Question 1

Intuition is the main strategy to minimize escalation of commitment.

Accepted Answer

A) True 
 B)False

Question 2

Systematically evaluating alternatives through careful measurement and calculation tends to minimize:

Accepted Answer

A) satisficing. 
B) reliance on an implicit favorite. 
C) escalation of commitment. 
D) reliance on the rational choice process. 
E) satisficing and reliance on an implicit favorite. 
A) satisficing. 
B) reliance on an implicit favorite. 
C) escalation of commitment. 
D) reliance on the rational choice process. 
E) satisficing and reliance on an implicit favorite.

Question 3

In decision making, creativity is used:

Accepted Answer

A) to find problems. 
B) to identify alternatives. 
C) to implement solutions more effectively. 
D) to assist all stages of decision making. 
E) never; creativity is not part of the decision-making process. 
A) to find problems. 
B) to identify alternatives. 
C) to implement solutions more effectively. 
D) to assist all stages of decision making. 
E) never; creativity is not part of the decision-making process.

Question 4

Intuition allows us to draw on our tacit knowledge to guide our decision preferences.

Accepted Answer

A) True 
 B)False

Question 5

The higher the level of employee involvement, the more influence people have over the decision process.

Accepted Answer

A) True 
 B)False

Question 6

Creative ideas can emerge when asking people unfamiliar with the problem to explore the problem with you.

Accepted Answer

A) True 
 B)False

Question 7

Escalation of commitment is more likely to occur when the perceived costs of terminating the project are high or unknown.

Accepted Answer

A) True 
 B)False

Question 8

People are the most creative when management puts intense pressure on them to produce creative ideas.

Accepted Answer

A) True 
 B)False

Question 9

Scenario planning is a structured process that helps decision makers explore potential problems and choose the best solutions under different future conditions.

Accepted Answer

A) True 
 B)False

Question 10

Insight and verification are:

Accepted Answer

A) two symptoms of groupthink. 
B) the first two stages of creativity. 
C) the two main differences between brainstorming and electronic brainstorming. 
D) the last two stages of the creative process. 
E) the first two stages of evaluation apprehension. 
A) two symptoms of groupthink. 
B) the first two stages of creativity. 
C) the two main differences between brainstorming and electronic brainstorming. 
D) the last two stages of the creative process. 
E) the first two stages of evaluation apprehension.

Question 11

Creativity tends to suffer during times of downsizing and corporate restructuring.

Accepted Answer

A) True 
 B)False

Question 12

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 13

Escalation of commitment is more likely to occur when:

Accepted Answer

A) the decision maker has a strong need to justify their decision. 
B) the costs of ending the project are high or unknown. 
C) the decision maker screens out negative information about the decision due to perceptual defense. 
D) the decision maker dislikes losing a particular amount more than he/she likes gaining the same amount. 
E) all of these conditions exist. 
A) the decision maker has a strong need to justify their decision. 
B) the costs of ending the project are high or unknown. 
C) the decision maker screens out negative information about the decision due to perceptual defense. 
D) the decision maker dislikes losing a particular amount more than he/she likes gaining the same amount. 
E) all of these conditions exist.

Question 14

Decision makers have a need to reduce uncertainty, so they tend to focus on solutions before fully understanding the problem.

Accepted Answer

A) True 
 B)False

Question 15

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

Accepted Answer

A) True 
 B)False

Question 16

A decision maker's need to 'save face' tends to:

Accepted Answer

A) encourage more ethical decisions. 
B) increase escalation of commitment. 
C) improve creativity. 
D) produce more alternatives available to choose from. 
E) do all of the above. 
A) encourage more ethical decisions. 
B) increase escalation of commitment. 
C) improve creativity. 
D) produce more alternatives available to choose from. 
E) do all of the above.

Question 17

Which of these is also referred to as participative management?

Accepted Answer

A) Employee involvement 
B) Escalation of commitment 
C) Creativity 
D) Implicit favorite 
E) Divergent thinking 
A) Employee involvement 
B) Escalation of commitment 
C) Creativity 
D) Implicit favorite 
E) Divergent thinking

Question 18

Which of these represent the final step in the rational choice decision making process?

Accepted Answer

A) Identifying problems 
B) Implement the selected alternative 
C) Choose the best alternative 
D) Evaluate decision outcomes 
E) None of the above. 
A) Identifying problems 
B) Implement the selected alternative 
C) Choose the best alternative 
D) Evaluate decision outcomes 
E) None of the above.

Question 19

The emerging emotional view of decision making states that people form preferences toward alternatives as soon as they receive information about those alternatives.

Accepted Answer

A) True 
 B)False

Question 20

Employee involvement potentially improves decision-making quality and commitment.

Accepted Answer

A) True 
 B)False

Intuition is the main strategy to minimize escalation of commitment.

Systematically evaluating alternatives through careful measurement and calculation tends to minimize:

In decision making, creativity is used:

Intuition allows us to draw on our tacit knowledge to guide our decision preferences.

The higher the level of employee involvement, the more influence people have over the decision process.

Creative ideas can emerge when asking people unfamiliar with the problem to explore the problem with you.

Escalation of commitment is more likely to occur when the perceived costs of terminating the project are high or unknown.

People are the most creative when management puts intense pressure on them to produce creative ideas.

Scenario planning is a structured process that helps decision makers explore potential problems and choose the best solutions under different future conditions.

Insight and verification are:

Creativity tends to suffer during times of downsizing and corporate restructuring.

According to Bounded Rationality Theory, people make better decisions when their perceptions are "bounded" or framed by past experience.

Escalation of commitment is more likely to occur when:

Decision makers have a need to reduce uncertainty, so they tend to focus on solutions before fully understanding the problem.

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

A decision maker's need to 'save face' tends to:

Which of these is also referred to as participative management?

Which of these represent the final step in the rational choice decision making process?

The emerging emotional view of decision making states that people form preferences toward alternatives as soon as they receive information about those alternatives.

Employee involvement potentially improves decision-making quality and commitment.

Introduction to the Field of Organizational Behavior

Individual Behavior, Personality, and Values

Perception and Learning 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

Organizational Structure

Organizational Culture

Organizational Change

Filters

Exam 7: Decision Making and Creativity

Intuition is the main strategy to minimize escalation of commitment.

Systematically evaluating alternatives through careful measurement and calculation tends to minimize:

In decision making, creativity is used:

Intuition allows us to draw on our tacit knowledge to guide our decision preferences.

The higher the level of employee involvement, the more influence people have over the decision process.

Creative ideas can emerge when asking people unfamiliar with the problem to explore the problem with you.

Escalation of commitment is more likely to occur when the perceived costs of terminating the project are high or unknown.

People are the most creative when management puts intense pressure on them to produce creative ideas.

Scenario planning is a structured process that helps decision makers explore potential problems and choose the best solutions under different future conditions.

Insight and verification are:

Creativity tends to suffer during times of downsizing and corporate restructuring.

According to Bounded Rationality Theory, people make better decisions when their perceptions are "bounded" or framed by past experience.

Escalation of commitment is more likely to occur when:

Decision makers have a need to reduce uncertainty, so they tend to focus on solutions before fully understanding the problem.

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

A decision maker's need to 'save face' tends to:

Which of these is also referred to as participative management?

Which of these represent the final step in the rational choice decision making process?

The emerging emotional view of decision making states that people form preferences toward alternatives as soon as they receive information about those alternatives.

Employee involvement potentially improves decision-making quality and commitment.

Introduction to the Field of Organizational Behavior

Individual Behavior, Personality, and Values

Perception and Learning 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

Organizational Structure

Organizational Culture

Organizational Change

Filters