Question 1

The concept of bounded rationality holds that:

Accepted Answer

A)  our perception of a rational reality is bounded by nonrationality. 
B)  decision makers process limited and imperfect information and therefore rarely select the best choice. 
C)  decision makers have limited alternatives to make decisions. 
D)  decision makers are bound to project images of themselves as rational thinkers. 
E)  our realities are bounded by our own perceptions so that everyone's reality is different. 
A)  our perception of a rational reality is bounded by nonrationality. 
B)  decision makers process limited and imperfect information and therefore rarely select the best choice. 
C)  decision makers have limited alternatives to make decisions. 
D)  decision makers are bound to project images of themselves as rational thinkers. 
E)  our realities are bounded by our own perceptions so that everyone's reality is different.

Question 2

People are most creative when management puts intense time pressures on them to complete tasks.

Accepted Answer

A) True 
 B)False

Question 3

Creative people tend to have a high need for affiliation.

Accepted Answer

A) True 
 B)False

Question 4

Knowledge and experience can undermine creativity because it can lead to routinization of that knowledge.

Accepted Answer

A) True 
 B)False

Question 5

Employees are more committed to implementing a solution when they are involved in making the decision.

Accepted Answer

A) True 
 B)False

Question 6

Divergent thinking refers to calculating the conventionally accepted "right answer" to a logical problem.

Accepted Answer

A) True 
 B)False

Question 7

When in a positive mood,people pay more attention to details and follow a nonprogrammed decision routine.

Accepted Answer

A) True 
 B)False

Question 8

Involving several people in the evaluation weakens the decision evaluation process.

Accepted Answer

A) True 
 B)False

Question 9

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

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

Decision structure,risk of conflict,and decision commitment are the:

Accepted Answer

A)  three conditions required for bounded rationality. 
B)  factors that support implicit favorites. 
C)  contingencies of employee involvement. 
D)  factors that lead to escalation of commitment. 
E)  constraints of team decision making. 
A)  three conditions required for bounded rationality. 
B)  factors that support implicit favorites. 
C)  contingencies of employee involvement. 
D)  factors that lead to escalation of commitment. 
E)  constraints of team decision making.

Question 12

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

Accepted Answer

A)  their goals and norms conflict with the organization'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. 
E)  the problem calls for a nonprogrammed decision. 
A)  their goals and norms conflict with the organization'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. 
E)  the problem calls for a nonprogrammed decision.

Question 13

After choosing among several computer server systems,the Director of Information Systems feels very positive about the final choice.However,some of this optimism is due to the fact that the Director forgot about few of the limitations of the chosen system and unconsciously downplays the importance of the positive features of the rejected systems.The Director of Information Systems is engaging in:

Accepted Answer

A)  escalation of commitment. 
B)  rational maximization. 
C)  rational choice thinking. 
D)  confirmation bias. 
E)  impulsive buying. 
A)  escalation of commitment. 
B)  rational maximization. 
C)  rational choice thinking. 
D)  confirmation bias. 
E)  impulsive buying.

Question 14

Decision makers typically look at alternatives sequentially and compare each alternative with an implicit favorite.

Accepted Answer

A) True 
 B)False

Question 15

Creative people have practical intelligence and not cognitive intelligence.

Accepted Answer

A) True 
 B)False

Question 16

A nonprogrammed decision is applicable in any:

Accepted Answer

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

Question 17

The purely rational model of decision making is rarely practiced in reality because it:

Accepted Answer

A)  ignores the fact that problems must be defined before alternatives are chosen. 
B)  assumes that human beings make decisions based on their emotions and abilities. 
C)  assumes that people are efficient and logical in their information processing. 
D)  ignores the fact that people evaluate their decision after an alternative has been chosen and implemented. 
E)  does not consider the problems associated with implementing each of the alternatives. 
A)  ignores the fact that problems must be defined before alternatives are chosen. 
B)  assumes that human beings make decisions based on their emotions and abilities. 
C)  assumes that people are efficient and logical in their information processing. 
D)  ignores the fact that people evaluate their decision after an alternative has been chosen and implemented. 
E)  does not consider the problems associated with implementing each of the alternatives.

Question 18

Which of the following is the lowest level of employee involvement?

Accepted Answer

A)  Consult with individuals 
B)  Receive information from individuals 
C)  Decide alone 
D)  Facilitate the team's decision 
E)  Consult with the team 
A)  Consult with individuals 
B)  Receive information from individuals 
C)  Decide alone 
D)  Facilitate the team's decision 
E)  Consult with the team

Question 19

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

Accepted Answer

A) True 
 B)False

Question 20

Intuition relies on programmed decision routines that speed up our response to pattern matches or mismatches.These programmed decision routines are referred to as:

Accepted Answer

A)  action scripts. 
B)  insights. 
C)  rational formulae. 
D)  solution-focused problems. 
E)  implicit favorites. 
A)  action scripts. 
B)  insights. 
C)  rational formulae. 
D)  solution-focused problems. 
E)  implicit favorites.

The concept of bounded rationality holds that:

People are most creative when management puts intense time pressures on them to complete tasks.

Creative people tend to have a high need for affiliation.

Knowledge and experience can undermine creativity because it can lead to routinization of that knowledge.

Employees are more committed to implementing a solution when they are involved in making the decision.

Divergent thinking refers to calculating the conventionally accepted "right answer" to a logical problem.

When in a positive mood,people pay more attention to details and follow a nonprogrammed decision routine.

Involving several people in the evaluation weakens the decision evaluation process.

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

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.

Decision structure,risk of conflict,and decision commitment are the:

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

Decision makers typically look at alternatives sequentially and compare each alternative with an implicit favorite.

Creative people have practical intelligence and not cognitive intelligence.

A nonprogrammed decision is applicable in any:

The purely rational model of decision making is rarely practiced in reality because it:

Which of the following is the lowest level of employee involvement?

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

Intuition relies on programmed decision routines that speed up our response to pattern matches or mismatches.These programmed decision routines are referred to as:

Introduction to the Field of Organizational Behavior

Individual Behavior, Personality, and Values

Perceiving Ourselves and Others in Organizations

Workplace Emotions, Attitudes, and Stress

Foundations of Employee Motivation

Foundations of Employee Motivation

Team Dynamics

Communicating in Teams and Organizations

Power and Influence in the Workplace

Conflict and Negotiation in the Workplace

Leadership in Organizational Settings

Designing Organizational Structures

Organizational Culture

Organizational Change

Filters

Exam 7: Decision Making and Creativity

The concept of bounded rationality holds that:

People are most creative when management puts intense time pressures on them to complete tasks.

Creative people tend to have a high need for affiliation.

Knowledge and experience can undermine creativity because it can lead to routinization of that knowledge.

Employees are more committed to implementing a solution when they are involved in making the decision.

Divergent thinking refers to calculating the conventionally accepted "right answer" to a logical problem.

When in a positive mood,people pay more attention to details and follow a nonprogrammed decision routine.

Involving several people in the evaluation weakens the decision evaluation process.

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

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.

Decision structure,risk of conflict,and decision commitment are the:

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

Decision makers typically look at alternatives sequentially and compare each alternative with an implicit favorite.

Creative people have practical intelligence and not cognitive intelligence.

A nonprogrammed decision is applicable in any:

The purely rational model of decision making is rarely practiced in reality because it:

Which of the following is the lowest level of employee involvement?

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

Intuition relies on programmed decision routines that speed up our response to pattern matches or mismatches.These programmed decision routines are referred to as:

Introduction to the Field of Organizational Behavior

Individual Behavior, Personality, and Values

Perceiving Ourselves and Others in Organizations

Workplace Emotions, Attitudes, and Stress

Foundations of Employee Motivation

Foundations of Employee Motivation

Team Dynamics

Communicating in Teams and Organizations

Power and Influence in the Workplace

Conflict and Negotiation in the Workplace

Leadership in Organizational Settings

Designing Organizational Structures

Organizational Culture

Organizational Change

Filters