Question 1

In order to make a decision, someone must first identify the problem.

Accepted Answer

A) True 
 B)False

Question 2

Facts about a problem are gathered during the second step (analyzing the problem) of the structured decision making process.

Accepted Answer

A) True 
 B)False

Question 3

In the rare situations in which the problem cannot be defined, it is advisable to go on to the fact-gathering stage.

Accepted Answer

A) True 
 B)False

Question 4

This approach has the problem solver not only identify the various factors that have brought about the problem but also consider the potential interrelatedness of the causes of the problem:

Accepted Answer

A)  The nominal group technique. 
B)  The problem statement. 
C)  The fishbone technique 
D)  Brainstorming. 
A)  The nominal group technique. 
B)  The problem statement. 
C)  The fishbone technique 
D)  Brainstorming.

Question 5

The decision-making process is a systematic, step-by-step process that aids in identifying and selecting the best alternative under the circumstances.

Accepted Answer

A) True 
 B)False

Question 6

The decision-making process changes depending on the scope and importance of the decision that needs to be made.

Accepted Answer

A) True 
 B)False

Question 7

When there is a limited amount of information available and a decision must be made rather quickly, a supervisor is required to use intuition.

Accepted Answer

A) True 
 B)False

Question 8

In choosing from among the alternatives, the supervisor should be guided by:

Accepted Answer

A)  Intuition. 
B)  Experience. 
C)  The pertinent facts. 
D)  All of the above. 
A)  Intuition. 
B)  Experience. 
C)  The pertinent facts. 
D)  All of the above.

Question 9

By generating a series of alternatives to solving a problem, the best course of action to take is less likely to be overlooked.

Accepted Answer

A) True 
 B)False

Question 10

Any decision alternatives that do not meet ethical standards or predetermined decision criteria should be eliminated.

Accepted Answer

A) True 
 B)False

Question 11

When utilitizing decision criteria there must be a sense of priority when dealing with problems.

Accepted Answer

A) True 
 B)False

Question 12

Decision making is the process of defining problems and choosing a course of action from among alternatives.

Accepted Answer

A) True 
 B)False

Question 13

Nonprogrammed decisions tend to be more strategic than programmed decisions.

Accepted Answer

A) True 
 B)False

Question 14

Which of the following is the first step of the systematic decision-making process?

Accepted Answer

A)  Define the problem. 
B)  Gather facts and information. 
C)  Establish decision criteria. 
D)  Brainstorm. 
A)  Define the problem. 
B)  Gather facts and information. 
C)  Establish decision criteria. 
D)  Brainstorm.

Question 15

After the supervisor has defined and analyzed the problem and established decision criteria, the next step is to:

Accepted Answer

A)  Analyze the problem. 
B)  Evaluate alternatives. 
C)  Develop alternatives. 
D)  Define the problem. 
A)  Analyze the problem. 
B)  Evaluate alternatives. 
C)  Develop alternatives. 
D)  Define the problem.

Question 16

When a supervisor attempts to select the alternative solution that meets the minimal decision criteria, he is:

Accepted Answer

A)  Optimizing. 
B)  Satisficing. 
C)  Brainstorming. 
D)  Gathering facts and information. 
A)  Optimizing. 
B)  Satisficing. 
C)  Brainstorming. 
D)  Gathering facts and information.

Question 17

A situation might arise in which the undesirable consequences of all alternatives appear to be so overwhelmingly unfavorable that the supervisor feels the best solution is to take no action.

Accepted Answer

A) True 
 B)False

Question 18

Almost all of the problems that confront supervisors daily are unusual, isolated, and require individual problem-solving techniques.

Accepted Answer

A) True 
 B)False

Question 19

Successful problem solving requires no supervisory follow-up.

Accepted Answer

A) True 
 B)False

Question 20

Supervisors are born with decision-making skills; they cannot be developed.

Accepted Answer

A) True 
 B)False

In order to make a decision, someone must first identify the problem.

Facts about a problem are gathered during the second step (analyzing the problem) of the structured decision making process.

In the rare situations in which the problem cannot be defined, it is advisable to go on to the fact-gathering stage.

This approach has the problem solver not only identify the various factors that have brought about the problem but also consider the potential interrelatedness of the causes of the problem:

The decision-making process is a systematic, step-by-step process that aids in identifying and selecting the best alternative under the circumstances.

The decision-making process changes depending on the scope and importance of the decision that needs to be made.

When there is a limited amount of information available and a decision must be made rather quickly, a supervisor is required to use intuition.

In choosing from among the alternatives, the supervisor should be guided by:

By generating a series of alternatives to solving a problem, the best course of action to take is less likely to be overlooked.

Any decision alternatives that do not meet ethical standards or predetermined decision criteria should be eliminated.

When utilitizing decision criteria there must be a sense of priority when dealing with problems.

Decision making is the process of defining problems and choosing a course of action from among alternatives.

Nonprogrammed decisions tend to be more strategic than programmed decisions.

Which of the following is the first step of the systematic decision-making process?

After the supervisor has defined and analyzed the problem and established decision criteria, the next step is to:

When a supervisor attempts to select the alternative solution that meets the minimal decision criteria, he is:

A situation might arise in which the undesirable consequences of all alternatives appear to be so overwhelmingly unfavorable that the supervisor feels the best solution is to take no action.

Almost all of the problems that confront supervisors daily are unusual, isolated, and require individual problem-solving techniques.

Successful problem solving requires no supervisory follow-up.

Supervisors are born with decision-making skills; they cannot be developed.

Supervising in Uncertain Times

The Managerial Functions

Communication: the Vital Link in Supervisory Management

Motivational Principles As Applied to Supervision

Positive Discipline

Supervisory Planning

Supervisory Organizing at the Departmental Level

The Supervisor and Employee Recruitment, Selection, Orientation and Training

Performance Management: Appraising, Coaching, Promoting, and Compensating

Supervisory Leadership and the Management of Change

Managing Work Groups: Teamwork, Morale and Counseling

Supervising a Diverse Workforce

Fundamentals of Controlling

Resolving Conflicts in the Workplace

Filters

Exam 5: Solving Problems: Decision Making and the Supervisor

In order to make a decision, someone must first identify the problem.

Facts about a problem are gathered during the second step (analyzing the problem) of the structured decision making process.

In the rare situations in which the problem cannot be defined, it is advisable to go on to the fact-gathering stage.

This approach has the problem solver not only identify the various factors that have brought about the problem but also consider the potential interrelatedness of the causes of the problem:

The decision-making process is a systematic, step-by-step process that aids in identifying and selecting the best alternative under the circumstances.

The decision-making process changes depending on the scope and importance of the decision that needs to be made.

When there is a limited amount of information available and a decision must be made rather quickly, a supervisor is required to use intuition.

In choosing from among the alternatives, the supervisor should be guided by:

By generating a series of alternatives to solving a problem, the best course of action to take is less likely to be overlooked.

Any decision alternatives that do not meet ethical standards or predetermined decision criteria should be eliminated.

When utilitizing decision criteria there must be a sense of priority when dealing with problems.

Decision making is the process of defining problems and choosing a course of action from among alternatives.

Nonprogrammed decisions tend to be more strategic than programmed decisions.

Which of the following is the first step of the systematic decision-making process?

After the supervisor has defined and analyzed the problem and established decision criteria, the next step is to:

When a supervisor attempts to select the alternative solution that meets the minimal decision criteria, he is:

A situation might arise in which the undesirable consequences of all alternatives appear to be so overwhelmingly unfavorable that the supervisor feels the best solution is to take no action.

Almost all of the problems that confront supervisors daily are unusual, isolated, and require individual problem-solving techniques.

Successful problem solving requires no supervisory follow-up.

Supervisors are born with decision-making skills; they cannot be developed.

Supervising in Uncertain Times

The Managerial Functions

Communication: the Vital Link in Supervisory Management

Motivational Principles As Applied to Supervision

Positive Discipline

Supervisory Planning

Supervisory Organizing at the Departmental Level

The Supervisor and Employee Recruitment, Selection, Orientation and Training

Performance Management: Appraising, Coaching, Promoting, and Compensating

Supervisory Leadership and the Management of Change

Managing Work Groups: Teamwork, Morale and Counseling

Supervising a Diverse Workforce

Fundamentals of Controlling

Resolving Conflicts in the Workplace

Filters