Question 1

Compare and contrast the approaches to social responsibility.

Accepted Answer

Approaches to social responsibilities ca

Question 2

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

Accepted Answer

A) behavioural 
B) directive 
C) conceptual 
D) analytic 
E) none of the choices are correct 
A) behavioural 
B) directive 
C) conceptual 
D) analytic 
E) none of the choices are correct

Question 3

Which of the following is one of the criteria used by managers to evaluate the pros and cons of alternative courses of action?

Accepted Answer

A) Ethical 
B) Economical 
C) Practical 
D) Legal 
E) All of these choices are criteria to be used 
A) Ethical 
B) Economical 
C) Practical 
D) Legal 
E) All of these choices are criteria to be used

Question 4

All of the following are examples of nonprogrammed decisions, except:

Accepted Answer

A) Investing in new technology 
B) Developing a new product 
C) Launching a new promotional campaign 
D) Entering a new market or expanding internationally 
E) Changing the light bulbs when they burn out 
A) Investing in new technology 
B) Developing a new product 
C) Launching a new promotional campaign 
D) Entering a new market or expanding internationally 
E) Changing the light bulbs when they burn out

Question 5

Creativity is at the heart of organizational learning.

Accepted Answer

A) True 
 B)False

Question 6

A manager decided to continue to purchase insurance from a company that charged high premiums, even though the manager knew that he or she could get the same coverage for less.This is an example of illusion of control.

Accepted Answer

A) True 
 B)False

Question 7

Managers with the analytic style are rational in their way of thinking and have a low tolerance for ambiguity.

Accepted Answer

A) True 
 B)False

Question 8

Decision making is done every time a manager plans, organizes, directs, or controls organizational activities.

Accepted Answer

A) True 
 B)False

Question 9

The tendency to see patterns in data where none exist is known as a confirmation bias.

Accepted Answer

A) True 
 B)False

Question 10

When a sales manager views the poor performance of his or her sales agents as resulting from their laziness rather than to the innovative product line of a competitor, this is a fundamental attribution error.

Accepted Answer

A) True 
 B)False

Question 11

Managers who use a high degree of intuition when making decisions and have a high degree of tolerance for ambiguity are conceptual decision makers.

Accepted Answer

A) True 
 B)False

Question 12

A decision maker's ability to discover original and novel ideas that lead to feasible alternative courses of action is known as:

Accepted Answer

A) illusion of control 
B) brainstorming 
C) intuition 
D) creativity 
E) groupthink 
A) illusion of control 
B) brainstorming 
C) intuition 
D) creativity 
E) groupthink

Question 13

The ability to make sound decisions based on one's past experience and immediate feelings about the information at hand is known as judgment.

Accepted Answer

A) True 
 B)False

Question 14

Arguments against being socially responsible include all but which of the following?

Accepted Answer

A) Socially responsible businesses gain a reputation 
B) Social responsibility benefits some stakeholders and not others 
C) Business should only be responsible to stockholders 
D) Business should only use its resources to increase profits 
E) Business should only use its resources to reward stockholders 
A) Socially responsible businesses gain a reputation 
B) Social responsibility benefits some stakeholders and not others 
C) Business should only be responsible to stockholders 
D) Business should only use its resources to increase profits 
E) Business should only use its resources to reward stockholders

Question 15

Decision makers who seek and use information that is consistent with their prior beliefs and ignore information that contradicts those beliefs are suffering from:

Accepted Answer

A) Systemic errors 
B) Prior hypothesis bias 
C) Representative bias 
D) Clustering bias 
E) Illusion of control and overconfidence bias 
A) Systemic errors 
B) Prior hypothesis bias 
C) Representative bias 
D) Clustering bias 
E) Illusion of control and overconfidence bias

Question 16

When Ford Canada limits its search for new suppliers to an existing set of alternatives known to the purchasing manager, they are using which decision making strategy?

Accepted Answer

A) Incomplete information 
B) Satisficing 
C) Bounded rationality 
D) Groupthink 
E) Uncertainty 
A) Incomplete information 
B) Satisficing 
C) Bounded rationality 
D) Groupthink 
E) Uncertainty

Question 17

A representative bias occurs when decision makers generalize from an isolated or individual case.

Accepted Answer

A) True 
 B)False

Question 18

Having a minimal commitment to social responsibility, and a willingness to do what the law requires and no more is known as what type of approach to social responsibility?

Accepted Answer

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

Question 19

A company with an obstructionist approach to social responsibility has a high social responsibility.

Accepted Answer

A) True 
 B)False

Question 20

Explain the role that organizational learning and creativity play in helping managers to improve their decisions.

Accepted Answer

Managers should foster an atmosphere tha

Compare and contrast the approaches to social responsibility.

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

Which of the following is one of the criteria used by managers to evaluate the pros and cons of alternative courses of action?

All of the following are examples of nonprogrammed decisions, except:

Creativity is at the heart of organizational learning.

A manager decided to continue to purchase insurance from a company that charged high premiums, even though the manager knew that he or she could get the same coverage for less.This is an example of illusion of control.

Managers with the analytic style are rational in their way of thinking and have a low tolerance for ambiguity.

Decision making is done every time a manager plans, organizes, directs, or controls organizational activities.

The tendency to see patterns in data where none exist is known as a confirmation bias.

When a sales manager views the poor performance of his or her sales agents as resulting from their laziness rather than to the innovative product line of a competitor, this is a fundamental attribution error.

Managers who use a high degree of intuition when making decisions and have a high degree of tolerance for ambiguity are conceptual decision makers.

A decision maker's ability to discover original and novel ideas that lead to feasible alternative courses of action is known as:

The ability to make sound decisions based on one's past experience and immediate feelings about the information at hand is known as judgment.

Arguments against being socially responsible include all but which of the following?

Decision makers who seek and use information that is consistent with their prior beliefs and ignore information that contradicts those beliefs are suffering from:

When Ford Canada limits its search for new suppliers to an existing set of alternatives known to the purchasing manager, they are using which decision making strategy?

A representative bias occurs when decision makers generalize from an isolated or individual case.

Having a minimal commitment to social responsibility, and a willingness to do what the law requires and no more is known as what type of approach to social responsibility?

A company with an obstructionist approach to social responsibility has a high social responsibility.

Explain the role that organizational learning and creativity play in helping managers to improve their decisions.

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

Compare and contrast the approaches to social responsibility.

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

Which of the following is one of the criteria used by managers to evaluate the pros and cons of alternative courses of action?

All of the following are examples of nonprogrammed decisions, except:

Creativity is at the heart of organizational learning.

A manager decided to continue to purchase insurance from a company that charged high premiums, even though the manager knew that he or she could get the same coverage for less.This is an example of illusion of control.

Managers with the analytic style are rational in their way of thinking and have a low tolerance for ambiguity.

Decision making is done every time a manager plans, organizes, directs, or controls organizational activities.

The tendency to see patterns in data where none exist is known as a confirmation bias.

When a sales manager views the poor performance of his or her sales agents as resulting from their laziness rather than to the innovative product line of a competitor, this is a fundamental attribution error.

Managers who use a high degree of intuition when making decisions and have a high degree of tolerance for ambiguity are conceptual decision makers.

A decision maker's ability to discover original and novel ideas that lead to feasible alternative courses of action is known as:

The ability to make sound decisions based on one's past experience and immediate feelings about the information at hand is known as judgment.

Arguments against being socially responsible include all but which of the following?

Decision makers who seek and use information that is consistent with their prior beliefs and ignore information that contradicts those beliefs are suffering from:

When Ford Canada limits its search for new suppliers to an existing set of alternatives known to the purchasing manager, they are using which decision making strategy?

A representative bias occurs when decision makers generalize from an isolated or individual case.

Having a minimal commitment to social responsibility, and a willingness to do what the law requires and no more is known as what type of approach to social responsibility?

A company with an obstructionist approach to social responsibility has a high social responsibility.

Explain the role that organizational learning and creativity play in helping managers to improve their decisions.

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