Question 1

Intuitive thinking tends to work best in situations where facts are limited and few decision precedents exist.

Accepted Answer

A) True 
 B)False

Question 2

Salma emphasizes the impersonal, tends to take a realistic approach to problem solving, and prefers facts and clear goals. She likes to be in situations of high control and prefers problem solving in a certain environment. Salma can be regarded as a(n) _____.

Accepted Answer

A)  sensation feeler 
B)  idealistic thinker 
C)  sensation thinker 
D)  intuitive feeler 
E)  intuitive thinker 
A)  sensation feeler 
B)  idealistic thinker 
C)  sensation thinker 
D)  intuitive feeler 
E)  intuitive thinker

Question 3

Managers who are passive in gathering information and are unwilling to make decisions and deal with problems are referred to as problem _____.

Accepted Answer

A)  seekers 
B)  creators 
C)  defenders 
D)  avoiders 
E)  claimers 
A)  seekers 
B)  creators 
C)  defenders 
D)  avoiders 
E)  claimers

Question 4

Availability bias occurs when decisions are influenced by inappropriate allegiance to a previously existing value or starting point.

Accepted Answer

A) True 
 B)False

Question 5

A manager using _____ thinking is flexible and spontaneous in problem fixing.

Accepted Answer

A)  systemic 
B)  lateral 
C)  systematic 
D)  design 
E)  intuitive 
A)  systemic 
B)  lateral 
C)  systematic 
D)  design 
E)  intuitive

Question 6

Jiao is the assistant manager in a bank. She notices that few of her team members have become very complacent and they no longer follow quality control procedures. However, Jiao ignores this information and does not take any action to rectify this threat to performance. Usually, she passively gathers information and is unwilling to deal with problems. In this scenario, Jiao can be regarded as a _____.

Accepted Answer

A)  problem defender 
B)  problem avoider 
C)  problem claimer 
D)  problem seeker 
E)  problem solver 
A)  problem defender 
B)  problem avoider 
C)  problem claimer 
D)  problem seeker 
E)  problem solver

Question 7

A _____ decision applies a solution from past experience to a routine problem.

Accepted Answer

A)  unique 
B)  nonprogrammed 
C)  tactical 
D)  nonrecurring 
E)  programmed 
A)  unique 
B)  nonprogrammed 
C)  tactical 
D)  nonrecurring 
E)  programmed

Question 8

Managers who are _____ make a plan before taking action and carefully search for information to facilitate problem solving in a step-by-step fashion.

Accepted Answer

A)  flexible 
B)  systematic 
C)  intuitive 
D)  spontaneous 
E)  instinctive 
A)  flexible 
B)  systematic 
C)  intuitive 
D)  spontaneous 
E)  instinctive

Question 9

The raw facts and observations made useful and meaningful for decision making is called information.

Accepted Answer

A) True 
 B)False

Question 10

Martha has succeeded as a manager due to her ability to remain focused on long-term objectives. She is flexible in her approach and provides effective and timely solutions for most of the problems, maintaining focus on the long-term goals. This skill of Martha is known as _____.

Accepted Answer

A)  technological competency 
B)  strategic opportunism 
C)  systematic thinking 
D)  information competency 
E)  intuitive thinking 
A)  technological competency 
B)  strategic opportunism 
C)  systematic thinking 
D)  information competency 
E)  intuitive thinking

Question 11

Sensation thinkers are comfortable with abstraction and unstructured situations.

Accepted Answer

A) True 
 B)False

Question 12

Design ____ unlocks creativity in decision making through a process of experiencing, ideation, and prototyping.

Accepted Answer

The answer of Design ____ unlocks creativity in decision making...

Question 13

Vikram is a very successful car salesman who generates a lot of revenue for his firm. His manager is impressed with his performance and hires his younger brother as a car salesman in the firm, assuming that he will be as successful as Vikram in selling cars. However, Vikram's brother fails to live up to the expectations. The type of decision-making error made by Vikram's manager in this scenario is known as _____.

Accepted Answer

A)  availability bias 
B)  confirmation error 
C)  adjustment bias 
D)  lack-of-participation error 
E)  representativeness bias 
A)  availability bias 
B)  confirmation error 
C)  adjustment bias 
D)  lack-of-participation error 
E)  representativeness bias

Question 14

Which of the following traits is associated with problem seekers?

Accepted Answer

A)  They are passive in information gathering, not wanting to make decisions or deal with problems. 
B)  They are willing to make decisions and try to solve problems, but only when forced by the situation. 
C)  They ignore information that would otherwise signal the presence of a performance opportunity or threat. 
D)  They are reactive in gathering information to solve problems after, but not before, they occur. 
E)  They anticipate performance threats and opportunities and take action to gain an advantage. 
A)  They are passive in information gathering, not wanting to make decisions or deal with problems. 
B)  They are willing to make decisions and try to solve problems, but only when forced by the situation. 
C)  They ignore information that would otherwise signal the presence of a performance opportunity or threat. 
D)  They are reactive in gathering information to solve problems after, but not before, they occur. 
E)  They anticipate performance threats and opportunities and take action to gain an advantage.

Question 15

The confirmation error is also known as the sunk-cost fallacy.

Accepted Answer

A) True 
 B)False

Question 16

Aara does not seem to be as productive as she usually is. Afreen, her manager, is concerned about her performance. Afreen wants to talk to Aara and solve the problem. Which of the following is the first step Afreen should take in the decision-making process?

Accepted Answer

A)  Generate and evaluate alternative solutions to improve her performance 
B)  Choose a preferred course of action for performance improvement 
C)  Identify and define the problem that is causing the productivity issues 
D)  Talk to Aara's family 
E)  Evaluate solutions before consulting Aara 
A)  Generate and evaluate alternative solutions to improve her performance 
B)  Choose a preferred course of action for performance improvement 
C)  Identify and define the problem that is causing the productivity issues 
D)  Talk to Aara's family 
E)  Evaluate solutions before consulting Aara

Question 17

The managers who are regarded as problem solvers:

Accepted Answer

A)  try to solve problems only when they are forced by the situation. 
B)  unwillingly gather information, not wanting to make decisions or deal with problems. 
C)  anticipate performance threats and opportunities and take action to gain an advantage. 
D)  ignore information that would otherwise signal the presence of a performance threat. 
E)  actively process information and constantly look for problems to solve. 
A)  try to solve problems only when they are forced by the situation. 
B)  unwillingly gather information, not wanting to make decisions or deal with problems. 
C)  anticipate performance threats and opportunities and take action to gain an advantage. 
D)  ignore information that would otherwise signal the presence of a performance threat. 
E)  actively process information and constantly look for problems to solve.

Question 18

Strategies, such as framing, that are used for simplifying decision making are known as _____.

Accepted Answer

A)  algorithmics 
B)  statistics 
C)  data mining 
D)  optimizing strategies 
E)  heuristics 
A)  algorithmics 
B)  statistics 
C)  data mining 
D)  optimizing strategies 
E)  heuristics

Question 19

An IT program manager realizes that there are certain defects in a product delivered. However, he assumes that the users will not use the application that is defective but does not make efforts to rectify it. This manager is most likely a problem _____.

Accepted Answer

A)  seeker 
B)  creator 
C)  defender 
D)  avoider 
E)  claimer 
A)  seeker 
B)  creator 
C)  defender 
D)  avoider 
E)  claimer

Question 20

The problems that are familiar, straight forward, and clear with respect to information needs are called _____ problems.

Accepted Answer

A)  ambiguous 
B)  undefined 
C)  structured 
D)  framing 
E)  uncertain 
A)  ambiguous 
B)  undefined 
C)  structured 
D)  framing 
E)  uncertain

Intuitive thinking tends to work best in situations where facts are limited and few decision precedents exist.

Salma emphasizes the impersonal, tends to take a realistic approach to problem solving, and prefers facts and clear goals. She likes to be in situations of high control and prefers problem solving in a certain environment. Salma can be regarded as a(n) _____.

Managers who are passive in gathering information and are unwilling to make decisions and deal with problems are referred to as problem _____.

Availability bias occurs when decisions are influenced by inappropriate allegiance to a previously existing value or starting point.

A manager using _____ thinking is flexible and spontaneous in problem fixing.

A _____ decision applies a solution from past experience to a routine problem.

Managers who are _____ make a plan before taking action and carefully search for information to facilitate problem solving in a step-by-step fashion.

The raw facts and observations made useful and meaningful for decision making is called information.

Martha has succeeded as a manager due to her ability to remain focused on long-term objectives. She is flexible in her approach and provides effective and timely solutions for most of the problems, maintaining focus on the long-term goals. This skill of Martha is known as _____.

Sensation thinkers are comfortable with abstraction and unstructured situations.

Design ____ unlocks creativity in decision making through a process of experiencing, ideation, and prototyping.

Which of the following traits is associated with problem seekers?

The confirmation error is also known as the sunk-cost fallacy.

Aara does not seem to be as productive as she usually is. Afreen, her manager, is concerned about her performance. Afreen wants to talk to Aara and solve the problem. Which of the following is the first step Afreen should take in the decision-making process?

The managers who are regarded as problem solvers:

Strategies, such as framing, that are used for simplifying decision making are known as _____.

An IT program manager realizes that there are certain defects in a product delivered. However, he assumes that the users will not use the application that is defective but does not make efforts to rectify it. This manager is most likely a problem _____.

The problems that are familiar, straight forward, and clear with respect to information needs are called _____ problems.

Management, Managers, and Careers

Management Learning Past to Present

Ethics and Social Responsibility

Environment, Technology, and Sustainability

Global Management and Cultural Diversity

Entrepreneurship and New Ventures

Planning Processes and Techniques

Control Processes and Systems

Strategy and Strategic Management

Organization Structures

Organizational Culture and Change

Human Resource Management

Leading and Leadership Development

Individual Behavior

Motivation Theory and Practice

Teams and Teamwork

Communication and Collaboration

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Exam 7: Data and Decision Making

Intuitive thinking tends to work best in situations where facts are limited and few decision precedents exist.

Salma emphasizes the impersonal, tends to take a realistic approach to problem solving, and prefers facts and clear goals. She likes to be in situations of high control and prefers problem solving in a certain environment. Salma can be regarded as a(n) _____.

Managers who are passive in gathering information and are unwilling to make decisions and deal with problems are referred to as problem _____.

Availability bias occurs when decisions are influenced by inappropriate allegiance to a previously existing value or starting point.

A manager using _____ thinking is flexible and spontaneous in problem fixing.

A _____ decision applies a solution from past experience to a routine problem.

Managers who are _____ make a plan before taking action and carefully search for information to facilitate problem solving in a step-by-step fashion.

The raw facts and observations made useful and meaningful for decision making is called information.

Martha has succeeded as a manager due to her ability to remain focused on long-term objectives. She is flexible in her approach and provides effective and timely solutions for most of the problems, maintaining focus on the long-term goals. This skill of Martha is known as _____.

Sensation thinkers are comfortable with abstraction and unstructured situations.

Design ____ unlocks creativity in decision making through a process of experiencing, ideation, and prototyping.

Which of the following traits is associated with problem seekers?

The confirmation error is also known as the sunk-cost fallacy.

Aara does not seem to be as productive as she usually is. Afreen, her manager, is concerned about her performance. Afreen wants to talk to Aara and solve the problem. Which of the following is the first step Afreen should take in the decision-making process?

The managers who are regarded as problem solvers:

Strategies, such as framing, that are used for simplifying decision making are known as _____.

An IT program manager realizes that there are certain defects in a product delivered. However, he assumes that the users will not use the application that is defective but does not make efforts to rectify it. This manager is most likely a problem _____.

The problems that are familiar, straight forward, and clear with respect to information needs are called _____ problems.

Management, Managers, and Careers

Management Learning Past to Present

Ethics and Social Responsibility

Environment, Technology, and Sustainability

Global Management and Cultural Diversity

Entrepreneurship and New Ventures

Planning Processes and Techniques

Control Processes and Systems

Strategy and Strategic Management

Organization Structures

Organizational Culture and Change

Human Resource Management

Leading and Leadership Development

Individual Behavior

Motivation Theory and Practice

Teams and Teamwork

Communication and Collaboration

Filters