Question 1

Susan often defends unpopular or opposing alternatives for the sake of argument when discussing an issue. Susan is demonstrating

Accepted Answer

A) dialectical inquiry. 
B) devil's advocacy. 
C) groupthink. 
D) confirmation bias. 
E) organizational learning. 
A) dialectical inquiry. 
B) devil's advocacy. 
C) groupthink. 
D) confirmation bias. 
E) organizational learning.

Question 2

Yin observes that several of his employees have valuable creative talent. What could Yin do to promote individual creativity?

Accepted Answer

A) Pressure employees to deliver creative solutions quickly. 
B) Tone down the importance of vital issues. 
C) Reward employees who come up with creative ideas. 
D) Redirect employees who are wasting time on outlandish ideas. 
E) Promptly rank all ideas to discourage thinking that is too far from norms. 
A) Pressure employees to deliver creative solutions quickly. 
B) Tone down the importance of vital issues. 
C) Reward employees who come up with creative ideas. 
D) Redirect employees who are wasting time on outlandish ideas. 
E) Promptly rank all ideas to discourage thinking that is too far from norms.

Question 3

Regan has identified alternatives to a work problem. After considering the pros and cons of each option, she has chosen and implemented a solution. What should Regan do next for an effective decision-making process?

Accepted Answer

A) reassess the need for the decision 
B) evaluate the results of the solution 
C) move on to the next decision 
D) implement a second solution as a backup 
E) brainstorm additional alternatives 
A) reassess the need for the decision 
B) evaluate the results of the solution 
C) move on to the next decision 
D) implement a second solution as a backup 
E) brainstorm additional alternatives

Question 4

________ is a written approach to creative problem solving by a group.

Accepted Answer

A) The Delphi technique 
B) Production blocking 
C) Brainstorming 
D) Nominal group technique 
E) Devil's advocacy 
A) The Delphi technique 
B) Production blocking 
C) Brainstorming 
D) Nominal group technique 
E) Devil's advocacy

Question 5

________ is a decision maker's ability to discover original and novel ideas that lead to feasible alternative courses of action.

Accepted Answer

A) Groupthink 
B) Dialectical inquiry 
C) Intuition 
D) Creativity 
E) The illusion of control 
A) Groupthink 
B) Dialectical inquiry 
C) Intuition 
D) Creativity 
E) The illusion of control

Question 6

High Tech Corp decides to develop a product based on a completely new technology, with no existing information on the possible challenges and outcomes of bringing such a product to market. This decision illustrates

Accepted Answer

A) satisficing ambiguity. 
B) systematic error. 
C) confirmation bias. 
D) uncertainty. 
E) blocking. 
A) satisficing ambiguity. 
B) systematic error. 
C) confirmation bias. 
D) uncertainty. 
E) blocking.

Question 7

Decision making is the process in which managers make determinations about organizational goals and courses of action by responding to opportunities and threats.

Accepted Answer

A) True 
 B)False

Question 8

A local pet groomer is considering expanding his services to include cats and needs to decide whether to invest in the necessary equipment and supplies. What type of decision does this represent for the groomer?

Accepted Answer

A) automatic 
B) intuitive 
C) bounded 
D) nonprogrammed 
E) rule-based 
A) automatic 
B) intuitive 
C) bounded 
D) nonprogrammed 
E) rule-based

Question 9

________ decisions are routine and based on rules and guidelines.

Accepted Answer

A) Brainstormed 
B) Nonprogrammed 
C) Programmed 
D) Intuitive 
E) Creative 
A) Brainstormed 
B) Nonprogrammed 
C) Programmed 
D) Intuitive 
E) Creative

Question 10

Each month, Brian reviews sales data, analyzes market opportunities and threats, and determines organizational goals and actions for the coming month. This is an example of

Accepted Answer

A) groupthink. 
B) intuition. 
C) decision making. 
D) bounded rationality. 
E) brainstorming. 
A) groupthink. 
B) intuition. 
C) decision making. 
D) bounded rationality. 
E) brainstorming.

Question 11

Building a(n)________ is NOT easy and requires that managers change their management assumptions radically.

Accepted Answer

A) learning organization 
B) administrative model 
C) intuitive organization 
D) heuristic organization 
E) classical model 
A) learning organization 
B) administrative model 
C) intuitive organization 
D) heuristic organization 
E) classical model

Question 12

When making nonroutine decisions, how do managers tend to view their decision-making skills?

Accepted Answer

A) Managers tend to lack confidence in nonroutine decisions. 
B) Managers usually learn from their mistakes 
C) Managers tend to be overconfident about their intuition and judgments. 
D) Most managers believe they are more prone to making bad decisions than others. 
E) Managers tend to make programmed decisions and delegate nonroutine decisions. 
A) Managers tend to lack confidence in nonroutine decisions. 
B) Managers usually learn from their mistakes 
C) Managers tend to be overconfident about their intuition and judgments. 
D) Most managers believe they are more prone to making bad decisions than others. 
E) Managers tend to make programmed decisions and delegate nonroutine decisions.

Question 13

In the classical model of decision making, it is assumed that

Accepted Answer

A) there is no optimum decision. 
B) there is more than one alternative. 
C) there is only one alternative. 
D) managers have access to all the information they need. 
E) managers will not apply their own preferences to make a decision. 
A) there is no optimum decision. 
B) there is more than one alternative. 
C) there is only one alternative. 
D) managers have access to all the information they need. 
E) managers will not apply their own preferences to make a decision.

Question 14

Eleanor is responsible for monitoring the office supply closet and places an order when any item reaches a minimal level. What type of decision does this represent?

Accepted Answer

A) brainstormed decision 
B) bounded decision 
C) programmed decision 
D) intuitive decision 
E) creative decision 
A) brainstormed decision 
B) bounded decision 
C) programmed decision 
D) intuitive decision 
E) creative decision

Question 15

Meghan is tasked with leading a project team to quickly prototype an innovative product idea and accelerate its time to market. The team will operate independently of other development groups and report directly to the CEO. Meghan's project is an example of

Accepted Answer

A) a dialectical inquiry. 
B) production blocking. 
C) entrepreneurship. 
D) a skunkworks. 
E) an escalating commitment. 
A) a dialectical inquiry. 
B) production blocking. 
C) entrepreneurship. 
D) a skunkworks. 
E) an escalating commitment.

Question 16

When deciding on schedules, the construction manager takes into account probabilities related to delays in materials or the potential for bad weather that could impact progress. The manager is accounting for

Accepted Answer

A) uncertainty. 
B) incomplete information. 
C) risk. 
D) ambiguity. 
E) cognitive limitation. 
A) uncertainty. 
B) incomplete information. 
C) risk. 
D) ambiguity. 
E) cognitive limitation.

Question 17

________ are intrapreneurial managers who leave their current organizations because of a lack of opportunity and start their own companies.

Accepted Answer

A) Satisficing managers 
B) Social entrepreneurs 
C) Entrepreneurs 
D) Product champions 
E) Devil's advocates 
A) Satisficing managers 
B) Social entrepreneurs 
C) Entrepreneurs 
D) Product champions 
E) Devil's advocates

Question 18

Cora has been looking at several alternative locations for a new facility and performed a cost-benefit analysis in order to determine the net financial payoff of each location. Which criterion of decision making is Cora addressing?

Accepted Answer

A) economic feasibility 
B) practicality 
C) ethicalness 
D) legality 
E) functionality 
A) economic feasibility 
B) practicality 
C) ethicalness 
D) legality 
E) functionality

Question 19

Nick is executing a decision-making process. He has evaluated and selected the best solution to his problem and proceeded with implementation of the chosen solution. Identify the final step Nick should take and explain why it is important.

Accepted Answer

The final step in the decision-making pr

Question 20

A hurricane was approaching Miami, and although there was no evacuation order, the president of a local company decided to close the business and send his employees home. This is an example of a(n)________ decision.

Accepted Answer

A) satisficing 
B) automatic 
C) guideline-based 
D) predetermined 
E) nonprogrammed 
A) satisficing 
B) automatic 
C) guideline-based 
D) predetermined 
E) nonprogrammed

Susan often defends unpopular or opposing alternatives for the sake of argument when discussing an issue. Susan is demonstrating

Yin observes that several of his employees have valuable creative talent. What could Yin do to promote individual creativity?

Regan has identified alternatives to a work problem. After considering the pros and cons of each option, she has chosen and implemented a solution. What should Regan do next for an effective decision-making process?

________ is a written approach to creative problem solving by a group.

________ is a decision maker's ability to discover original and novel ideas that lead to feasible alternative courses of action.

High Tech Corp decides to develop a product based on a completely new technology, with no existing information on the possible challenges and outcomes of bringing such a product to market. This decision illustrates

Decision making is the process in which managers make determinations about organizational goals and courses of action by responding to opportunities and threats.

A local pet groomer is considering expanding his services to include cats and needs to decide whether to invest in the necessary equipment and supplies. What type of decision does this represent for the groomer?

________ decisions are routine and based on rules and guidelines.

Each month, Brian reviews sales data, analyzes market opportunities and threats, and determines organizational goals and actions for the coming month. This is an example of

Building a(n)________ is NOT easy and requires that managers change their management assumptions radically.

When making nonroutine decisions, how do managers tend to view their decision-making skills?

In the classical model of decision making, it is assumed that

Eleanor is responsible for monitoring the office supply closet and places an order when any item reaches a minimal level. What type of decision does this represent?

Meghan is tasked with leading a project team to quickly prototype an innovative product idea and accelerate its time to market. The team will operate independently of other development groups and report directly to the CEO. Meghan's project is an example of

When deciding on schedules, the construction manager takes into account probabilities related to delays in materials or the potential for bad weather that could impact progress. The manager is accounting for

________ are intrapreneurial managers who leave their current organizations because of a lack of opportunity and start their own companies.

Cora has been looking at several alternative locations for a new facility and performed a cost-benefit analysis in order to determine the net financial payoff of each location. Which criterion of decision making is Cora addressing?

Nick is executing a decision-making process. He has evaluated and selected the best solution to his problem and proceeded with implementation of the chosen solution. Identify the final step Nick should take and explain why it is important.

A hurricane was approaching Miami, and although there was no evacuation order, the president of a local company decided to close the business and send his employees home. This is an example of a(n)________ decision.

Managers and Managing

The Evolution of Management Thought

Values Attitudes, Emotions, and Culture: the Manager As a Person

Ethics and Social Responsibility

Managing Diverse Employees in a Multicultural Environment

Managing in the Global Environment

The Manager As a Planner and Strategist

Value Chain Management Functional Strategies for Competitive Advantage

Managing Organizational Structure and Culture

Organizational Control and Change

Human Resource Management

Motivation and Performance

Leadership

Effective Groups and Teams

Promoting Effective Communication

Managing Conflict, Politics, and Negotiation

Using Advanced Information Technology to Increase Performance

Filters

Exam 7: Decision Making, Learning, Creativity, and Entrepreneurship

Susan often defends unpopular or opposing alternatives for the sake of argument when discussing an issue. Susan is demonstrating

Yin observes that several of his employees have valuable creative talent. What could Yin do to promote individual creativity?

Regan has identified alternatives to a work problem. After considering the pros and cons of each option, she has chosen and implemented a solution. What should Regan do next for an effective decision-making process?

________ is a written approach to creative problem solving by a group.

________ is a decision maker's ability to discover original and novel ideas that lead to feasible alternative courses of action.

High Tech Corp decides to develop a product based on a completely new technology, with no existing information on the possible challenges and outcomes of bringing such a product to market. This decision illustrates

Decision making is the process in which managers make determinations about organizational goals and courses of action by responding to opportunities and threats.

A local pet groomer is considering expanding his services to include cats and needs to decide whether to invest in the necessary equipment and supplies. What type of decision does this represent for the groomer?

________ decisions are routine and based on rules and guidelines.

Each month, Brian reviews sales data, analyzes market opportunities and threats, and determines organizational goals and actions for the coming month. This is an example of

Building a(n)________ is NOT easy and requires that managers change their management assumptions radically.

When making nonroutine decisions, how do managers tend to view their decision-making skills?

In the classical model of decision making, it is assumed that

Eleanor is responsible for monitoring the office supply closet and places an order when any item reaches a minimal level. What type of decision does this represent?

Meghan is tasked with leading a project team to quickly prototype an innovative product idea and accelerate its time to market. The team will operate independently of other development groups and report directly to the CEO. Meghan's project is an example of

When deciding on schedules, the construction manager takes into account probabilities related to delays in materials or the potential for bad weather that could impact progress. The manager is accounting for

________ are intrapreneurial managers who leave their current organizations because of a lack of opportunity and start their own companies.

Cora has been looking at several alternative locations for a new facility and performed a cost-benefit analysis in order to determine the net financial payoff of each location. Which criterion of decision making is Cora addressing?

Nick is executing a decision-making process. He has evaluated and selected the best solution to his problem and proceeded with implementation of the chosen solution. Identify the final step Nick should take and explain why it is important.

A hurricane was approaching Miami, and although there was no evacuation order, the president of a local company decided to close the business and send his employees home. This is an example of a(n)________ decision.

Managers and Managing

The Evolution of Management Thought

Values Attitudes, Emotions, and Culture: the Manager As a Person

Ethics and Social Responsibility

Managing Diverse Employees in a Multicultural Environment

Managing in the Global Environment

The Manager As a Planner and Strategist

Value Chain Management Functional Strategies for Competitive Advantage

Managing Organizational Structure and Culture

Organizational Control and Change

Human Resource Management

Motivation and Performance

Leadership

Effective Groups and Teams

Promoting Effective Communication

Managing Conflict, Politics, and Negotiation

Using Advanced Information Technology to Increase Performance

Filters