Question 1

Programmed decisions usually require that the decision maker exercise judgment and creativity.

Accepted Answer

A) True 
 B)False

Question 2

is when the decision-maker objectively analyzes the problem and all alternatives, thoroughly searches for information, carefully evaluates the consequences of all alternatives, and diligently plans for implementation and contingencies.

Accepted Answer

Vigilant I

Question 3

The behavioral model is appealing because of its logic and focus on economic considerations.

Accepted Answer

A) True 
 B)False

Question 4

decisions generally require the decision maker to exercise judgment and creativity.

Accepted Answer

The answer of decisions generally require the decision maker to...

Question 5

Which of the following is not a characteristic of the Janis-Mann conflict model?

Accepted Answer

A) It recognizes occasional ambivalence regarding alternatives. 
B) It combines the rational and behavioral approaches. 
C) It provides for self-reactions. 
D) It deals only with important life decisions. 
E) It recognizes avoidance mechanisms, such as procrastination. 
A) It recognizes occasional ambivalence regarding alternatives. 
B) It combines the rational and behavioral approaches. 
C) It provides for self-reactions. 
D) It deals only with important life decisions. 
E) It recognizes avoidance mechanisms, such as procrastination.

Question 6

One important method for enhancing creativity is to make it a part of the organization's .

Accepted Answer

A) standard operating procedures. 
B) decision-making processes. 
C) culture. 
D) strategic plans. 
E) none of these. 
A) standard operating procedures. 
B) decision-making processes. 
C) culture. 
D) strategic plans. 
E) none of these.

Question 7

The most crucial step in the decision-making process is selecting an
_.

Accepted Answer

The answer of The most crucial step in the decision-making...

Question 8

A programmed decision occurs frequently enough for a_
to be developed.

Accepted Answer

The answer of A programmed decision occurs frequently enough for...

Question 9

Being able to see similarities between situations, phenomena, or events is a creative ability called thinking.

Accepted Answer

A) referent 
B) convergent 
C) divergent 
D) emergent 
E) parallel 
A) referent 
B) convergent 
C) divergent 
D) emergent 
E) parallel

Question 10

According to the Janis-Mann conflict model, determining that risks are not a serious factor in changing a situation leads to

Accepted Answer

A) defensive avoidance. 
B) hypervigilance. 
C) unaffected change. 
D) unconflicted adherence. 
E) unconflicted change. 
A) defensive avoidance. 
B) hypervigilance. 
C) unaffected change. 
D) unconflicted adherence. 
E) unconflicted change.

Question 11

decisions often involve ambiguous or unavailable information.

Accepted Answer

A) Nonprogrammed 
B) Procedural 
C) Repetitive 
D) Major 
E) Programmed 
A) Nonprogrammed 
B) Procedural 
C) Repetitive 
D) Major 
E) Programmed

Question 12

The final stage of the rational decision-making process is measure and adjustment.

Accepted Answer

A) True 
 B)False

Question 13

Decisions in organizations can be classified according to their frequency and information conditions.

Accepted Answer

A) True 
 B)False

Question 14

Problem solving involves finding the answer to a question.

Accepted Answer

A) True 
 B)False

Question 15

Suboptimizing is knowingly accepting less than the best possible outcome.

Accepted Answer

A) True 
 B)False

Question 16

A programmed decision recurs often enough for decision rules to be developed.

Accepted Answer

A) True 
 B)False

Question 17

Decision making is

Accepted Answer

A) finding the answer to a question. 
B) choosing one alternative from among several. 
C) staffing positions within the organizational hierarchy. 
D) motivating employees to pursue organizational goals 
E) fixing problems that arise in the operations of the business. 
A) finding the answer to a question. 
B) choosing one alternative from among several. 
C) staffing positions within the organizational hierarchy. 
D) motivating employees to pursue organizational goals 
E) fixing problems that arise in the operations of the business.

Question 18

According to the rational decision-making approach, what is the starting point for the decision-making process?

Accepted Answer

A) Identification of the problem 
B) Determination of who will make the decision 
C) The collection of pertinent data 
D) The statement of goals 
E) The establishment of rules and procedures 
A) Identification of the problem 
B) Determination of who will make the decision 
C) The collection of pertinent data 
D) The statement of goals 
E) The establishment of rules and procedures

Question 19

A basis for making programmed decisions would be

Accepted Answer

A) readily available. 
B) decision rules. 
C) creativity. 
D) movement. 
E) group formation. 
A) readily available. 
B) decision rules. 
C) creativity. 
D) movement. 
E) group formation.

Question 20

Which of the following represents the step of the rational decision- making approach in which information is compiled regarding the goal and the actual state?

Accepted Answer

A) Analyze the decision 
B) Identify the problem 
C) Determine the goal 
D) Collect data 
E) Analyze the situation 
A) Analyze the decision 
B) Identify the problem 
C) Determine the goal 
D) Collect data 
E) Analyze the situation

Programmed decisions usually require that the decision maker exercise judgment and creativity.

is when the decision-maker objectively analyzes the problem and all alternatives, thoroughly searches for information, carefully evaluates the consequences of all alternatives, and diligently plans for implementation and contingencies.

The behavioral model is appealing because of its logic and focus on economic considerations.

decisions generally require the decision maker to exercise judgment and creativity.

Which of the following is not a characteristic of the Janis-Mann conflict model?

One important method for enhancing creativity is to make it a part of the organization's .

The most crucial step in the decision-making process is selecting an _.

A programmed decision occurs frequently enough for a_ to be developed.

Being able to see similarities between situations, phenomena, or events is a creative ability called thinking.

According to the Janis-Mann conflict model, determining that risks are not a serious factor in changing a situation leads to

decisions often involve ambiguous or unavailable information.

The final stage of the rational decision-making process is measure and adjustment.

Decisions in organizations can be classified according to their frequency and information conditions.

Problem solving involves finding the answer to a question.

Suboptimizing is knowingly accepting less than the best possible outcome.

A programmed decision recurs often enough for decision rules to be developed.

Decision making is

According to the rational decision-making approach, what is the starting point for the decision-making process?

A basis for making programmed decisions would be

Which of the following represents the step of the rational decision- making approach in which information is compiled regarding the goal and the actual state?

An Overview of Organizational Behavior

The Changing Environment of Organizations

Foundations of Individual Behavior

Motivation in Organizations

Motivating Employee Performance Through Work

Motivating Employee Performance Through Rewards

Managing Stress and the Work-Life Balance

Foundations of Interpersonal and Group Behavior

Using Teams in Organizations

Communication in Organizations

Traditional Models for Understanding Leadership

Contemporary Views of Leadership in Organizations

Power, Politics, and Organizational Justice

Conflict and Negotiation in Organizations

Foundations of Organization Structure

Organization Design

Organization Culture

Organization Change and Development

Filters

Exam 8: Decision Making and Problem Solving

Programmed decisions usually require that the decision maker exercise judgment and creativity.

is when the decision-maker objectively analyzes the problem and all alternatives, thoroughly searches for information, carefully evaluates the consequences of all alternatives, and diligently plans for implementation and contingencies.

The behavioral model is appealing because of its logic and focus on economic considerations.

decisions generally require the decision maker to exercise judgment and creativity.

Which of the following is not a characteristic of the Janis-Mann conflict model?

One important method for enhancing creativity is to make it a part of the organization's .

The most crucial step in the decision-making process is selecting an _.

A programmed decision occurs frequently enough for a_ to be developed.

Being able to see similarities between situations, phenomena, or events is a creative ability called thinking.

According to the Janis-Mann conflict model, determining that risks are not a serious factor in changing a situation leads to

decisions often involve ambiguous or unavailable information.

The final stage of the rational decision-making process is measure and adjustment.

Decisions in organizations can be classified according to their frequency and information conditions.

Problem solving involves finding the answer to a question.

Suboptimizing is knowingly accepting less than the best possible outcome.

A programmed decision recurs often enough for decision rules to be developed.

Decision making is

According to the rational decision-making approach, what is the starting point for the decision-making process?

A basis for making programmed decisions would be

Which of the following represents the step of the rational decision- making approach in which information is compiled regarding the goal and the actual state?

An Overview of Organizational Behavior

The Changing Environment of Organizations

Foundations of Individual Behavior

Motivation in Organizations

Motivating Employee Performance Through Work

Motivating Employee Performance Through Rewards

Managing Stress and the Work-Life Balance

Foundations of Interpersonal and Group Behavior

Using Teams in Organizations

Communication in Organizations

Traditional Models for Understanding Leadership

Contemporary Views of Leadership in Organizations

Power, Politics, and Organizational Justice

Conflict and Negotiation in Organizations

Foundations of Organization Structure

Organization Design

Organization Culture

Organization Change and Development

Filters