Question 1

Differentiate between programmed and nonprogrammed decisions and include two examples of each type of decision.

Accepted Answer

Programmed decision making is routine, automatic.It arises in situations that an organization has faced many times before, and for which it can develop rules and guidelines to be applied.Non-programmed decision making is non-routine.It arises in situations that are new, ambiguous, and/or complex.No ready-made rules for decision making have been set down.Examples will vary.Programmed: changing burnt out light bulbs, ordering new inventory when stock is low.Non-programmed decisions: investing in a new product line, going international, diversifying, etc.

Question 2

Managers who are rational in the way they process information but can handle a greater degree of ambiguity and uncertainty have which decision-making style?

Accepted Answer

A) Conceptual 
B) Directive 
C) Behavioural 
D) Analytic 
E) None of the choices are correct 
A) Conceptual 
B) Directive 
C) Behavioural 
D) Analytic 
E) None of the choices are correct D

Question 3

Managers who have a moderate commitment to social responsibility, and a willingness to do more than the law requires if asked is known as a(n):

Accepted Answer

A) Accommodative approach 
B) Distributive justice 
C) Proactive approach 
D) Obstruction approach 
E) Defensive approach 
A) Accommodative approach 
B) Distributive justice 
C) Proactive approach 
D) Obstruction approach 
E) Defensive approach A

Question 4

Managers sometimes make poor decisions because of cognitive biases in their decision-making process.Discuss four of the sources of bias that can adversely affect the ability of managers to make a good decision, and illustrate each of them with a realistic business decision-making situation.

Accepted Answer

Managers can create bias in their decisi

Question 5

The last step in the decision making process is to learn from feedback.

Accepted Answer

A) True 
 B)False

Question 6

A regional manager makes a decision to increase production based on random data that are interpreted to show a pattern of increased sales.Which type of bias does this reflect?

Accepted Answer

A) illusion of control and overconfidence bias 
B) prior hypothesis bias 
C) representative bias 
D) systematic errors 
E) clustering illusion 
A) illusion of control and overconfidence bias 
B) prior hypothesis bias 
C) representative bias 
D) systematic errors 
E) clustering illusion

Question 7

Creativity is the ability of the decision maker to discover original ideas.

Accepted Answer

A) True 
 B)False

Question 8

Codes of ethics are formal standards and rules that managers use to make decisions in the best interests of their stakeholders.

Accepted Answer

A) True 
 B)False

Question 9

When managers are making decisions where the outcomes of alternatives are not known, they are working under conditions of:

Accepted Answer

A) Uncertainty 
B) Certainty 
C) Bounded rationality 
D) Satisficing 
E) Risk 
A) Uncertainty 
B) Certainty 
C) Bounded rationality 
D) Satisficing 
E) Risk

Question 10

Decision making in response to opportunities occurs when managers search for ways to improve organizational performance to benefit customers, employees, and other stakeholder groups.

Accepted Answer

A) True 
 B)False

Question 11

Managers who use a high degree of intuition and have a low tolerance for ambiguity have a behavioural decision-making style.

Accepted Answer

A) True 
 B)False

Question 12

Decision making has all but which of the following characteristics?

Accepted Answer

A) It is a process of making determinations about organizational goals 
B) It is a process to respond to opportunities and threats 
C) It is a process of making determinations about courses of action 
D) It is a process that only managers embark upon 
E) It is a process of analyzing options 
A) It is a process of making determinations about organizational goals 
B) It is a process to respond to opportunities and threats 
C) It is a process of making determinations about courses of action 
D) It is a process that only managers embark upon 
E) It is a process of analyzing options

Question 13

Managers who use a high degree of intuition when making decisions and have a high degree of tolerance for ambiguity have which type of decision-making style?

Accepted Answer

A) Directive 
B) Behavioural 
C) Analytic 
D) Conceptual 
E) None of the choices are correct 
A) Directive 
B) Behavioural 
C) Analytic 
D) Conceptual 
E) None of the choices are correct

Question 14

The tendency to overestimate one's own ability to control events is called escalating commitment.

Accepted Answer

A) True 
 B)False

Question 15

The first step in the decision making process is to generate alternatives.

Accepted Answer

A) True 
 B)False

Question 16

Nonroutine decision making that occurs in response to unusual, unpredictable opportunities, and threats is known as:

Accepted Answer

A) Nonprogrammed decision making 
B) Heuristic decision making 
C) Groupthink decision making 
D) Programmed decision making 
E) Creative decision making 
A) Nonprogrammed decision making 
B) Heuristic decision making 
C) Groupthink decision making 
D) Programmed decision making 
E) Creative decision making

Question 17

Ethical choices or decisions must effectively satisfy which of the following stakeholder interests?

Accepted Answer

A) High quality products at reasonable prices for customers 
B) Dividends to shareholders 
C) Only the first two choices are correct 
D) Salaries and stable employment for managers and employees 
E) All of the choices are correct 
A) High quality products at reasonable prices for customers 
B) Dividends to shareholders 
C) Only the first two choices are correct 
D) Salaries and stable employment for managers and employees 
E) All of the choices are correct

Question 18

When generating alternatives, managers must never generate a set of feasible alternative courses of action to take in response to the opportunity or threat.

Accepted Answer

A) True 
 B)False

Question 19

When Ford Canada limits its search for new suppliers to an existing set of alternatives known to the purchasing manager, they are using a satisficing strategy.

Accepted Answer

A) True 
 B)False

Question 20

Which of the following is the second step in the decision-making process?

Accepted Answer

A) Choose from alternatives 
B) Learn from feedback 
C) Identify decision criteria 
D) Assess alternatives 
E) Recognize the need for a decision 
A) Choose from alternatives 
B) Learn from feedback 
C) Identify decision criteria 
D) Assess alternatives 
E) Recognize the need for a decision

Differentiate between programmed and nonprogrammed decisions and include two examples of each type of decision.

Managers who are rational in the way they process information but can handle a greater degree of ambiguity and uncertainty have which decision-making style?

Managers who have a moderate commitment to social responsibility, and a willingness to do more than the law requires if asked is known as a(n):

Managers sometimes make poor decisions because of cognitive biases in their decision-making process.Discuss four of the sources of bias that can adversely affect the ability of managers to make a good decision, and illustrate each of them with a realistic business decision-making situation.

The last step in the decision making process is to learn from feedback.

A regional manager makes a decision to increase production based on random data that are interpreted to show a pattern of increased sales.Which type of bias does this reflect?

Creativity is the ability of the decision maker to discover original ideas.

Codes of ethics are formal standards and rules that managers use to make decisions in the best interests of their stakeholders.

When managers are making decisions where the outcomes of alternatives are not known, they are working under conditions of:

Decision making in response to opportunities occurs when managers search for ways to improve organizational performance to benefit customers, employees, and other stakeholder groups.

Managers who use a high degree of intuition and have a low tolerance for ambiguity have a behavioural decision-making style.

Decision making has all but which of the following characteristics?

Managers who use a high degree of intuition when making decisions and have a high degree of tolerance for ambiguity have which type of decision-making style?

The tendency to overestimate one's own ability to control events is called escalating commitment.

The first step in the decision making process is to generate alternatives.

Nonroutine decision making that occurs in response to unusual, unpredictable opportunities, and threats is known as:

Ethical choices or decisions must effectively satisfy which of the following stakeholder interests?

When generating alternatives, managers must never generate a set of feasible alternative courses of action to take in response to the opportunity or threat.

When Ford Canada limits its search for new suppliers to an existing set of alternatives known to the purchasing manager, they are using a satisficing strategy.

Which of the following is the second step in the decision-making process?

Managers and Managing

Managing the Organizational Environment

Managing Planning and Strategy

Managing Organizational Structure

Managing Communication and Information Technology It

Managing Human Resources

Managing Motivation

Managing Leadership

Managing Teams

Managing Control and Operations

Managing Change

Filters

Exam 3: Managing Decision Making

Differentiate between programmed and nonprogrammed decisions and include two examples of each type of decision.

Managers who are rational in the way they process information but can handle a greater degree of ambiguity and uncertainty have which decision-making style?

Managers who have a moderate commitment to social responsibility, and a willingness to do more than the law requires if asked is known as a(n):

Managers sometimes make poor decisions because of cognitive biases in their decision-making process.Discuss four of the sources of bias that can adversely affect the ability of managers to make a good decision, and illustrate each of them with a realistic business decision-making situation.

The last step in the decision making process is to learn from feedback.

A regional manager makes a decision to increase production based on random data that are interpreted to show a pattern of increased sales.Which type of bias does this reflect?

Creativity is the ability of the decision maker to discover original ideas.

Codes of ethics are formal standards and rules that managers use to make decisions in the best interests of their stakeholders.

When managers are making decisions where the outcomes of alternatives are not known, they are working under conditions of:

Decision making in response to opportunities occurs when managers search for ways to improve organizational performance to benefit customers, employees, and other stakeholder groups.

Managers who use a high degree of intuition and have a low tolerance for ambiguity have a behavioural decision-making style.

Decision making has all but which of the following characteristics?

Managers who use a high degree of intuition when making decisions and have a high degree of tolerance for ambiguity have which type of decision-making style?

The tendency to overestimate one's own ability to control events is called escalating commitment.

The first step in the decision making process is to generate alternatives.

Nonroutine decision making that occurs in response to unusual, unpredictable opportunities, and threats is known as:

Ethical choices or decisions must effectively satisfy which of the following stakeholder interests?

When generating alternatives, managers must never generate a set of feasible alternative courses of action to take in response to the opportunity or threat.

When Ford Canada limits its search for new suppliers to an existing set of alternatives known to the purchasing manager, they are using a satisficing strategy.

Which of the following is the second step in the decision-making process?

Managers and Managing

Managing the Organizational Environment

Managing Planning and Strategy

Managing Organizational Structure

Managing Communication and Information Technology It

Managing Human Resources

Managing Motivation

Managing Leadership

Managing Teams

Managing Control and Operations

Managing Change

Filters