Question 1

Which of the following is a disadvantage of group decision making?

Accepted Answer

A) Lower commitment to the decision 
B) Lower levels of confidence in judgments 
C) Different perspectives 
D) Greater discomfort with the final decision 
E) Satisficing 
A) Lower commitment to the decision 
B) Lower levels of confidence in judgments 
C) Different perspectives 
D) Greater discomfort with the final decision 
E) Satisficing

Question 2

Which of the following is a decision-making style based on the dimensions of value orientation and tolerance for ambiguity?

Accepted Answer

A) professional 
B) personal 
C) technological 
D) behavioral 
E) mechanical 
A) professional 
B) personal 
C) technological 
D) behavioral 
E) mechanical

Question 3

A person with high tolerance for ambiguity has

Accepted Answer

A) a high need for structure or control. 
B) a strong people orientation. 
C) an analytical mind. 
D) defensive avoidance tendencies. 
E) comfort with uncertain situations. 
A) a high need for structure or control. 
B) a strong people orientation. 
C) an analytical mind. 
D) defensive avoidance tendencies. 
E) comfort with uncertain situations.

Question 4

Analytics have been used in baseball and basketball to find undervalued players that could help teams that had limited resources to pay superstars.

Accepted Answer

A) True 
 B)False

Question 5

Give at least four reasons that it is difficult to use evidence-based decision making.

Accepted Answer

Despite your best intentions, it's hard

Question 6

When a manager realizes that complete inaction will have negative consequences but opts for the first available alternative that involves low risk, it is called

Accepted Answer

A) relaxed change. 
B) defensive avoidance. 
C) postponed action. 
D) relaxed avoidance. 
E) delayed decision. 
A) relaxed change. 
B) defensive avoidance. 
C) postponed action. 
D) relaxed avoidance. 
E) delayed decision.

Question 7

People with a low tolerance for ambiguity and an orientation toward task and technical concerns in making decisions have an analytical decision-making style.

Accepted Answer

A) True 
 B)False

Question 8

Spencer talked with Allie after their task force meeting, and they discovered that neither of them had been in favor of dropping some items from next year's budget, yet neither spoke up.Both wanted to be supportive of the group instead.This is an example of

Accepted Answer

A) goal displacement. 
B) satisficing. 
C) groupthink. 
D) heuristics. 
E) self-selection. 
A) goal displacement. 
B) satisficing. 
C) groupthink. 
D) heuristics. 
E) self-selection.

Question 9

Passing the buck or procrastinating about a decision are examples of which type of reaction to a challenge?

Accepted Answer

A) Panic 
B) Relaxed avoidance 
C) Relaxed change 
D) Decreased involvement 
E) Defensive avoidance 
A) Panic 
B) Relaxed avoidance 
C) Relaxed change 
D) Decreased involvement 
E) Defensive avoidance

Question 10

Which of the following is a step in the rational decision-making model?

Accepted Answer

A) Seek consensus among leadership. 
B) Identify the problem or opportunity. 
C) Improve the chosen solution. 
D) Test solutions on a small scale. 
E) Implement a holding pattern. 
A) Seek consensus among leadership. 
B) Identify the problem or opportunity. 
C) Improve the chosen solution. 
D) Test solutions on a small scale. 
E) Implement a holding pattern.

Question 11

A person with a directive decision style is efficient, logical, practical, and systematic in her approach to solving problems.

Accepted Answer

A) True 
 B)False

Question 12

Women investors make trades much less often than men, do a lot more research, and have better returns on average.

Accepted Answer

A) True 
 B)False

Question 13

Middle and supervisory managers may be a source of resistance in participatory management.

Accepted Answer

A) True 
 B)False

Question 14

Keep in mind the importance of maintaining group relations; don't stand in the way of a group trying to reach consensus.

Accepted Answer

A) True 
 B)False

Question 15

When a manager decides to take no action in the belief that there will be no great negative consequences, she is engaged in

Accepted Answer

A) limited reaction. 
B) relaxed avoidance. 
C) relaxed change. 
D) decreased involvement. 
E) defensive avoidance. 
A) limited reaction. 
B) relaxed avoidance. 
C) relaxed change. 
D) decreased involvement. 
E) defensive avoidance.

Question 16

The tendency for decision-makers to be influenced by the way a situation or problem is presented to them is known as the ________ bias.

Accepted Answer

A) overconfidence. 
B) escalation of commitment bias. 
C) hindsight. 
D) availability. 
E) framing. 
A) overconfidence. 
B) escalation of commitment bias. 
C) hindsight. 
D) availability. 
E) framing.

Question 17

Many investment advisors attribute their successful outcomes to skill, even when it is more likely luck, which is an example of which bias?

Accepted Answer

A) Overconfidence. 
B) Escalation of commitment bias. 
C) Hindsight. 
D) Availability. 
E) Framing. 
A) Overconfidence. 
B) Escalation of commitment bias. 
C) Hindsight. 
D) Availability. 
E) Framing.

Question 18

Which of the following is one of the nonrational models of decision making?

Accepted Answer

A) Boundary 
B) Classical 
C) Goal displacement 
D) Satisficing 
E) Attitudinal 
A) Boundary 
B) Classical 
C) Goal displacement 
D) Satisficing 
E) Attitudinal

Question 19

The tendency for group members to agree for the sake of unanimity and thus avoid accurately assessing the decision situation is called satisficing.

Accepted Answer

A) True 
 B)False

Question 20

Most managers have just one dominant decision-making style.

Accepted Answer

A) True 
 B)False

Which of the following is a disadvantage of group decision making?

Which of the following is a decision-making style based on the dimensions of value orientation and tolerance for ambiguity?

A person with high tolerance for ambiguity has

Analytics have been used in baseball and basketball to find undervalued players that could help teams that had limited resources to pay superstars.

Give at least four reasons that it is difficult to use evidence-based decision making.

When a manager realizes that complete inaction will have negative consequences but opts for the first available alternative that involves low risk, it is called

People with a low tolerance for ambiguity and an orientation toward task and technical concerns in making decisions have an analytical decision-making style.

Spencer talked with Allie after their task force meeting, and they discovered that neither of them had been in favor of dropping some items from next year's budget, yet neither spoke up.Both wanted to be supportive of the group instead.This is an example of

Passing the buck or procrastinating about a decision are examples of which type of reaction to a challenge?

Which of the following is a step in the rational decision-making model?

A person with a directive decision style is efficient, logical, practical, and systematic in her approach to solving problems.

Women investors make trades much less often than men, do a lot more research, and have better returns on average.

Middle and supervisory managers may be a source of resistance in participatory management.

Keep in mind the importance of maintaining group relations; don't stand in the way of a group trying to reach consensus.

When a manager decides to take no action in the belief that there will be no great negative consequences, she is engaged in

The tendency for decision-makers to be influenced by the way a situation or problem is presented to them is known as the ________ bias.

Many investment advisors attribute their successful outcomes to skill, even when it is more likely luck, which is an example of which bias?

Which of the following is one of the nonrational models of decision making?

The tendency for group members to agree for the sake of unanimity and thus avoid accurately assessing the decision situation is called satisficing.

Most managers have just one dominant decision-making style.

The Exceptional Manager: What You Do, How You Do It

Management Theory: Essential Background for the Successful Manager

The Managers Changing Work Environment and Ethical Responsibilities: Doing the Right Thing

Global Management: Managing Across Borders

Planning: the Foundation of Successful Management

Strategic Management: How Exceptional Managers Realize a Grand Design

Organizational Culture, Structure, and Design: Building Blocks of the Organization

Human Resource Management: Getting the Right People for Managerial Success

Organizational Change and Innovation: Lifelong Challenges for the Exceptional Manager

Managing Individual Differences and Behavior: Supervising People As People

Motivating Employees: Achieving Superior Performance in the Workplace

Groups and Teams: Increasing Cooperation, Reducing Conflict

Power, Influence, and Leadership: From Becoming a Manager to Becoming a Leader

Interpersonal Organizational Communication: Mastering the Exchange of Information

Control Systems and Quality Management: Techniques for Enhancing Organizational Effectiveness

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Exam 7: Individual and Group Decision Making: How Managers Make Things Happen

Which of the following is a disadvantage of group decision making?

Which of the following is a decision-making style based on the dimensions of value orientation and tolerance for ambiguity?

A person with high tolerance for ambiguity has

Analytics have been used in baseball and basketball to find undervalued players that could help teams that had limited resources to pay superstars.

Give at least four reasons that it is difficult to use evidence-based decision making.

When a manager realizes that complete inaction will have negative consequences but opts for the first available alternative that involves low risk, it is called

People with a low tolerance for ambiguity and an orientation toward task and technical concerns in making decisions have an analytical decision-making style.

Spencer talked with Allie after their task force meeting, and they discovered that neither of them had been in favor of dropping some items from next year's budget, yet neither spoke up.Both wanted to be supportive of the group instead.This is an example of

Passing the buck or procrastinating about a decision are examples of which type of reaction to a challenge?

Which of the following is a step in the rational decision-making model?

A person with a directive decision style is efficient, logical, practical, and systematic in her approach to solving problems.

Women investors make trades much less often than men, do a lot more research, and have better returns on average.

Middle and supervisory managers may be a source of resistance in participatory management.

Keep in mind the importance of maintaining group relations; don't stand in the way of a group trying to reach consensus.

When a manager decides to take no action in the belief that there will be no great negative consequences, she is engaged in

The tendency for decision-makers to be influenced by the way a situation or problem is presented to them is known as the ________ bias.

Many investment advisors attribute their successful outcomes to skill, even when it is more likely luck, which is an example of which bias?

Which of the following is one of the nonrational models of decision making?

The tendency for group members to agree for the sake of unanimity and thus avoid accurately assessing the decision situation is called satisficing.

Most managers have just one dominant decision-making style.

The Exceptional Manager: What You Do, How You Do It

Management Theory: Essential Background for the Successful Manager

The Managers Changing Work Environment and Ethical Responsibilities: Doing the Right Thing

Global Management: Managing Across Borders

Planning: the Foundation of Successful Management

Strategic Management: How Exceptional Managers Realize a Grand Design

Organizational Culture, Structure, and Design: Building Blocks of the Organization

Human Resource Management: Getting the Right People for Managerial Success

Organizational Change and Innovation: Lifelong Challenges for the Exceptional Manager

Managing Individual Differences and Behavior: Supervising People As People

Motivating Employees: Achieving Superior Performance in the Workplace

Groups and Teams: Increasing Cooperation, Reducing Conflict

Power, Influence, and Leadership: From Becoming a Manager to Becoming a Leader

Interpersonal Organizational Communication: Mastering the Exchange of Information

Control Systems and Quality Management: Techniques for Enhancing Organizational Effectiveness

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