Question 1

Which of the following is a guideline for managers to avoid the negative effects of cognitive biases?

Accepted Answer

A)  Concentrate on planning for the future instead of conducting a retrospective analysis. 
B)  Reward middle managers irrespective of whether they fail or succeed to implement a decision. 
C)  Rank various alternatives even when all relevant information is not available. 
D)  List the criteria that are being used to assess and evaluate alternatives. 
E)  Persist with economically superior alternatives despite the threat of cannibalization. 
A)  Concentrate on planning for the future instead of conducting a retrospective analysis. 
B)  Reward middle managers irrespective of whether they fail or succeed to implement a decision. 
C)  Rank various alternatives even when all relevant information is not available. 
D)  List the criteria that are being used to assess and evaluate alternatives. 
E)  Persist with economically superior alternatives despite the threat of cannibalization.

Question 2

Which of the following is a guideline to promoting individual creativity in an organization?

Accepted Answer

A)  Creativity increases when managers pressurize employees to deliver creative solutions quickly. 
B)  Building a shared vision can curb an individual's sense of creativity. 
C)  Creativity results when employees have an opportunity to experiment. 
D)  Employees must be penalized for ideas that seem outlandish. 
E)  Contests and rewards reduce the importance of coming up with creative ideas. 
A)  Creativity increases when managers pressurize employees to deliver creative solutions quickly. 
B)  Building a shared vision can curb an individual's sense of creativity. 
C)  Creativity results when employees have an opportunity to experiment. 
D)  Employees must be penalized for ideas that seem outlandish. 
E)  Contests and rewards reduce the importance of coming up with creative ideas.

Question 3

When uncertainty exists, the probabilities of alternative outcomes cannot be determined and future outcomes are unknown.

Accepted Answer

A) True 
 B)False

Question 4

Dan, the president of Bank Missouri, is attempting to determine whether the bank has both the capability and the resources to open a branch facility in a new location. Which criterion of decision-making is Dan focusing on?

Accepted Answer

A)  Practicality 
B)  Ethicalness 
C)  Legality 
D)  Economic feasibility 
E)  Functionality 
A)  Practicality 
B)  Ethicalness 
C)  Legality 
D)  Economic feasibility 
E)  Functionality

Question 5

The key to a good assessment of the alternatives is to define the opportunity or threat exactly.

Accepted Answer

A) True 
 B)False

Question 6

Jordan, the manager of JT's Tasty Treats, has to decide whether to introduce a new frozen dessert that has never been sold previously. What type of decision would this represent?

Accepted Answer

A)  Automatic 
B)  Rule-based 
C)  Predetermined 
D)  Nonprogrammed 
E)  Inconsequential 
A)  Automatic 
B)  Rule-based 
C)  Predetermined 
D)  Nonprogrammed 
E)  Inconsequential

Question 7

Managers with limited expertise are more likely to make better intuitive judgments than those with greater expertise.

Accepted Answer

A) True 
 B)False

Question 8

In the classical model of decision-making, the most appropriate decision possible in light of what is believed to be the most desirable consequences for the organization is known as the ____________ decision.

Accepted Answer

A)  intuitive 
B)  creative 
C)  heuristic 
D)  subjective 
E)  optimum 
A)  intuitive 
B)  creative 
C)  heuristic 
D)  subjective 
E)  optimum

Question 9

Identifying all relevant information for a decision means the manager has complete information.

Accepted Answer

A) True 
 B)False

Question 10

Nonprogrammed decision making is a routine, virtually automatic process.

Accepted Answer

A) True 
 B)False

Question 11

Which of the following is a guideline to promoting individual creativity in an organization?

Accepted Answer

A)  Creativity increases when managers pressurize employees to deliver creative solutions quickly. 
B)  Building a shared vision can curb an individual's sense of creativity. 
C)  Top managers should visibly reward employees who come up with creative ideas. 
D)  Employees must be penalized for ideas that seem outlandish. 
E)  Creativity can be fostered by criticizing the efforts of creative employees. 
A)  Creativity increases when managers pressurize employees to deliver creative solutions quickly. 
B)  Building a shared vision can curb an individual's sense of creativity. 
C)  Top managers should visibly reward employees who come up with creative ideas. 
D)  Employees must be penalized for ideas that seem outlandish. 
E)  Creativity can be fostered by criticizing the efforts of creative employees.

Question 12

A situation in which the number of suitable alternatives are greater than what a manager can evaluate is called _____.

Accepted Answer

A)  prior-hypothesis 
B)  bounded rationality 
C)  productive blocking 
D)  illusion of control 
E)  satisficing ambiguity 
A)  prior-hypothesis 
B)  bounded rationality 
C)  productive blocking 
D)  illusion of control 
E)  satisficing ambiguity

Which of the following is a guideline for managers to avoid the negative effects of cognitive biases?

Which of the following is a guideline to promoting individual creativity in an organization?

When uncertainty exists, the probabilities of alternative outcomes cannot be determined and future outcomes are unknown.

Dan, the president of Bank Missouri, is attempting to determine whether the bank has both the capability and the resources to open a branch facility in a new location. Which criterion of decision-making is Dan focusing on?

The key to a good assessment of the alternatives is to define the opportunity or threat exactly.

Jordan, the manager of JT's Tasty Treats, has to decide whether to introduce a new frozen dessert that has never been sold previously. What type of decision would this represent?

Managers with limited expertise are more likely to make better intuitive judgments than those with greater expertise.

In the classical model of decision-making, the most appropriate decision possible in light of what is believed to be the most desirable consequences for the organization is known as the ____________ decision.

Identifying all relevant information for a decision means the manager has complete information.

Nonprogrammed decision making is a routine, virtually automatic process.

Which of the following is a guideline to promoting individual creativity in an organization?

A situation in which the number of suitable alternatives are greater than what a manager can evaluate is called _____.

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

Which of the following is a guideline for managers to avoid the negative effects of cognitive biases?

Which of the following is a guideline to promoting individual creativity in an organization?

When uncertainty exists, the probabilities of alternative outcomes cannot be determined and future outcomes are unknown.

Dan, the president of Bank Missouri, is attempting to determine whether the bank has both the capability and the resources to open a branch facility in a new location. Which criterion of decision-making is Dan focusing on?

The key to a good assessment of the alternatives is to define the opportunity or threat exactly.

Jordan, the manager of JT's Tasty Treats, has to decide whether to introduce a new frozen dessert that has never been sold previously. What type of decision would this represent?

Managers with limited expertise are more likely to make better intuitive judgments than those with greater expertise.

In the classical model of decision-making, the most appropriate decision possible in light of what is believed to be the most desirable consequences for the organization is known as the ____________ decision.

Identifying all relevant information for a decision means the manager has complete information.

Nonprogrammed decision making is a routine, virtually automatic process.

Which of the following is a guideline to promoting individual creativity in an organization?

A situation in which the number of suitable alternatives are greater than what a manager can evaluate is called _____.

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

Filters