to provide employees more with information on "who to go to" to solve a specific problem rather than describing the steps to solve a problem. They want to do this because most of their problems are too complex to rely on standard procedures. This information indicates that the organization is planning to implement a ________ approach to knowledge management.

Which of the following models of organizational decision-making, developed by Henry Mintzberg and his colleagues explains why and how managers make nonprogrammed decisions?

Explain the difference between a wheel configuration and a circle configuration of a top-management team.

A ________ structure is the system of interrelated beliefs, preferences, expectations, and values that a person uses to define problems and events.

According to Kotter and Heskett, ________ cultures are cultures that are cautious and conservative and do not encourage risk taking by middle and lower-level managers.

Satisficing involves a much more costly information search and puts far more of a burden on managers than does the rational model.

________ is a cognitive bias that allows managers to justify and reinforce their own preferences and values by attributing them to others.

Nonprogrammed decision-making requires much less search for information to find solutions than does programmed decision-making.

According to cognitive dissonance theory, decision makers ________.

Describe the garbage-can model of decision-making.

The ________ model of decision-making turns the decision-making process around and argues that managers are as likely to start decision-making from the "solution side" as from the "problem side." In other words, decision makers may propose solutions to problems that do not exist; they create a problem they can solve with solutions that are already available.

Which of the following statements is true regarding programmed decision-making?

Which of the following decision-making models explains why and how managers can improve their programmed decision-making over time?

Which of the following terms refers to the state of discomfort or anxiety that a person feels when there is an inconsistency between his or her beliefs and actions?

The term "________" refers to a limited capacity to process information.

Adaptive cultures are cautious and conservative.

The rational model of decision-making assumes that ________.