Deck 10: Decisions Making in Organizations

Question 1

When a decision is based on personal beliefs or hunches it is called:

A) subjective probability.
B) objective probability.
C) framing.
D) the representative heuristic.

Answer 1

A

Question 2

If Alonso Lopes continually checks up on his counter parts everyday to make sure that they are consistently present and working, then he would be using:

A) strategic decision-making.
B) programmed decision-making.
C) nonprogrammed decision-making.
D) preestablished decision-making.

Answer 2

C

Question 3

________ are computer programs that help decision makers structure their responses to decisions.

A) Decision support systems
B) Heuristics
C) Programmed decision models
D) Administrative modeling systems

Answer 3

A

Question 4

The level of uncertainty in a decision can be reduced by:

A) increasing the information available from which to make the decision.
B) increasing the number of decision makers involved.
C) giving decision-making authority to consultants.
D) delaying the decision until a later time.

Question 5

A person who prefers complex problems and is willing to use innovative methods would be most likely to use the ________.

A) directive style of making decisions
B) analytical style of making decisions
C) conceptual style of making decisions
D) behavioral style of making decisions

Question 6

If a manager is making a decision for which no ready-made solutions exist because the situation is unique, he/she is making a(n):

A) programmed decision.
B) strategic decision.
C) empowered decision.
D) nonprogrammed decision.

Question 7

Once a problem has been identified:

A) alternatives must be evaluated.
B) objectives must be defined.
C) a predecision is made.
D) alternative solutions must be created.

Question 8

At Disney World, employees use ________ in order to make customers happy on the spot.

A) empowered decision-making
B) top-down decision-making
C) the Delphi technique
D) nonprogrammed decisions-making

Question 9

When a decision is made on concrete verifiable data, the decision is based on:

A) subjective probabilities.
B) objective probabilities.
C) framing.
D) the representativeness heuristic.

Question 10

________ allows employees to make the decisions required to do their jobs without first seeking supervisory approval.

A) Empowered decision-making
B) Top-down decision-making
C) The use of the Delphi technique
D) Nonprogrammed decisions-making

Question 11

The use of ________ leads to outcomes that are higher in quantity and better in quality than those made in the absence of such techniques.

A) evaluations support technology
B) decision support systems
C) communications technology
D) alternative generations support

Question 12

The process of making choices from several alternatives is called:

A) framing the problem.
B) heuristics.
C) decision-making.
D) identifying the problem.

Question 13

The identification of possible solutions to the problem comes in the:

A) predecision stage.
B) alternative generation stage.
C) problem definition stage.
D) problem framing stage.

Question 14

Bill's company tends to have employees from all levels gather data, prepare reports, and pass this information on to senior level managers who actually make the decisions. This is an example of:

A) empowered decision-making.
B) top-down decision-making.
C) the use of the Delphi technique.
D) nonprogrammed decision-making.

Question 15

The key element in classifying a decision as certain or uncertain is:

A) the ambiguity of the information involved.
B) the level of manager involved in the decision.
C) the risk involved.
D) the existence of organizational policies.

Question 16

The first step in the traditional, analytical model of decision-making is to:

A) identify the problem.
B) make a predecision.
C) define the objectives to be met.
D) None of the above.

Question 17

A "predecision" is ________.

A) an intuitive decision-making model
B) the tendency to have your mind made up before knowing all the facts
C) a decision about what process to follow in making a decision.
D) None of the above.

Question 18

When managers make decisions they rely most heavily on:

A) decision support systems.
B) their history of past decisions.
C) the use of team decision-making.
D) rules and procedures.

Question 19

When trying to decide if a decision is a programmed or nonprogrammed decision, a manager should consider three questions, including:

A) How much time do we have?
B) What resources are needed?
C) What is the probability of obtaining the desired outcome?
D) What types of tasks are involved?

Question 20

The analytical model of the decision-making process focuses on which key aspects of decision-making:

A) heuristic and programming.
B) the style and the system used.
C) who and how.
D) formulation and implementation.

Question 21

When making a decision, if an individual is more willing to consider complex solutions based on ambiguous information after carefully studying the data, and enjoys solving problems, his/her decision style is most likely to be:

A) directive.
B) analytical.
C) conceptual.
D) behavioral.

Question 22

Studies show that corporate presidents tend toward ________.

A) an analytical decision style
B) no one dominant decision style
C) a conceptual decision style
D) the directive decision style

Question 23

Groupthink can be eliminated or diminished by:

A) promoting open inquiry.
B) holding second-chance meetings.
C) admitting shortcomings.
D) doing all of the above.

Question 24

________ is an organizational impediment to decision-making where moral and ethical limitations impact the decision.

A) Heuristics
B) Bounded rationality
C) Bounded discretion
D) Political "face saving" pressure

Question 25

The first indicator that groupthink could develop is:

A) the group has high levels of cohesion.
B) pressure to go along with the group develops.
C) a reluctance to question group decisions develops.
D) the development of the illusion that decisions are unanimous.

Question 26

According to image theory, decision-making is:

A) an automatic, intuitive process.
B) a deliberate process.
C) a search for the best solution.
D) done following a programmed approach.

Question 27

If a person is more socially oriented in his/her approach to problems, if he/she tends to consider many broad alternatives, and have a strong future orientation, his/her decision style is most likely to be:

A) directive.
B) analytical.
C) conceptual.
D) behavioral.

Question 28

________ are made by selecting the first minimally acceptable alternative as it becomes available.

A) Business decisions
B) Rational decisions
C) Optimal decisions
D) Satisficing decisions

Question 29

The ________ of decision-making seeks to maximize profits by searching systematically for the optimum solution to a problem.

A) quasi-analytical model.
B) rational-economic model.
C) administrative model.
D) image theory model.

Question 30

One can prevent or diminish groupthink by:

A) breaking the larger group into subgroups.
B) encouraging members to keep their skepticism about solutions to themselves.
C) sticking to the decision once it is made.
D) doing all of the above.

Question 31

A person who has a deep concern for the organization and the development of the workers, and is highly concerned about others' achievement, mostly likely has a ________ decision style.

A) directive
B) analytical
C) conceptual
D) behavioral

Question 32

When people in an organization make decisions in order to make themselves look good, the organizational barrier of ________ is interfering with rational decision-making.

A) time constraints
B) political facesaving
C) groupthink
D) intimidation by group leaders

Question 33

According to research, military leaders were found to have high scores in the ________ decision-making style.

A) analytical
B) directive
C) conceptual
D) behavioral

Question 34

The expected advantages of using groups to make decisions include:

A) the potential pooling of resources.
B) the generalization of labor.
C) faster decision-making.
D) All of the above.

Question 35

Sometimes it may help to play the role of devil's advocate, to intentionally find fault with a proposed solution. This would be most useful for which of the following strategies for avoiding groupthink?

A) Using subgroups
B) Admitting shortcomings
C) Holding second-chance meetings
D) Promoting open inquiry

Question 36

The decision-making model that simply considers alternatives as they appear and accepts the first alternative that meets the criteriafor acceptability is the:

A) traditional analytical model.
B) rational-economic model.
C) administrative model.
D) image theory model.

Question 37

Group decision-making does have a few disadvantages, such as:

A) a tendency to waste time.
B) the potential for group conflict.
C) possible intimidation by the group leader.
D) All of the above.

Question 38

________ refers to the making decisions differently, depending on how the problem is presented.

A) Compatibility testing
B) Profitability testing
C) Framing
D) Bounded rationality

Question 39

According to image theory, the decision to adopt a course of action is based on a two-step process, known as the:

A) heuristic test and the predecision test.
B) compatibility test and the profitability test.
C) decision framing test and the proscriptive test.
D) relativity test and the acceptance criteria test.

Question 40

The tendency for members of highly cohesive groups to conform to group pressures so strongly that they reject the potentially correcting influence of outsiders is known as:

A) escalation of commitment.
B) bias toward an implicit favorite.
C) bounded discretion.
D) groupthink.

Question 41

Effective brainstorming requires:

A) the immediate and thorough evaluation of all suggestions.
B) the sharing of all ideas, even far-out suggestions.
C) that only those who have experience with the problem share their ideas.
D) All of these.

Question 42

________ are simple rules of thumb used to help make quick decisions about complex problems.

A) Heuristics
B) Programmed decisions
C) Educational guesses
D) Framing guidelines

Question 43

Which of the following describes the tendency for people to perceive others in stereotypical ways if they appear representative of the category to which they belong?

A) Bounded discretion
B) Bias toward implicit favorites
C) The representativeness heuristic
D) The availability heuristic

Question 44

The superiority of the group or an individual depends on:

A) the nature of the task and the expertise of the people involved.
B) the framing of the problem and the decision model used to generate solutions.
C) who has the most experience dealing with the specific problem.
D) None of the above.

Question 45

The ________ describes how decision makers ideally ought to behave so as to make the best possible decisions.

A) normative approach
B) goal-framing system
C) administrative approach
D) socio-economic paradigm

Question 46

The tendency for people to base their judgments on information that is readily available to them, although it might not be accurate, is called:

A) a bias toward implicit favorites.
B) an escalation of commitment.
C) a representativeness heuristic.
D) the availability heuristic.

Question 47

Orin is trying to persuade his date to go see the latest action movie. He has decided that what he needs to do is emphasize what she will miss, how hurt he will be, and that he will go anyway but with his other friends, something she doesn't want him to do. Orin has framed the issue in terms of:

A) attributes.
B) goals.
C) relationships.
D) heuristics.

Question 48

If you want to frame a decision in such a way as to increase the likelihood that people will be more willing to take risks, you should:

A) frame the problem in terms of the potential losses to be suffered.
B) frame the problem in terms of the positive gains to be received.
C) balance the framing of the problem between potential losses and positive gains.
D) do none of the above.

Question 49

Research of group versus individual decision-making seems suggests that:

A) groups are almost always superior to individuals, regardless of the decision.
B) individuals are almost always superior to groups, regardless of the decision.
C) the superiority of group or individual decision-making depends on the nature of the task.
D) there is no measurable difference between decisions made by groups or individuals.

Question 50

Suppose you recommend hiring a certain individual for a new job in your department, and on the strength of your recommendation, she gets the job. As time goes on, the new hire proves to be a poor employee. Some of your colleagues even recommend dismissing her. However, because you were the person who recommended hiring her, you stand by your recommendation and argue that she should be given more time to prove herself on the job. Your behavior reflects the phenomenon of:

A) escalating commitment.
B) choosing an implicit favorite.
C) experiencing bounded rationality.
D) using a representativeness heuristic.

Question 51

________ occurs when decision makers stick to the first idea that comes to mind without adequately evaluating it consequences.

A) Unconflicted change
B) Unconflicted adherence
C) Defensive avoidance
D) Hypervigilance

Question 52

If a group seeks answers too quickly in a sense of desperation, they are guilty of:

A) unconflicted change.
B) unconflicted adherence.
C) defensive avoidance.
D) hypervigilance.

Question 53

If a decision is required on a simple problem and the answer is readily verifiable, ________.

A) an expert working alone may do better than a group
B) groups tend to outperform even exceptional individuals
C) the performance of groups and individuals will be equivalent
D) brainstorming techniques can help the group make the decision

Question 54

Individuals perform better than groups on:

A) highly structured, mundane tasks.
B) complex tasks.
C) all types of tasks.
D) poorly structured, creative tasks.

Question 55

________ is the tendency for people to give too little credit to others when things are going poorly and too much credit when things are going well.

A) Bounded rationality
B) Person sensitivity bias
C) Escalation of commitment
D) Hindsight bias

Question 56

A group is more effective than an individual at problem solving when the ________.

A) group is diverse
B) skills of group members do not overlap or complement each other
C) group's level of communication is low
D) group is heterogeneous with complementary skills.

Question 57

Henrietta thinks that the dip in stock prices is a good sign she should buy because her broker describes the dip as an opportunity rather than as a downturn. Henrietta's behavior is an example of:

A) goal framing.
B) a heuristic for buying stock.
C) attribute framing.
D) risky choice framing effect.

Question 58

Escalation of commitment is unlikely when:

A) funds for further investing are limited.
B) the threat of failure is overwhelming.
C) responsibility for earlier failures is diffused.
D) all of these have happened, or are happening.

Question 59

Research shows that individuals will often ________ early in the decision process and then not seriously consider other options.

A) escalate their commitment
B) choose an implicit favorite
C) experience bounded rationality
D) use a representativeness heuristic

Question 60

Research on brainstorming shows:

A) that it works best with unique problems requiring creative solutions.
B) that groups are most productive when being creative.
C) that people feel inhibited by the presence of others when sharing far-out ideas.
D) All of these.

Question 61

The Delphi technique has the advantage of:

A) reducing costs while accessing expertise.
B) increasing the speed of the group decision process.
C) using peer pressure to control the decision-making process.
D) encouraging maximum participation.

Question 62

Table 10.3
Nancy recently tried to talk her executive management team into moving into international markets. She emphasizes the positive opportunities that were possible, but her supervisors turn her idea down because they fear the risks involved. They preferred expanding existing markets to entering new markets. Nancy reviews the meeting with her supervisor later to see how she could improve it. Her supervisor says that she didn't provide sufficient information prior to the meeting and several of the executives were drawing on information currently on their desks, showing the international market was a dangerous place to be, rather than the exciting opportunity Nancy tried to present. Gail, Nancy's friend, suggested at lunch that the 'old-boys' network was functioning, and she was turned down because they weren't going to let some pushy woman tell them what they should be doing. About four months after the presentation, the executive management team meets again to decide about the investment of capital and effort. Existing markets are drying up, and if the company doesn't move into new markets, especially internationally, it may well fail. Obsolescence of the product line and the growth of competition is destroying their market share and profitability. However, the management team decides to invest more money and effort into existing markets and to let the international idea sit.
Refer to Table 10.3. How could the management team's decision to continue to invest in existing markets be explained?

A) This is an example of the escalation of commitment.
B) Their bounded discretion restrains their action.
C) The framing effect keeps them from seeing the problem.
D) None of these.

Question 63

Table 10.4
B.F.E., Inc. has to assign several problems to different groups. In the first case, the group consists of a number of experts who have offices across the country and have difficulty getting together. The problem they are working on is a problem that needs to be solved over the next six to nine months. In the second case, management is concerned that people might be intimidated by their leaders. The team is located in the same building as the corporate headquarters. Genuine consensus is important, and a trained facilitator is available to lead the group. In the third and final situation, management has observed that the people selected to participate seem hesitant to do so. Plus, the lengthy nature of the work to be done means new people will need to be added to the group periodically. Time is not an issue.
Refer to Table 10.4. The best problem solving approach for the second case would be:

A) nominal group technique.
B) electronic meeting systems.
C) traditional analytical problem solving.
D) Delphi technique.

Question 64

Table 10.2
Decision makers have a number of options available to them as to how to categorize and make decisions. Ray selected his job because he thought it simply felt like the right place to work. The organization and job seemed to fit his values and career goals. When the secretary that reports to Ray in his new job decides that she needs office supplies, she calls up central purchasing and places an order. But in order to get the new computer software she wants for her job, she has to get Ray to sign off on the purchase. After six months on the job Ray concludes that he needs an assistant. He writes up the job description, receives permission to recruit for the position. He receives about 150 resumes in the mail. He sets up interviews with the top 10 candidates. As he is interviewing candidate number four, he decides he meets all the criteria and offers him the job, which he accepts.
Refer to Table 10.2. Ray's decision-making process about his job seems to fit which of the following descriptions the best?

A) This exemplifies the traditional analytical model.
B) This is an example of a programmed decision.
C) This is a decision with low risk and low uncertainty.
D) This is an example of the image theory model.

Question 65

Table 10.1
Brian, Chen, Adrienne, Sandra, and Jill are working on a company problem. Jill is deeply concerned for the company and how the solution will affect the personal development of employees. She is open to the others' suggestions and will tend to make her decision in the meeting. On the other hand, Brian wants a simple, clear, quick solution. He only gathers the minimum necessary information and tends to rest on rules or precedent to make his decision. Adrienne has just retired from a successful 20-year career in the Army as a logistics officer.In contrast to Brian, Chen enjoys the problem-solving process. He wants to look at a complex solution because he wants the best possible solution. Sandra is the facilitator of the group. She reminds the group to think of the solution's impact on the employees. Sandra has a strong future orientation and enjoys her role as facilitator because it allows her to initiate new ideas.
Refer to Table 10.1. Chen has a ________ decision style.

A) directive
B) analytical
C) conceptual
D) behavioral

Question 66

Table 10.4
B.F.E., Inc. has to assign several problems to different groups. In the first case, the group consists of a number of experts who have offices across the country and have difficulty getting together. The problem they are working on is a problem that needs to be solved over the next six to nine months. In the second case, management is concerned that people might be intimidated by their leaders. The team is located in the same building as the corporate headquarters. Genuine consensus is important, and a trained facilitator is available to lead the group. In the third and final situation, management has observed that the people selected to participate seem hesitant to do so. Plus, the lengthy nature of the work to be done means new people will need to be added to the group periodically. Time is not an issue.
Refer to Table 10.4. ________ would be the best approach to problem solving in the first case.

A) The nominal group technique
B) Microblogging
C) The economic decision-making model
D) The Delphi technique

Question 67

Table 10.2
Decision makers have a number of options available to them as to how to categorize and make decisions. Ray selected his job because he thought it simply felt like the right place to work. The organization and job seemed to fit his values and career goals. When the secretary that reports to Ray in his new job decides that she needs office supplies, she calls up central purchasing and places an order. But in order to get the new computer software she wants for her job, she has to get Ray to sign off on the purchase. After six months on the job Ray concludes that he needs an assistant. He writes up the job description, receives permission to recruit for the position. He receives about 150 resumes in the mail. He sets up interviews with the top 10 candidates. As he is interviewing candidate number four, he decides he meets all the criteria and offers him the job, which he accepts.
Refer to Table 10.2. The secretary's decision-making process for buying office supplies is an example of:

A) an unstructured decision.
B) a programmed decision.
C) the administrative decision model.
D) top-down decision-making.

Question 68

The stepladder technique has the advantage of:

A) minimizing nonparticipation.
B) having the lowest cost of all group problem-solving techniques.
C) being the fastest of all techniques.
D) All of the above.

Question 69

Table 10.1
Brian, Chen, Adrienne, Sandra, and Jill are working on a company problem. Jill is deeply concerned for the company and how the solution will affect the personal development of employees. She is open to the others' suggestions and will tend to make her decision in the meeting. On the other hand, Brian wants a simple, clear, quick solution. He only gathers the minimum necessary information and tends to rest on rules or precedent to make his decision. Adrienne has just retired from a successful 20-year career in the Army as a logistics officer.In contrast to Brian, Chen enjoys the problem-solving process. He wants to look at a complex solution because he wants the best possible solution. Sandra is the facilitator of the group. She reminds the group to think of the solution's impact on the employees. Sandra has a strong future orientation and enjoys her role as facilitator because it allows her to initiate new ideas.
Refer to Table 10.1. Brian's decision style is:

A) directive.
B) analytical.
C) conceptual.
D) behavioral.

Question 70

The process of using the consensus of expert judges collected by letter or e-mail to make decisions is known as:

A) the electronic meeting system.
B) the nominal group technique.
C) the Delphi technique.
D) the Stepladder technique.

Question 71

Table 10.2
Decision makers have a number of options available to them as to how to categorize and make decisions. Ray selected his job because he thought it simply felt like the right place to work. The organization and job seemed to fit his values and career goals. When the secretary that reports to Ray in his new job decides that she needs office supplies, she calls up central purchasing and places an order. But in order to get the new computer software she wants for her job, she has to get Ray to sign off on the purchase. After six months on the job Ray concludes that he needs an assistant. He writes up the job description, receives permission to recruit for the position. He receives about 150 resumes in the mail. He sets up interviews with the top 10 candidates. As he is interviewing candidate number four, he decides he meets all the criteria and offers him the job, which he accepts.
Refer to Table 10.2. The decision-making model Ray seems to be using in his recruiting/hiring efforts is the:

A) traditional analytical model.
B) rational-economic model.
C) administrative model.
D) image theory model.

Question 72

Table 10.3
Nancy recently tried to talk her executive management team into moving into international markets. She emphasizes the positive opportunities that were possible, but her supervisors turn her idea down because they fear the risks involved. They preferred expanding existing markets to entering new markets. Nancy reviews the meeting with her supervisor later to see how she could improve it. Her supervisor says that she didn't provide sufficient information prior to the meeting and several of the executives were drawing on information currently on their desks, showing the international market was a dangerous place to be, rather than the exciting opportunity Nancy tried to present. Gail, Nancy's friend, suggested at lunch that the 'old-boys' network was functioning, and she was turned down because they weren't going to let some pushy woman tell them what they should be doing. About four months after the presentation, the executive management team meets again to decide about the investment of capital and effort. Existing markets are drying up, and if the company doesn't move into new markets, especially internationally, it may well fail. Obsolescence of the product line and the growth of competition is destroying their market share and profitability. However, the management team decides to invest more money and effort into existing markets and to let the international idea sit.
Refer to Table 10.3. Gail's explanation of the failure of the presentation relates it to:

A) a representativeness heuristic.
B) an availability heuristic.
C) bias toward an implicit favorite.
D) bounded discretion.

Question 73

Table 10.3
Nancy recently tried to talk her executive management team into moving into international markets. She emphasizes the positive opportunities that were possible, but her supervisors turn her idea down because they fear the risks involved. They preferred expanding existing markets to entering new markets. Nancy reviews the meeting with her supervisor later to see how she could improve it. Her supervisor says that she didn't provide sufficient information prior to the meeting and several of the executives were drawing on information currently on their desks, showing the international market was a dangerous place to be, rather than the exciting opportunity Nancy tried to present. Gail, Nancy's friend, suggested at lunch that the 'old-boys' network was functioning, and she was turned down because they weren't going to let some pushy woman tell them what they should be doing. About four months after the presentation, the executive management team meets again to decide about the investment of capital and effort. Existing markets are drying up, and if the company doesn't move into new markets, especially internationally, it may well fail. Obsolescence of the product line and the growth of competition is destroying their market share and profitability. However, the management team decides to invest more money and effort into existing markets and to let the international idea sit.
Refer to Table 10.3. Nancy's immediate boss's explanation for the turndown is related to:

A) a representativeness heuristic.
B) an availability heuristic.
C) bias toward an implicit favorite.
D) bounded discretion.

Question 74

Table 10.3
Nancy recently tried to talk her executive management team into moving into international markets. She emphasizes the positive opportunities that were possible, but her supervisors turn her idea down because they fear the risks involved. They preferred expanding existing markets to entering new markets. Nancy reviews the meeting with her supervisor later to see how she could improve it. Her supervisor says that she didn't provide sufficient information prior to the meeting and several of the executives were drawing on information currently on their desks, showing the international market was a dangerous place to be, rather than the exciting opportunity Nancy tried to present. Gail, Nancy's friend, suggested at lunch that the 'old-boys' network was functioning, and she was turned down because they weren't going to let some pushy woman tell them what they should be doing. About four months after the presentation, the executive management team meets again to decide about the investment of capital and effort. Existing markets are drying up, and if the company doesn't move into new markets, especially internationally, it may well fail. Obsolescence of the product line and the growth of competition is destroying their market share and profitability. However, the management team decides to invest more money and effort into existing markets and to let the international idea sit.
Refer to Table 10.3. The turn down by Nancy's bosses is an example of:

A) an escalation of commitment.
B) bounded discretion.
C) framing effects.
D) a representativeness heuristic

Question 75

Table 10.1
Brian, Chen, Adrienne, Sandra, and Jill are working on a company problem. Jill is deeply concerned for the company and how the solution will affect the personal development of employees. She is open to the others' suggestions and will tend to make her decision in the meeting. On the other hand, Brian wants a simple, clear, quick solution. He only gathers the minimum necessary information and tends to rest on rules or precedent to make his decision. Adrienne has just retired from a successful 20-year career in the Army as a logistics officer.In contrast to Brian, Chen enjoys the problem-solving process. He wants to look at a complex solution because he wants the best possible solution. Sandra is the facilitator of the group. She reminds the group to think of the solution's impact on the employees. Sandra has a strong future orientation and enjoys her role as facilitator because it allows her to initiate new ideas.
Refer to Table 10.1. Jill's decision-making style is apparently:

A) directive.
B) analytical.
C) conceptual.
D) behavioral.

Question 76

The first step in the use of the Delphi technique is:

A) posing the problem.
B) enlisting the cooperation of the experts.
C) recording the experts' responses.
D) having the experts comment on each other's responses.

Question 77

Table 10.1
Brian, Chen, Adrienne, Sandra, and Jill are working on a company problem. Jill is deeply concerned for the company and how the solution will affect the personal development of employees. She is open to the others' suggestions and will tend to make her decision in the meeting. On the other hand, Brian wants a simple, clear, quick solution. He only gathers the minimum necessary information and tends to rest on rules or precedent to make his decision. Adrienne has just retired from a successful 20-year career in the Army as a logistics officer.In contrast to Brian, Chen enjoys the problem-solving process. He wants to look at a complex solution because he wants the best possible solution. Sandra is the facilitator of the group. She reminds the group to think of the solution's impact on the employees. Sandra has a strong future orientation and enjoys her role as facilitator because it allows her to initiate new ideas.
Refer to Table 10.1. If Adrienne follows the norms discovered in decision style research, her style is most likely to be:

A) directive.
B) analytical.
C) conceptual.
D) behavioral.

Question 78

The method of systematically presenting and discussing ideas before voting on them in face-to-face groups is known as:

A) the decision support system.
B) the nominal group technique.
C) the Delphi technique.
D) the Stepladder technique.

Question 79

The nominal and Delphi techniques suffer from a similar drawback:

A) a lower quality decision than with other techniques produce.
B) a susceptibility to groupthink.
C) the acceptance of the decision that is made.
D) None of the above.

Question 80

A limitation of the nominal group technique is that:

A) it requires a trained facilitator.
B) it is expensive.
C) it favors high-status group members.
D) it is time consuming.