Question 1

The rational approach to decision making involves all of the following steps except:

Accepted Answer

A)  defining the decision problem. 
B)  evaluating alternatives. 
C)  implementing an alternative to test its viability. 
D)  diagnosing the problem. 
A)  defining the decision problem. 
B)  evaluating alternatives. 
C)  implementing an alternative to test its viability. 
D)  diagnosing the problem.

Question 2

The prospect theory suggests that the threat of a loss has a greater impact on a decision than the possibility of an equivalent gain.

Accepted Answer

A) True 
 B)False

Question 3

Which type of decision-making would typically be used to the extent possible in an objective process of selection of a new employee?

Accepted Answer

A)  Inspiration and imitation 
B)  Carnegie model 
C)  Garbage can model 
D)  Rational approach 
A)  Inspiration and imitation 
B)  Carnegie model 
C)  Garbage can model 
D)  Rational approach

Question 4

Due to the rapidly changing business environment, managers and organizations are dealing with a higher percentage of nonprogrammed decisions.

Accepted Answer

A) True 
 B)False

Question 5

Managers block or distort negative information when they are personally responsible for a negative decision, and consistency and persistence are valued in contemporary society. These are the two explanations why managers escalate commitment to a failing decision.

Accepted Answer

A) True 
 B)False

Question 6

The stage in which alternative courses of action are considered and one is chosen and implemented is:

Accepted Answer

A)  the first 3 steps of the rational approach, called problem recognition. 
B)  the last 4 steps of the rational approach, called problem solution. 
C)  programmed decision. 
D)  bounded rationality. 
A)  the first 3 steps of the rational approach, called problem recognition. 
B)  the last 4 steps of the rational approach, called problem solution. 
C)  programmed decision. 
D)  bounded rationality.

Question 7

In the garbage can model of decision making:

Accepted Answer

A)  a "choice opportunity" could explain an odd choice simply because it was time to make some decision. 
B)  participants provide the stability needed to explain decision making, and remove its otherwise random quality. 
C)  the company has an insufficient level of technology. 
D)  all of these. 
A)  a "choice opportunity" could explain an odd choice simply because it was time to make some decision. 
B)  participants provide the stability needed to explain decision making, and remove its otherwise random quality. 
C)  the company has an insufficient level of technology. 
D)  all of these.

Question 8

Personal constraints during nonprogrammed decision making include decision style, work pressure, desire for prestige, and feelings of insecurity.

Accepted Answer

A) True 
 B)False

Question 9

Organized anarchy is characterized by rapid change and a collegial, nonbureaucratic environment.

Accepted Answer

A) True 
 B)False

Question 10

The Carnegie model of organizational decision making says that organizational decisions:

Accepted Answer

A)  involve few managers because of the simplicity with which decisions are made. 
B)  use coalitions for the final choice. 
C)  avoid the pitfall of problemistic search. 
D)  uses coalitions only at lower levels of management. 
A)  involve few managers because of the simplicity with which decisions are made. 
B)  use coalitions for the final choice. 
C)  avoid the pitfall of problemistic search. 
D)  uses coalitions only at lower levels of management.

Question 11

Which of the following are characteristics of organized anarchies?

Accepted Answer

A)  Clearly defined problems, unclear technology and turnover 
B)  Unclear technology, turnover, and problematic preferences 
C)  Slow change, nonbureaucratic environment, and turnover 
D)  Rapid change, ambiguous goals, and routine technology 
A)  Clearly defined problems, unclear technology and turnover 
B)  Unclear technology, turnover, and problematic preferences 
C)  Slow change, nonbureaucratic environment, and turnover 
D)  Rapid change, ambiguous goals, and routine technology

Question 12

Intuitive decision making uses ____ to make decisions.

Accepted Answer

A)  logic 
B)  judgment 
C)  explicit reasoning 
D)  a systematic approach 
A)  logic 
B)  judgment 
C)  explicit reasoning 
D)  a systematic approach

Question 13

The management science approach to organizational decision making is the analog to the rational approach by individual managers.

Accepted Answer

A) True 
 B)False

Question 14

Compare the individual decision making approach of bounded rationality to any one of the organizational decision making approaches or models.

Accepted Answer

Bounded rationality is an individual dec

Question 15

A venture team is an alliance among several managers who agree about organizational goals and problem priorities.

Accepted Answer

A) True 
 B)False

Question 16

The Carnegie model of organizational decision making was developed by Max Weber.

Accepted Answer

A) True 
 B)False

Question 17

Apply the principles of escalating commitment to the following situation to carry it forward in time, imagining what would happen next: You are a marketing manager at PrintCards where you have for ten years had the most successful software for creation of all types of cards in the home or office environment. However, PrintCards is finally faced with competition from a more powerful software package, new to the marketplace, that came in at a price of half that of PrintCards. PrintCards quickly began to lose market share, but initially made no adaptation. New product could not be delivered for months into the future because of the timing of the product development cycle. You made a decision not to change the pricing structure of PrintCards because of your department's analysis that the old higher pricing structure was fitting for a product with such high name recognition. Market share continued to decline.

Accepted Answer

Applying the principles of escalating co

Question 18

Intuitive decision processes would work best when which of the following factors were dominant:

Accepted Answer

A)  managers can use networked computer databanks for analysis. 
B)  there are few alternatives available. 
C)  experience with similar decisions is extensive, and has been successful. 
D)  a manager must make the decision alone. 
A)  managers can use networked computer databanks for analysis. 
B)  there are few alternatives available. 
C)  experience with similar decisions is extensive, and has been successful. 
D)  a manager must make the decision alone.

Question 19

Based on the fact that the Carnegie approach relies on rich face-to-face communication, discuss limitations of the approach for organizational decision making.

Accepted Answer

The Carnegie approach, which emphasizes

Question 20

The bounded rationality approach is often associated with programmed decision processes.

Accepted Answer

A) True 
 B)False

The rational approach to decision making involves all of the following steps except:

The prospect theory suggests that the threat of a loss has a greater impact on a decision than the possibility of an equivalent gain.

Which type of decision-making would typically be used to the extent possible in an objective process of selection of a new employee?

Due to the rapidly changing business environment, managers and organizations are dealing with a higher percentage of nonprogrammed decisions.

Managers block or distort negative information when they are personally responsible for a negative decision, and consistency and persistence are valued in contemporary society. These are the two explanations why managers escalate commitment to a failing decision.

The stage in which alternative courses of action are considered and one is chosen and implemented is:

In the garbage can model of decision making:

Personal constraints during nonprogrammed decision making include decision style, work pressure, desire for prestige, and feelings of insecurity.

Organized anarchy is characterized by rapid change and a collegial, nonbureaucratic environment.

The Carnegie model of organizational decision making says that organizational decisions:

Which of the following are characteristics of organized anarchies?

Intuitive decision making uses ____ to make decisions.

The management science approach to organizational decision making is the analog to the rational approach by individual managers.

Compare the individual decision making approach of bounded rationality to any one of the organizational decision making approaches or models.

A venture team is an alliance among several managers who agree about organizational goals and problem priorities.

The Carnegie model of organizational decision making was developed by Max Weber.

Intuitive decision processes would work best when which of the following factors were dominant:

Based on the fact that the Carnegie approach relies on rich face-to-face communication, discuss limitations of the approach for organizational decision making.

The bounded rationality approach is often associated with programmed decision processes.

Organizations and Organization Theory

Strategy, Organization Design, and Effectiveness

Fundamentals of Organization Structure

The External Environment

Interorganizational Relationships

Designing Organizations for the International Environment

Manufacturing and Service Technologies

Using Information Technology for Control and Coordination

Organization Size, Life Cycle, and Decline

Organizational Culture and Ethical Values

Innovation and Change

Conflict, Power, and Politics

Filters

Exam 12: Decision Making Processes

The rational approach to decision making involves all of the following steps except:

The prospect theory suggests that the threat of a loss has a greater impact on a decision than the possibility of an equivalent gain.

Which type of decision-making would typically be used to the extent possible in an objective process of selection of a new employee?

Due to the rapidly changing business environment, managers and organizations are dealing with a higher percentage of nonprogrammed decisions.

Managers block or distort negative information when they are personally responsible for a negative decision, and consistency and persistence are valued in contemporary society. These are the two explanations why managers escalate commitment to a failing decision.

The stage in which alternative courses of action are considered and one is chosen and implemented is:

In the garbage can model of decision making:

Personal constraints during nonprogrammed decision making include decision style, work pressure, desire for prestige, and feelings of insecurity.

Organized anarchy is characterized by rapid change and a collegial, nonbureaucratic environment.

The Carnegie model of organizational decision making says that organizational decisions:

Which of the following are characteristics of organized anarchies?

Intuitive decision making uses ____ to make decisions.

The management science approach to organizational decision making is the analog to the rational approach by individual managers.

Compare the individual decision making approach of bounded rationality to any one of the organizational decision making approaches or models.

A venture team is an alliance among several managers who agree about organizational goals and problem priorities.

The Carnegie model of organizational decision making was developed by Max Weber.

Intuitive decision processes would work best when which of the following factors were dominant:

Based on the fact that the Carnegie approach relies on rich face-to-face communication, discuss limitations of the approach for organizational decision making.

The bounded rationality approach is often associated with programmed decision processes.

Organizations and Organization Theory

Strategy, Organization Design, and Effectiveness

Fundamentals of Organization Structure

The External Environment

Interorganizational Relationships

Designing Organizations for the International Environment

Manufacturing and Service Technologies

Using Information Technology for Control and Coordination

Organization Size, Life Cycle, and Decline

Organizational Culture and Ethical Values

Innovation and Change

Conflict, Power, and Politics

Filters