Question 1

According to bounded rationality theory,people make better decisions when their perceptions are "bounded" or framed by past experience.

Accepted Answer

A) True 
 B)False

Question 2

The creative process includes,in order,the following stages:

Accepted Answer

A) incubation-verification-escalation-satisficing 
B) verification-satisficing-preparation-insight 
C) insight-verification-escalation-incubation 
D) preparation-incubation-insight-verification 
E) preparation-verification-escalation-satisficing 
A) incubation-verification-escalation-satisficing 
B) verification-satisficing-preparation-insight 
C) insight-verification-escalation-incubation 
D) preparation-incubation-insight-verification 
E) preparation-verification-escalation-satisficing

Question 3

People with a high need to 'save face' are more likely to:

Accepted Answer

A) identify problems when none exist 
B) engage in escalation of commitment 
C) participate in risky decisions 
D) follow the rational choice model of decision making 
E) view problems as opportunities. 
A) identify problems when none exist 
B) engage in escalation of commitment 
C) participate in risky decisions 
D) follow the rational choice model of decision making 
E) view problems as opportunities.

Question 4

Which of the following best describes how we can improve our problem identification skills?

Accepted Answer

A) Emotions have no effect on how people identify problems. 
B) Becoming aware or the five common problems identification biases. 
C) Emotions mainly signal us to follow either a programmed or nonprogrammed decision process. 
D) If the rational brain center determines that the situation is a problem,it transmits this evaluation to the emotional center,which then energizes the decision maker to act without choosing alternatives. 
E) Emotions ensure that we rely on the rationality and avoid intuition in the decision making process. 
A) Emotions have no effect on how people identify problems. 
B) Becoming aware or the five common problems identification biases. 
C) Emotions mainly signal us to follow either a programmed or nonprogrammed decision process. 
D) If the rational brain center determines that the situation is a problem,it transmits this evaluation to the emotional center,which then energizes the decision maker to act without choosing alternatives. 
E) Emotions ensure that we rely on the rationality and avoid intuition in the decision making process.

Question 5

One reason why the rational choice model doesn't fit reality is that it focuses on logical thinking and completely ignores:

Accepted Answer

A) emotions. 
B) alternatives. 
C) evaluation of solutions. 
D) subjective expected utility. 
E) organizational politics. 
A) emotions. 
B) alternatives. 
C) evaluation of solutions. 
D) subjective expected utility. 
E) organizational politics.

Question 6

Intuition includes any emotional signals we experience regarding a situation.

Accepted Answer

A) True 
 B)False

Question 7

After choosing among several computer server systems,the Director of Information Systems feels very positive about the choice made.However,some of this optimism is due to the fact that the Director forgot about some of the limitations of the chosen system and unconsciously downplays the importance of the positive features of the rejected systems.The Director of Information Systems is engaging in:

Accepted Answer

A) escalation of commitment 
B) satisficing 
C) rational choice thinking 
D) post-decisional justification 
E) The Director of Information Systems is engaging in none of these decision processes. 
A) escalation of commitment 
B) satisficing 
C) rational choice thinking 
D) post-decisional justification 
E) The Director of Information Systems is engaging in none of these decision processes.

Question 8

Intuition is the main strategy to minimize escalation of commitment.

Accepted Answer

A) True 
 B)False

Question 9

The contingencies of employee involvement include all of the following EXCEPT:

Accepted Answer

A) Source of decision knowledge 
B) Decision quantity 
C) Decision structure 
D) Decision commitment 
E) Risk of conflict 
A) Source of decision knowledge 
B) Decision quantity 
C) Decision structure 
D) Decision commitment 
E) Risk of conflict

Question 10

Divergent thinking occurs when the individual has a fleeting inspiration that is usually forgotten before it can be written down.

Accepted Answer

A) True 
 B)False

Question 11

Employees probably should not make the decision alone (without the manager's involvement)when:

Accepted Answer

A) their goals and norms conflict with the organization's objectives. 
B) they lack commitment to decisions made by the boss alone. 
C) they possess more knowledge than the manager. 
D) employees are likely to disagree with each other regarding the preferred solution. 
E) the problem calls for a nonprogrammed decision. 
A) their goals and norms conflict with the organization's objectives. 
B) they lack commitment to decisions made by the boss alone. 
C) they possess more knowledge than the manager. 
D) employees are likely to disagree with each other regarding the preferred solution. 
E) the problem calls for a nonprogrammed decision.

Question 12

Which of the following is NOT a consequence of post-decisional justification?

Accepted Answer

A) The individual continues to look for alternatives better than the one selected. 
B) The individual reduces the importance of negative aspects of the selected alternative. 
C) The individual forgets about favourable aspects of the discarded alternatives. 
D) The individual looks for more information that further supports the selected alternative. 
E) The individual increases the importance of negative aspects of the discarded alternatives. 
A) The individual continues to look for alternatives better than the one selected. 
B) The individual reduces the importance of negative aspects of the selected alternative. 
C) The individual forgets about favourable aspects of the discarded alternatives. 
D) The individual looks for more information that further supports the selected alternative. 
E) The individual increases the importance of negative aspects of the discarded alternatives.

Question 13

For the past 2,500 years,scholars in most western countries have mainly followed the ____________ model of decision making.

Accepted Answer

A) implicit favourite 
B) bounded rationality 
C) rational choice 
D) prospect theory 
E) programmed decision 
A) implicit favourite 
B) bounded rationality 
C) rational choice 
D) prospect theory 
E) programmed decision

Question 14

To choose the best solution,decision makers need clear organizational goals that do not conflict with each other.

Accepted Answer

A) True 
 B)False

Question 15

In the late 1970s,the Premier of British Columbia announced that the province would host a transportation exhibition in 1986 with a modest budget of only $78 million.On at least two occasions,administrators recommended cancelling the exposition due to cost overruns and labour troubles,but the government decided to continue with the project.But by the end of Expo 86,the budget exceeded $1.5 billion with a deficit of $300 million.Using your knowledge of escalation of commitment,discuss four possible reasons why the government might have been motivated to continue with the project.
B.M.Staw,'Expo 86: An Escalation Prototype',Administrative Science Quarterly,31,1986,pp.379-91).Students may identify any three of the four causes of escalation described in the textbook and highlighted below.
Perceptual blinders.Government leaders may have had perceptual blinders; they may have unconsciously denied or neutralized negative information about the decision.(In fact,staff reports produced in the early stages of Expo 86 warned of project escalations,but they were either ignored or downplayed by the British Columbia government.Moreover,government leaders presented overoptimistic revenue expectations and they lightly dismissed criticisms of these estimates.)
Self-justification.Cancelling Expo 86 would have suggested that the Premier of British Columbia (who originally proposed the fair)made a bad decision,whereas continuing the fair would be a vote of confidence towards his leadership ability.The Premier also may have continued the project because he had repeatedly emphasized the value of the project and to reverse this position would convey an image of inconsistent leadership.Finally,the Premier's decision was face-saving for the entire province because cancellation would jeopardize British Columbia's image as a place where challenges are accomplished rather than abandoned.
Closing costs.Discontinuing Expo 86 would have had both economic and political closing costs.(In fact,it was estimated in 1984 that the purely economic price of cancelling Expo 86 was $80 million.)The government had hitched its reputation to the success of Expo 86,so the political costs of cancelling the project would have been very high.

Accepted Answer

(Note: This question is similar to discu

Question 16

Which of these statements about creativity is FALSE?

Accepted Answer

A) Very few people are creative. 
B) Creative people have above-average intelligence. 
C) Creative people tend to have a high need for achievement. 
D) People tend to be more creative when they possess a good foundation of knowledge and experience on the subject. 
E) Mental models potentially interfere with creativity. 
A) Very few people are creative. 
B) Creative people have above-average intelligence. 
C) Creative people tend to have a high need for achievement. 
D) People tend to be more creative when they possess a good foundation of knowledge and experience on the subject. 
E) Mental models potentially interfere with creativity.

Question 17

Employees tend to be less creative in organizations that punish failure.

Accepted Answer

A) True 
 B)False

Question 18

The last step in the rational decision-making model is to evaluate the decision outcomes.

Accepted Answer

A) True 
 B)False

Question 19

The ideas that form during the insight stage of creativity need to be verified through conscious evaluation and experimentation.

Accepted Answer

A) True 
 B)False

Question 20

Creative people value self-direction,but also have a strong need to follow rules.

Accepted Answer

A) True 
 B)False

According to bounded rationality theory,people make better decisions when their perceptions are "bounded" or framed by past experience.

The creative process includes,in order,the following stages:

People with a high need to 'save face' are more likely to:

Which of the following best describes how we can improve our problem identification skills?

One reason why the rational choice model doesn't fit reality is that it focuses on logical thinking and completely ignores:

Intuition includes any emotional signals we experience regarding a situation.

Intuition is the main strategy to minimize escalation of commitment.

The contingencies of employee involvement include all of the following EXCEPT:

Divergent thinking occurs when the individual has a fleeting inspiration that is usually forgotten before it can be written down.

Employees probably should not make the decision alone (without the manager's involvement)when:

Which of the following is NOT a consequence of post-decisional justification?

For the past 2,500 years,scholars in most western countries have mainly followed the ____________ model of decision making.

To choose the best solution,decision makers need clear organizational goals that do not conflict with each other.

Which of these statements about creativity is FALSE?

Employees tend to be less creative in organizations that punish failure.

The last step in the rational decision-making model is to evaluate the decision outcomes.

The ideas that form during the insight stage of creativity need to be verified through conscious evaluation and experimentation.

Creative people value self-direction,but also have a strong need to follow rules.

Introduction to the Field of Organizational Behavior

Individual Behavior, Personality, and Values

Perceiving Ourselves and Others in Organizations

Workplace Emotions, Attitudes, and Stress

Foundations of Employee Motivation

Applied Performance Practices

Team Dynamics

Communicating in Teams and Organizations

Power and Influence in the Workplace

Conflict and Negotiation in the Workplace

Leadership in Organizational Settings

Designing Organizational Structures

Organizational Culture

Organizational Change

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Exam 7: Decision Making and Creativity

According to bounded rationality theory,people make better decisions when their perceptions are "bounded" or framed by past experience.

The creative process includes,in order,the following stages:

People with a high need to 'save face' are more likely to:

Which of the following best describes how we can improve our problem identification skills?

One reason why the rational choice model doesn't fit reality is that it focuses on logical thinking and completely ignores:

Intuition includes any emotional signals we experience regarding a situation.

Intuition is the main strategy to minimize escalation of commitment.

The contingencies of employee involvement include all of the following EXCEPT:

Divergent thinking occurs when the individual has a fleeting inspiration that is usually forgotten before it can be written down.

Employees probably should not make the decision alone (without the manager's involvement)when:

Which of the following is NOT a consequence of post-decisional justification?

For the past 2,500 years,scholars in most western countries have mainly followed the ____________ model of decision making.

To choose the best solution,decision makers need clear organizational goals that do not conflict with each other.

Which of these statements about creativity is FALSE?

Employees tend to be less creative in organizations that punish failure.

The last step in the rational decision-making model is to evaluate the decision outcomes.

The ideas that form during the insight stage of creativity need to be verified through conscious evaluation and experimentation.

Creative people value self-direction,but also have a strong need to follow rules.

Introduction to the Field of Organizational Behavior

Individual Behavior, Personality, and Values

Perceiving Ourselves and Others in Organizations

Workplace Emotions, Attitudes, and Stress

Foundations of Employee Motivation

Applied Performance Practices

Team Dynamics

Communicating in Teams and Organizations

Power and Influence in the Workplace

Conflict and Negotiation in the Workplace

Leadership in Organizational Settings

Designing Organizational Structures

Organizational Culture

Organizational Change

Filters