Question 1

Making assumptions based on prior experiences and judgements which may turn out to be inaccurate or false is an example of falling into the:

Accepted Answer

A)  anchoring trap. 
B)  pattern recognition trap. 
C)  estimating and forecasting traps. 
D)  framing trap. 
E)  confirmation bias trap. 
A)  anchoring trap. 
B)  pattern recognition trap. 
C)  estimating and forecasting traps. 
D)  framing trap. 
E)  confirmation bias trap.

Question 2

Which of the following ways to make decisions are likely to be the most useful in arriving at the best solution to address a problem and gaining support for and commitment to the decision from those affected by, or with a stake in it?

Accepted Answer

A)  Factional and groupthink 
B)  Groupthink and unilateral 
C)  Unilateral and voting 
D)  Voting and consultation 
E)  Consultation and participation 
A)  Factional and groupthink 
B)  Groupthink and unilateral 
C)  Unilateral and voting 
D)  Voting and consultation 
E)  Consultation and participation

Question 3

A manager who takes the time to search a wide amount of data to find the 'right answer', prefers to pursue multiple courses of action, and adapts to changing circumstances is an example of a:

Accepted Answer

A)  single-focus satisficer with an integrative decision-making style. 
B)  single-focus optimiser with a flexible decision-making style. 
C)  multi-focus satisficer with a flexible decision-making style. 
D)  multi-focus satisficer with an integrative decision-making style. 
E)  multi-focus optimiser with an integrative decision-making style. 
A)  single-focus satisficer with an integrative decision-making style. 
B)  single-focus optimiser with a flexible decision-making style. 
C)  multi-focus satisficer with a flexible decision-making style. 
D)  multi-focus satisficer with an integrative decision-making style. 
E)  multi-focus optimiser with an integrative decision-making style.

Question 4

Because decisions reached by consensus or with significant participation from group members almost always achieve a better outcome than decisions made by one person, managers should involve their team in all decisions.

Accepted Answer

A) True 
 B)False

Question 5

The more complex a problem, the more important it is to intervene at:

Accepted Answer

A)  the individual performance level. 
B)  the incentives and information level. 
C)  the systems level. 
D)  the strategy or objectives level. 
E)  None of these responses are correct. 
A)  the individual performance level. 
B)  the incentives and information level. 
C)  the systems level. 
D)  the strategy or objectives level. 
E)  None of these responses are correct.

Question 6

The trap of not making decisions due to people having come to accept problems as normal is known as:

Accepted Answer

A)  standardisation bias of variance. 
B)  standardisation bias of deviance. 
C)  normalisation bias of variance. 
D)  outcome bias. 
E)  normalisation bias of deviance. 
A)  standardisation bias of variance. 
B)  standardisation bias of deviance. 
C)  normalisation bias of variance. 
D)  outcome bias. 
E)  normalisation bias of deviance.

Question 7

At what stage does problem solving become decision making?

Accepted Answer

A)  When analysing the problem to determine its cause 
B)  When generating alternative solutions 
C)  When evaluating alternatives and selecting the most suitable 
D)  When implementing the decision 
E)  When monitoring and evaluating the results 
A)  When analysing the problem to determine its cause 
B)  When generating alternative solutions 
C)  When evaluating alternatives and selecting the most suitable 
D)  When implementing the decision 
E)  When monitoring and evaluating the results

Question 8

When generating solutions, it is important to:

Accepted Answer

A)  evaluate each solution immediately, and as part of the same step. 
B)  discount seemingly crazy or wild suggestions, since this will make the process more efficient. 
C)  evaluate suggestions as a separate step only once all possible solutions have been generated. 
D)  place greater emphasis on the first suggestions, since these are usually the best options. 
E)  place greater emphasis on the last suggestions, since these are usually the best options. 
A)  evaluate each solution immediately, and as part of the same step. 
B)  discount seemingly crazy or wild suggestions, since this will make the process more efficient. 
C)  evaluate suggestions as a separate step only once all possible solutions have been generated. 
D)  place greater emphasis on the first suggestions, since these are usually the best options. 
E)  place greater emphasis on the last suggestions, since these are usually the best options.

Question 9

When brainstorming, you should:

Accepted Answer

A)  limit the number of suggestions each person can make to ensure fair and equal contributions from participants. 
B)  limit the total number of suggestions that can be put forward in order to save time that would be spent discarding wild or crazy suggestions. 
C)  discuss and evaluate each suggestion as it is made. 
D)  encourage criticisms of suggestions to be made and recorded as they occur for later consideration. 
E)  only allow suggestions to be made and recorded; evaluating each suggestion comes later. 
A)  limit the number of suggestions each person can make to ensure fair and equal contributions from participants. 
B)  limit the total number of suggestions that can be put forward in order to save time that would be spent discarding wild or crazy suggestions. 
C)  discuss and evaluate each suggestion as it is made. 
D)  encourage criticisms of suggestions to be made and recorded as they occur for later consideration. 
E)  only allow suggestions to be made and recorded; evaluating each suggestion comes later.

Question 10

The stepladder technique can be a useful way to:

Accepted Answer

A)  help small groups to avoid anchoring. 
B)  help small groups to avoid confirmation bias. 
C)  help small groups to avoid groupthink. 
D)  help to ensure that everyone group member's ideas are considered equally. 
E)  All of these responses are correct. 
A)  help small groups to avoid anchoring. 
B)  help small groups to avoid confirmation bias. 
C)  help small groups to avoid groupthink. 
D)  help to ensure that everyone group member's ideas are considered equally. 
E)  All of these responses are correct.

Making assumptions based on prior experiences and judgements which may turn out to be inaccurate or false is an example of falling into the:

Which of the following ways to make decisions are likely to be the most useful in arriving at the best solution to address a problem and gaining support for and commitment to the decision from those affected by, or with a stake in it?

A manager who takes the time to search a wide amount of data to find the 'right answer', prefers to pursue multiple courses of action, and adapts to changing circumstances is an example of a:

Because decisions reached by consensus or with significant participation from group members almost always achieve a better outcome than decisions made by one person, managers should involve their team in all decisions.

The more complex a problem, the more important it is to intervene at:

The trap of not making decisions due to people having come to accept problems as normal is known as:

At what stage does problem solving become decision making?

When generating solutions, it is important to:

When brainstorming, you should:

The stepladder technique can be a useful way to:

The Changing World of Work

The Operating Environment

The Formal Organisation

The Informal Organisation

Establishing and Managing Priorities

Building a Strong Communication Foundation

Strengthening Your Personal Skills

Building Effective Working Relationships

Understanding Leadership

Understanding Motivation, Engagement and Retention

Increasing Performance and Productivity

Assigning Work and Delegating Duties

Building Productive Work Teams

Leading Todays Teams

Providing Formal and Informal Performance Feedback

Managing Underperformance

Developing, Managing and Monitoring Operational Plans

Satisfying the Quality, Innovation and Continuous Improvement Imperatives

Caring for Customers

Planning and Managing Projects

Introducing and Managing Change

Identifying and Managing Risks

Managing for Sustainability

Recruiting and Inducting Employees

Making the Most of Diversity

Encouraging a Learning Environment and Developing Employees

Leading and Attending Meetings

Ensuring a Safe and Healthy Workplace

Managing for Psychological Safety and Well-Being

Filters

Exam 18: Solving Problems and Making Decisions

Making assumptions based on prior experiences and judgements which may turn out to be inaccurate or false is an example of falling into the:

Which of the following ways to make decisions are likely to be the most useful in arriving at the best solution to address a problem and gaining support for and commitment to the decision from those affected by, or with a stake in it?

A manager who takes the time to search a wide amount of data to find the 'right answer', prefers to pursue multiple courses of action, and adapts to changing circumstances is an example of a:

Because decisions reached by consensus or with significant participation from group members almost always achieve a better outcome than decisions made by one person, managers should involve their team in all decisions.

The more complex a problem, the more important it is to intervene at:

The trap of not making decisions due to people having come to accept problems as normal is known as:

At what stage does problem solving become decision making?

When generating solutions, it is important to:

When brainstorming, you should:

The stepladder technique can be a useful way to:

The Changing World of Work

The Operating Environment

The Formal Organisation

The Informal Organisation

Establishing and Managing Priorities

Building a Strong Communication Foundation

Strengthening Your Personal Skills

Building Effective Working Relationships

Understanding Leadership

Understanding Motivation, Engagement and Retention

Increasing Performance and Productivity

Assigning Work and Delegating Duties

Building Productive Work Teams

Leading Todays Teams

Providing Formal and Informal Performance Feedback

Managing Underperformance

Developing, Managing and Monitoring Operational Plans

Satisfying the Quality, Innovation and Continuous Improvement Imperatives

Caring for Customers

Planning and Managing Projects

Introducing and Managing Change

Identifying and Managing Risks

Managing for Sustainability

Recruiting and Inducting Employees

Making the Most of Diversity

Encouraging a Learning Environment and Developing Employees

Leading and Attending Meetings

Ensuring a Safe and Healthy Workplace

Managing for Psychological Safety and Well-Being

Filters