Question 1

Herbert Simon argued that people engage in bounded rationality because:

Accepted Answer

A)  People evaluate and then process information 
B)  They process limited and imperfect information and rarely select the best choice 
C)  They process correct and timely information 
D)  None of the options listed here is correct 
A)  People evaluate and then process information 
B)  They process limited and imperfect information and rarely select the best choice 
C)  They process correct and timely information 
D)  None of the options listed here is correct

Question 2

Satisficing occurs when people continue on a failing course of action.

Accepted Answer

A) True 
 B)False

Question 3

The decision maker's emotions play an important role in his or her identification of a problem or opportunity.

Accepted Answer

A) True 
 B)False

Question 4

Employee involvement tends to have which of the following benefits in decision making?

Accepted Answer

A)  Leads to a more accurate definition of the problem 
B)  Improves the number and quality of alternative solutions and increases the likelihood of selecting the best alternative 
C)  Strengthens employee commitment to the solution 
D)  All of the options listed here are correct 
A)  Leads to a more accurate definition of the problem 
B)  Improves the number and quality of alternative solutions and increases the likelihood of selecting the best alternative 
C)  Strengthens employee commitment to the solution 
D)  All of the options listed here are correct

Question 5

The ideas that appear during the insight stage of creativity are quickly forgotten unless documented.

Accepted Answer

A) True 
 B)False

Question 6

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

Accepted Answer

A)  Their goals and norms conflict with the organisation'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 
A)  Their goals and norms conflict with the organisation'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

Question 7

When making important decisions,we 'listen in' on our emotions to guide our preference among the decision alternatives.

Accepted Answer

A) True 
 B)False

Question 8

Which of the following occurs during the incubation stage of the creative process?

Accepted Answer

A)  Escalation of commitment 
B)  Prospect theory effect 
C)  Convergent thinking 
D)  Divergent thinking 
A)  Escalation of commitment 
B)  Prospect theory effect 
C)  Convergent thinking 
D)  Divergent thinking

Question 9

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

Accepted Answer

A) True 
 B)False

Question 10

WesTech Components wants to hire several people for jobs requiring a high degree of creativity.Identify three individual characteristics that WesTech should consider when selecting job applicants who have a high potential for creativity.

Accepted Answer

The textbook describes several character

Question 11

Employee involvement is LESS valuable or successful when:

Accepted Answer

A)  Employees are committed to decisions made by their bosses 
B)  Employees have the same information as their bosses 
C)  Employee norms conflict with organisational goals 
D)  All of the options listed here are correct 
A)  Employees are committed to decisions made by their bosses 
B)  Employees have the same information as their bosses 
C)  Employee norms conflict with organisational goals 
D)  All of the options listed here are correct

Question 12

If employee goals and norms conflict with the organisation's goals,then:

Accepted Answer

A)  Employees should make most decisions in the organisation 
B)  Employees should be invited to make recommendations on important ideas,which are almost always accepted by management 
C)  Employees should never be involved in organisational decisions 
D)  Employees should have a low level of employee involvement 
A)  Employees should make most decisions in the organisation 
B)  Employees should be invited to make recommendations on important ideas,which are almost always accepted by management 
C)  Employees should never be involved in organisational decisions 
D)  Employees should have a low level of employee involvement

Question 13

The ultimate principle of rational choice paradigm is to choose the alternative with:

Accepted Answer

A)  Utilitarianism 
B)  Projective expected utility 
C)  Subjective expected utility 
D)  Highest returns 
A)  Utilitarianism 
B)  Projective expected utility 
C)  Subjective expected utility 
D)  Highest returns

Question 14

A potentially useful creative practice is to list different dimensions of a system and the elements of each dimension,then think through the potential commercial usefulness of each combination.

Accepted Answer

A) True 
 B)False

Question 15

Creative people tend to have a high need for social approval.

Accepted Answer

A) True 
 B)False

Question 16

Establishing a pre-set level at which the decision is abandoned or re-evaluated is recommended mainly to:

Accepted Answer

A)  Minimise reliance on an implicit favourite 
B)  Avoid relying on mental models to recognise problems or opportunities 
C)  Minimise escalation of commitment 
D)  Minimise problem identification 
A)  Minimise reliance on an implicit favourite 
B)  Avoid relying on mental models to recognise problems or opportunities 
C)  Minimise escalation of commitment 
D)  Minimise problem identification

Question 17

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 
A)  Emotions 
B)  Alternatives 
C)  Evaluation of solutions 
D)  Subjective expected utility

Question 18

The benefits of employee involvement increase with:

Accepted Answer

A)  The routineness and similarity of the problem or opportunity 
B)  Management's knowledge of the situation 
C)  The standardisation and repetitiveness of the problem or opportunity 
D)  The novelty and complexity of the problem or opportunity 
A)  The routineness and similarity of the problem or opportunity 
B)  Management's knowledge of the situation 
C)  The standardisation and repetitiveness of the problem or opportunity 
D)  The novelty and complexity of the problem or opportunity

Question 19

What are the causes of escalation of commitments?

Accepted Answer

Escalation of commitment-the tendency to

Question 20

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

Herbert Simon argued that people engage in bounded rationality because:

Satisficing occurs when people continue on a failing course of action.

The decision maker's emotions play an important role in his or her identification of a problem or opportunity.

Employee involvement tends to have which of the following benefits in decision making?

The ideas that appear during the insight stage of creativity are quickly forgotten unless documented.

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

When making important decisions,we 'listen in' on our emotions to guide our preference among the decision alternatives.

Which of the following occurs during the incubation stage of the creative process?

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

WesTech Components wants to hire several people for jobs requiring a high degree of creativity.Identify three individual characteristics that WesTech should consider when selecting job applicants who have a high potential for creativity.

Employee involvement is LESS valuable or successful when:

If employee goals and norms conflict with the organisation's goals,then:

The ultimate principle of rational choice paradigm is to choose the alternative with:

A potentially useful creative practice is to list different dimensions of a system and the elements of each dimension,then think through the potential commercial usefulness of each combination.

Creative people tend to have a high need for social approval.

Establishing a pre-set level at which the decision is abandoned or re-evaluated is recommended mainly to:

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

The benefits of employee involvement increase with:

What are the causes of escalation of commitments?

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

Introduction to the Field of Organisational Behaviour

Individual Behaviour, Personality and Values

Perceiving Ourselves and Others in Organisations

Workplace Emotions, Attitudes and Stress

Foundations of Employee Motivation

Applied Performance Practices

Team Dynamics

Communicating in Teams and Organisations

Power and Influence in the Workplace

Conflict and Negotiation in the Workplace

Leadership in Organisational Settings

Organisational Structure

Organisational Culture

Organisational Change

Filters

Exam 7: Decision Making and Creativity

Herbert Simon argued that people engage in bounded rationality because:

Satisficing occurs when people continue on a failing course of action.

The decision maker's emotions play an important role in his or her identification of a problem or opportunity.

Employee involvement tends to have which of the following benefits in decision making?

The ideas that appear during the insight stage of creativity are quickly forgotten unless documented.

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

When making important decisions,we 'listen in' on our emotions to guide our preference among the decision alternatives.

Which of the following occurs during the incubation stage of the creative process?

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

WesTech Components wants to hire several people for jobs requiring a high degree of creativity.Identify three individual characteristics that WesTech should consider when selecting job applicants who have a high potential for creativity.

Employee involvement is LESS valuable or successful when:

If employee goals and norms conflict with the organisation's goals,then:

The ultimate principle of rational choice paradigm is to choose the alternative with:

A potentially useful creative practice is to list different dimensions of a system and the elements of each dimension,then think through the potential commercial usefulness of each combination.

Creative people tend to have a high need for social approval.

Establishing a pre-set level at which the decision is abandoned or re-evaluated is recommended mainly to:

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

The benefits of employee involvement increase with:

What are the causes of escalation of commitments?

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

Introduction to the Field of Organisational Behaviour

Individual Behaviour, Personality and Values

Perceiving Ourselves and Others in Organisations

Workplace Emotions, Attitudes and Stress

Foundations of Employee Motivation

Applied Performance Practices

Team Dynamics

Communicating in Teams and Organisations

Power and Influence in the Workplace

Conflict and Negotiation in the Workplace

Leadership in Organisational Settings

Organisational Structure

Organisational Culture

Organisational Change

Filters