Question 1

Decisions tend to have a higher failure rate when leaders are:

Accepted Answer

A)  Decisive 
B)  Contemplative 
C)  Intuitive 
D)  Effective 
A)  Decisive 
B)  Contemplative 
C)  Intuitive 
D)  Effective

Question 2

After Crispy Foods Ltd had poured millions of dollars into the development of a new machine-made potato chip,the Board of Directors of the food-processing firm fired the CEO who had proposed and championed the product's development.The new CEO's first task is to find out why this monumental waste of money had occurred and how it can be prevented in the future.Describe two possible ways that the new CEO at Crispy Foods Ltd can prevent or minimise this escalation of commitment in the future.Your answer must refer to this specific incident.

Accepted Answer

There are several ways to minimise the r

Question 3

A committee of employees developed a process whereby they would choose a new office-cleaning firm from the six companies that tendered proposals for the contract.The process involved carefully assessing each firm on the four factors that were most important (e.g.cost),weighting the importance of each factor and then choosing the firm with the highest score.This decision-making activity potentially minimises problems with:

Accepted Answer

A)  Production blocking 
B)  Constructive conflict 
C)  Satisficing 
D)  Problem identification 
A)  Production blocking 
B)  Constructive conflict 
C)  Satisficing 
D)  Problem identification

Question 4

Escalation of commitment can be minimised by ensuring that:

Accepted Answer

A)  There are ready-made alternatives to resolve the problem 
B)  Those who choose the decision are different from those who implement and evaluate it 
C)  The team leader has strong opinions about the preferred options 
D)  Organisational goals are relatively ambiguous 
A)  There are ready-made alternatives to resolve the problem 
B)  Those who choose the decision are different from those who implement and evaluate it 
C)  The team leader has strong opinions about the preferred options 
D)  Organisational goals are relatively ambiguous

Question 5

Which of the following decision-making activities tends to make the most use of tacit knowledge?

Accepted Answer

A)  Intuition 
B)  Decision support systems 
C)  Escalation of commitment 
D)  Data mining 
A)  Intuition 
B)  Decision support systems 
C)  Escalation of commitment 
D)  Data mining

Question 6

When evaluating decisions,confirmation bias involves:

Accepted Answer

A)  Excessive optimism 
B)  Selecting the evidence and emphasising negative features 
C)  Ignoring or downplaying negative features and over emphasising positive features 
D)  None of the options listed here is correct 
A)  Excessive optimism 
B)  Selecting the evidence and emphasising negative features 
C)  Ignoring or downplaying negative features and over emphasising positive features 
D)  None of the options listed here is correct

Question 7

Decision makers can discover blind spots in problem identification by discussing the situation with other people.

Accepted Answer

A) True 
 B)False

Question 8

Divergent thinking mainly contributes to which of the following?

Accepted Answer

A)  Bounded rationality 
B)  The rationality choice decision model 
C)  Organisational politics 
D)  Creativity 
A)  Bounded rationality 
B)  The rationality choice decision model 
C)  Organisational politics 
D)  Creativity

Question 9

Studies have found that people like to have choices,but when exposed to many alternatives they become:

Accepted Answer

A)  Ineffective in understanding the choices 
B)  Efficient decision makers 
C)  Cognitive misers by engaging in less optional decision making 
D)  None of the options listed here is correct 
A)  Ineffective in understanding the choices 
B)  Efficient decision makers 
C)  Cognitive misers by engaging in less optional decision making 
D)  None of the options listed here is correct

Question 10

A large financial institution is losing market share to savvy upstart companies and it has asked its top marketing executive to identify the main reasons for their sliding performance.Describe three barriers that might cause the marketing executive to poorly identify the problem(s)and include an illustrative example for each barrier.

Accepted Answer

The students could discuss the following

Question 11

Employees should not make the final decision alone when conflict is likely among employees.

Accepted Answer

A) True 
 B)False

Question 12

People tend to be more creative when:

Accepted Answer

A)  They have a reasonable level of job security 
B)  They are secluded from colleagues in other areas of the organisation 
C)  They risk losing their job if their ideas fail 
D)  They lack personal freedom to try things out 
A)  They have a reasonable level of job security 
B)  They are secluded from colleagues in other areas of the organisation 
C)  They risk losing their job if their ideas fail 
D)  They lack personal freedom to try things out

Question 13

Satisficing refers to:

Accepted Answer

A)  The tendency to choose an alternative that is good enough rather than the best 
B)  The feeling employees experience when they are not involved in a decision in which they would have made a valuable contribution 
C)  A desirable outcome of decision making when several employees participate in the decision process 
D)  The feeling employees experience when they make the right decision 
A)  The tendency to choose an alternative that is good enough rather than the best 
B)  The feeling employees experience when they are not involved in a decision in which they would have made a valuable contribution 
C)  A desirable outcome of decision making when several employees participate in the decision process 
D)  The feeling employees experience when they make the right decision

Question 14

Which of these statements about human decision making is FALSE?

Accepted Answer

A)  Personal biases typically distort the selection and interpretation of information 
B)  Decision makers engage in a limited search for and evaluation of alternatives 
C)  Decision makers usually examine all alternatives at the same time 
D)  Decision makers compare each alternative to an implicit favourite 
A)  Personal biases typically distort the selection and interpretation of information 
B)  Decision makers engage in a limited search for and evaluation of alternatives 
C)  Decision makers usually examine all alternatives at the same time 
D)  Decision makers compare each alternative to an implicit favourite

Question 15

Non-programmed decisions require:

Accepted Answer

A)  Ready made decisions 
B)  Employee involvement decisions 
C)  All steps in the decision model 
D)  Following standard operating procedures 
A)  Ready made decisions 
B)  Employee involvement decisions 
C)  All steps in the decision model 
D)  Following standard operating procedures

Question 16

A non-programmed decision is:

Accepted Answer

A)  Any routine situation where the company has a ready-made solution 
B)  Any decision that does not relate directly to the employee's job description 
C)  Any non-routine situation in which employees must search for alternative solutions 
D)  Any decision that is clearly within the employee's job description 
A)  Any routine situation where the company has a ready-made solution 
B)  Any decision that does not relate directly to the employee's job description 
C)  Any non-routine situation in which employees must search for alternative solutions 
D)  Any decision that is clearly within the employee's job description

Question 17

Incubation and verification are:

Accepted Answer

A)  Stages of the creative process 
B)  Elements of bounded rationality 
C)  Elements of the MARS model 
D)  Problems with team decision making 
A)  Stages of the creative process 
B)  Elements of bounded rationality 
C)  Elements of the MARS model 
D)  Problems with team decision making

Question 18

The textbook mainly identifies post-decisional justification as a problem with which stage of decision making?

Accepted Answer

A)  Evaluating decision outcomes 
B)  Implementing the selected alternative 
C)  Developing alternative solutions 
D)  Choosing the best decision style 
A)  Evaluating decision outcomes 
B)  Implementing the selected alternative 
C)  Developing alternative solutions 
D)  Choosing the best decision style

Question 19

Bounded rationality adopts the main assumptions of the rational choice paradigm of decision making.

Accepted Answer

A) True 
 B)False

Question 20

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 defence 
D)  All of the options listed here are correct 
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 defence 
D)  All of the options listed here are correct

Decisions tend to have a higher failure rate when leaders are:

Escalation of commitment can be minimised by ensuring that:

Which of the following decision-making activities tends to make the most use of tacit knowledge?

When evaluating decisions,confirmation bias involves:

Decision makers can discover blind spots in problem identification by discussing the situation with other people.

Divergent thinking mainly contributes to which of the following?

Studies have found that people like to have choices,but when exposed to many alternatives they become:

Employees should not make the final decision alone when conflict is likely among employees.

People tend to be more creative when:

Satisficing refers to:

Which of these statements about human decision making is FALSE?

Non-programmed decisions require:

A non-programmed decision is:

Incubation and verification are:

The textbook mainly identifies post-decisional justification as a problem with which stage of decision making?

Bounded rationality adopts the main assumptions of the rational choice paradigm of decision making.

Escalation of commitment is more likely to occur when:

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

Decisions tend to have a higher failure rate when leaders are:

Escalation of commitment can be minimised by ensuring that:

Which of the following decision-making activities tends to make the most use of tacit knowledge?

When evaluating decisions,confirmation bias involves:

Decision makers can discover blind spots in problem identification by discussing the situation with other people.

Divergent thinking mainly contributes to which of the following?

Studies have found that people like to have choices,but when exposed to many alternatives they become:

Employees should not make the final decision alone when conflict is likely among employees.

People tend to be more creative when:

Satisficing refers to:

Which of these statements about human decision making is FALSE?

Non-programmed decisions require:

A non-programmed decision is:

Incubation and verification are:

The textbook mainly identifies post-decisional justification as a problem with which stage of decision making?

Bounded rationality adopts the main assumptions of the rational choice paradigm of decision making.

Escalation of commitment is more likely to occur when:

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