Exam 7: Decision Making, Learning, Creativity, and Entrepreneurship

The illusion of control causes managers to overestimate the odds of a favorable outcome and, consequently, to make inappropriate decisions.

(True/False)

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Question 41

The administrative model is based on three important concepts: bounded rationality, incomplete information, and satisficing.

(True/False)

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Question 42

WashUrCar, which operates five car washes, has to decide whether or not it should invest in the latest drying equipment. What type of decision does this represent for the organization?

(Multiple Choice)

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Question 43

According to the administrative model of decision making, why wouldn't managers be able to arrive at the optimum decision even if they had unlimited ability to evaluate information?

(Multiple Choice)

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Question 44

Decisions that are based on rules and guidelines are known as:

(Multiple Choice)

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Question 45

Having committed large amounts of manpower and money to his landscaping business, Tony continues to keep the business running despite incurring heavy losses. What is the source of Tony's cognitive bias?

(Multiple Choice)

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Question 46

Generating creative alternatives to solve problems may require managers to abandon their existing mind-sets.

(True/False)

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Question 47

John, an operations manager, has chosen an alternative way to solve a problem he is faced with. Now John must decide whether the company has the capabilities and resources required to implement the alternative. Which criterion of decision making is he focusing on?

(Multiple Choice)

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Question 48

Decisions that require time and effort and result from careful information gathering are called intuitive decisions.

(True/False)

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Question 49

Individuals who notice opportunities and decide how to mobilize the resources necessary to produce new and improved goods and services are called _____.

(Multiple Choice)

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Question 50

Allowing individuals to develop a sense of personal mastery is detrimental to organizational learning.

(True/False)

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Question 51

Managers make decisions whenever they are engaged in planning, organizing, leading, or controlling.

(True/False)

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Question 52

Once managers have generated a set of alternatives, the next task is to implement these alternatives.

(True/False)

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Question 53

_____ results from the tendency to generalize inappropriately from a small sample or from a single vivid event or episode.

(Multiple Choice)

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Question 54

Programmed decision making is a(n) ______ process.

(Multiple Choice)

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Question 55

A group of managers meets face-to-face and generates and debates a wide variety of alternatives from which to make a decision. This is called:

(Multiple Choice)

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Question 56

The higher the level of entrepreneurship in a firm, the higher the level of learning and innovation.

(True/False)

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Question 57

The last step in the managerial decision-making process is:

(Multiple Choice)

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Question 58

When a group of managers makes a decision, the probability that the decision will be implemented successfully decreases.

(True/False)

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Question 59

Managers must rely on their ______ to make the best decision when faced with uncertainty and ambiguity.

(Multiple Choice)

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Question 60

Showing 41 - 60 of 111

The illusion of control causes managers to overestimate the odds of a favorable outcome and, consequently, to make inappropriate decisions.

The administrative model is based on three important concepts: bounded rationality, incomplete information, and satisficing.

WashUrCar, which operates five car washes, has to decide whether or not it should invest in the latest drying equipment. What type of decision does this represent for the organization?

According to the administrative model of decision making, why wouldn't managers be able to arrive at the optimum decision even if they had unlimited ability to evaluate information?

Decisions that are based on rules and guidelines are known as:

Having committed large amounts of manpower and money to his landscaping business, Tony continues to keep the business running despite incurring heavy losses. What is the source of Tony's cognitive bias?

Generating creative alternatives to solve problems may require managers to abandon their existing mind-sets.

John, an operations manager, has chosen an alternative way to solve a problem he is faced with. Now John must decide whether the company has the capabilities and resources required to implement the alternative. Which criterion of decision making is he focusing on?

Decisions that require time and effort and result from careful information gathering are called intuitive decisions.

Individuals who notice opportunities and decide how to mobilize the resources necessary to produce new and improved goods and services are called _____.

Allowing individuals to develop a sense of personal mastery is detrimental to organizational learning.

Managers make decisions whenever they are engaged in planning, organizing, leading, or controlling.

Once managers have generated a set of alternatives, the next task is to implement these alternatives.

_____ results from the tendency to generalize inappropriately from a small sample or from a single vivid event or episode.

Programmed decision making is a(n) ______ process.

A group of managers meets face-to-face and generates and debates a wide variety of alternatives from which to make a decision. This is called:

The higher the level of entrepreneurship in a firm, the higher the level of learning and innovation.

The last step in the managerial decision-making process is:

When a group of managers makes a decision, the probability that the decision will be implemented successfully decreases.

Managers must rely on their ______ to make the best decision when faced with uncertainty and ambiguity.

Managers and Managing

The Evolution of Management

Values, Attitudes, Emotions, and Culture: The Manager As a Person

Ethics and Social Responsibility

Managing Diverse Employees in a Multicultural Environment

Managing in the Global Environment

The Manager As a Planner and a Strategist

Value Chain Management: Functional Strategies for Competitive Advantage

Managing Organizational Structure and Culture

Organizational Control and Change

Human Resource Management

Motivation Performance

Leadership

Effective Groups and Teams

Promoting Effective Communication

Managing Conflict, Politics, and Negotiation

Used Advanced Information Technology to Increase Performance

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