Deck 3: Ethics and Social Responsibility

Question 1

An environment in which managers have complete information on possible alternatives and their consequences for them to make decisions is called a __________ environment.

A) favorable
B) good
C) certain
D) risk

Answer 1

C

Question 2

Joe, an HR manager, responds to several routine calls that take up a considerable part of his working hours. He tasks his team of information technology experts to develop auto-response software that would reduce the number of times he has to be involved personally. In this scenario, Joe has made a __________ decision to implement a __________ decision.

A) difficult; complex
B) nonprogrammed; programmed
C) programmed; nonprogrammed
D) complex; difficult

Answer 2

B

Question 3

The three different conditions or problem environments in which managers make decisions are:

A) good, neutral, and bad.
B) certain, risk, and uncertain.
C) absolute, uncertain, and indeterminate.
D) certain, absolute, and risk.

Answer 3

B

Question 4

An environment for making decisions in which information is incomplete, yet one can still reasonably estimate probabilities for the outcomes of various options is called a(n):

A) risk environment.
B) certain environment.
C) uncertain environment.
D) programmed environment.

Question 5

Karen, a human resource manager, studies the turnover patterns in her company. She examines the various factors that contribute to the employee turnover and develops effective engagement programs to improve employee loyalty. Which of the following types of competency does this scenario illustrate?

A) Information competency
B) Analytical competency
C) Technological competency
D) Financial competency

Question 6

Managers who ignore information that would otherwise signal the presence of a performance threat or opportunity, and who prefer not to make decisions are called:

A) problem seekers.
B) problem avoiders.
C) problem creators.
D) problem solvers.

Question 7

Identifying and taking action to resolve problems is called __________.

A) problem solving
B) information competency
C) information management
D) inquiring

Question 8

Jessica approaches a problem in a flexible and spontaneous fashion. Which of the following approaches to thinking does she employ?

A) Programmed thinking
B) Sensational thinking
C) Systemic thinking
D) Intuitive thinking

Question 9

A __________ decision crafts a unique solution to a new and unstructured problem.

A) simple
B) programmed
C) nonprogrammed
D) questionable

Question 10

A __________ is a situation where something is wrong or likely to be wrong.

A) danger
B) potential danger
C) performance threat
D) mistake

Question 11

Which of the following terms refers to the ability to gather and use information to solve problems?

A) Problem solving
B) Information competency
C) Information disbursement
D) Inquiring

Question 12

If you are a systematic thinker, you will:

A) try to stay very flexible in your thinking.
B) generally be spontaneous.
C) be analytical in your approach.
D) be creative in your methods.

Question 13

__________ are comfortable with abstraction and unstructured situations. They tend to be idealistic, prone toward intellectual and theoretical positions, and are logical and impersonal.

A) Sensation feelers
B) Intuitive thinkers
C) Sensation thinkers
D) Intuitive feelers

Question 14

A(n) __________ environment, in which managers make decisions, lacks so much information that it is difficult to assign probabilities to the likely outcome of alternatives.

A) uncertain
B) bad
C) improbable
D) risk

Question 15

A situation that offers the possibility of a better future if the right steps are taken is called a __________.

A) performance threat
B) potential problem
C) performance opportunity
D) future problem

Question 16

James is a proactive information gatherer and a forward-thinking manager. He is an example of a:

A) problem seeker.
B) problem avoider.
C) problem creator.
D) problem solver.

Question 17

A __________ decision applies a pre-existing solution to a routine problem.

A) correct
B) programmed
C) nonprogrammed
D) complex

Question 18

A(n) __________ is a choice among possible alternative courses of action.

A) alternative
B) inquiry
C) guess
D) decision

Question 19

Information competency involves all of the following skills EXCEPT:

A) locating appropriate data.
B) evaluating data for information potential.
C) organizing information.
D) analyzing information to make decisions.

Question 20

__________ are managers who are comfortable with intangibles and value flexibility and human relationships.

A) Risk takers
B) Intuitive feelers
C) Sensation thinkers
D) Intuitive thinkers

Question 21

In the decision-making process, a cost-benefit analysis is used to:

A) evaluate results.
B) define a problem.
C) implement a decision.
D) generate alternative courses of action.

Question 22

In the decision-making process, the classical and behavioral models could be used to:

A) evaluate results.
B) implement the decision.
C) decide on a course of action.
D) conduct a cost-benefit analysis.

Question 23

A lack-of-participation error occurs when:

A) employees do not understand what the management wants them to do.
B) there is a shortage of employees to implement a decision.
C) employees are not capable of implementing a decision.
D) managers fail to include the right people in the decision-making process.

Question 24

While making decisions, Jason selects the alternative that provides the absolute best solution to a problem. In this scenario, Jason takes a(n) __________ decision.

A) intuitive
B) optimizing
C) carefully implemented
D) satisficing

Question 25

Which of the following is the second step in the decision-making process?

A) Deciding what to do
B) Evaluating the problem
C) Generating alternative courses of action
D) Implementing the decision

Question 26

Which of the following factors determines whether a decision is programmed or nonprogrammed?

A) Whether the problem is new or routine
B) The number of people involved in the outcome
C) The amount of time available
D) The amount of money involved in the solution

Question 27

Which of the following practices should be followed in the first stage of the decision-making process?

A) Performing a cost-benefit analysis
B) Adopting an optimizing decision
C) Evaluating the consequences of a decision
D) Focusing on a problem rather than on its symptoms

Question 28

The __________ decision model describes decision making with complete information.

A) classical
B) logical
C) behavioral
D) optimizing

Question 29

The classical decision model views managers as attempting to provide __________ decisions.

A) behavioral
B) programmed
C) optimizing
D) satisficing

Question 30

Which of the following statements is true of the classical decision model?

A) It proposes that managers take optimizing decisions after considering available alternatives.
B) It holds that managers act only in terms of their perceptions, which are frequently imperfect.
C) It takes into account the cognitive limitations that prevent managers from being fully informed.
D) It addresses the complexities involved in decision making in uncertain and risk environments.

Question 31

The fourth step in the decision-making process is to:

A) evaluate results.
B) implement the decision.
C) conduct a cost-benefit analysis.
D) generate alternatives.

Question 32

Which of the following isNOT a common error in the first step of the decision-making process?

A) Defining the problem too narrowly
B) Focusing on symptoms rather than causes
C) Choosing the wrong problem
D) Failing to consult the stakeholders

Question 33

A decision that chooses the first satisfactory alternative that is presented is called a(n) __________ decision.

A) optimizing
B) reasonable
C) satisficing
D) classical

Question 34

Which of the following is the first step in the decision-making process?

A) Generating alternatives
B) Evaluating results
C) Defining the problem
D) Making the decision

Question 35

The behavioral decision model views managers as attempting to provide __________ decisions.

A) classical
B) satisficing
C) programmed
D) optimizing

Question 36

The __________ decision model describes decision making with limited information and bounded rationality.

A) participative
B) classical
C) behavioral
D) delegation

Question 37

Which of the following is the third step in the decision-making process?

A) Gathering more information
B) Implementing the decision
C) Conducting a cost-benefit analysis
D) Deciding on a course of action

Question 38

__________ limitations make it hard for managers to be fully informed and make perfectly rational decisions in all situations.

A) Intuitive
B) Financial
C) Behavioral
D) Cognitive

Question 39

The final step in the decision-making process is to:

A) ensure that your options list has all possible alternatives.
B) search for the optimum decision.
C) gain support for your decision.
D) evaluate the results of your implemented decision.

Question 40

Comparing the costs and benefits of each potential course of action is called:

A) evaluation of results.
B) cost-benefit analysis.
C) strategic planning.
D) application of ethics double-check.

Question 41

Mark attends only to information that confirms a decision already made. Which of the following decision-making traps does this scenario illustrate?

A) Escalating commitment
B) Framing error
C) Anchoring heuristic
D) Confirmation error

Question 42

Which of the following heuristics is employed when people adjust a previously existing value to make a decision?

A) Escalating commitment
B) Representativeness
C) Anchoring and adjustment
D) Availability

Question 43

The problem in a crisis situation is not just that it is often unexpected, but that it must be handled quickly in order to avoid a disaster.

Question 44

How a person would feel if her family found out about a decision she took or if the decision was published in the local newspaper or posted on the Internet are examples of __________ questions.

A) casual
B) spotlight
C) contingent
D) corporate

Question 45

A common management problem when implementing decisions is escalating commitment.

Question 46

Managers who are problem solvers will make decisions and try to solve problems when required.

Question 47

At each stage of decision making, spotlight questions help managers to perform:

A) commitment escalation.
B) alternative analysis.
C) ethical reasoning.
D) financial analysis.

Question 48

During the decision-making process, extensive information should be gathered to identify alternative courses of action as well as their anticipated consequences.

Question 49

The generation of a novel idea or approach that solves a problem or identifies an opportunity is called:

A) problem solving.
B) representative thinking.
C) creativity.
D) availability heuristic.

Question 50

Sensation feelers prefer broad global issues. They are insightful and tend to avoid details and are comfortable with intangibles.

Question 51

Solving a problem based on one's perception of the situation, positive or negative, leads to a(n) __________.

A) confirmation error
B) programmed decision
C) framing error
D) escalating commitment

Question 52

The problem with the classical decision model is that it does not take into account the cognitive limitations that managers, as humans, have.

Question 53

According to the three-component model, which of the following is NOT a driver of personal creativity?

A) Task expertise
B) Task motivation
C) Subjective experience
D) Creativity skills

Question 54

Managers turn to heuristics to make decisions with limited information, time, and energy.

Question 55

A group-based decision is not ideal for problem solving when the problem:

A) is complex and managers need a lot of information.
B) calls for a creative solution.
C) calls for alternate viewpoints.
D) needs a quick solution.

Question 56

Cristina insists on continuing on a course of action even though it is not working. Which of the following decision-making traps does this scenario illustrate?

A) Escalating commitment
B) Framing error
C) Anchoring heuristic
D) Availability heuristic

Question 57

When an individual moves higher in management ranks, the level of certainty in a problem environment tends to increase.

Question 58

Which of the following heuristics is employed when people use a stereotype to assess the likely occurrence of an event?

A) Escalating commitment
B) Representativeness
C) Anchoring and adjustment
D) Availability

Question 59

The evaluation of a decision should not only consider whether the results were gained, but should also determine whether any undesirable side effects occurred.

Question 60

__________ add value to organizations through their intellectual capabilities.

Question 61

Describe the different types of managers based on their cognitive styles.

Question 62

__________ occurs when extraordinary things are done by exceptional people.

Question 63

If you are seeking the best possible solution to a problem, you are seeking to __________ your decision.

Question 64

The risk associated with using a(n) __________ heuristic to take a decision is that it may mask the truly important factors relevant to the decision.

Question 65

__________ involves problem-solving in a rational, step-by-step, analytical process.

Question 66

The __________ heuristic uses readily available information to assess a current situation.

Question 67

Briefly state the five steps in the decision-making process.

Question 68

What makes decision making so challenging in the real world of management?

Question 69

The most obvious problem-solving situation that appears as an actual or potential performance deficiency is a(n) __________.

Question 70

When decision makers are armed with only partial information about the available action alternatives and their consequences, they are more likely to make __________ decisions.

Question 71

A(n) __________ is a form of selective perception.

Question 72

A(n) __________ can be made in different ways and some work better than others in various circumstances.

Question 73

A(n) __________ is an unexpected problem that can lead to disaster if not solved quickly and appropriately.

Question 74

Describe the different types of managers on the basis of their approach toward performance threats and opportunities.

Question 75

__________ occurs when average people come up with unique ways to deal with daily events and situations.

Question 76

__________ are decision makers who ignore information and trouble signals.

Question 77

The __________ decision model accepts the presence of cognitive limitations and recognizes risk and uncertainty in most decision environments.

Question 78

Evaluating alternatives, in which positive and negative outcomes are examined, is done with the help of a tool called __________.

Question 79

Explain the advantages and disadvantages of group decision making.

Question 80

Define the two types of decision models and relate them to the decision making environments of certainty, risk, and uncertainty as well as to the two types of decisions.