管理学第版-练习题-附答案-.doc

Chapter 6 Decision Making: The Essence of the Managers JobTRUE/FALSE QUESTIONSTHE DECISION-MAKING PROCESS1. Problem identification is purely objective.2. The second step in the decision-making process is identifying a problem.3. A decision criterion defines what is relevant in a decision.4. The fourth step of the decision-making process requires the decision maker to list viable alternatives that could resolve the problem.5. Once the alternatives have been identified, a decision maker must analyze each one.6. The step in the decision-making process that involves choosing a best alternative is termed implementation.THE MANAGER AS DECISION MAKER7. Making decisions is with the essence of management.8. Managerial decision making is assumed to be rational.9. One assumption of rationality is that we cannot know all of the alternatives.10. Managers tend to operate under assumptions of bounded rationality.11. Studies of the events leading up to the Challenger space shuttle disaster point to an escalation of commitment by decision makers.12. Managers regularly use their intuition in decision making.13. Rational analysis and intuitive decision making are complementary.14. Programmed decisions tend to be repetitive and routine.15. Rules and policies are basically the same.16. A policy is an explicit statement that tells a manager what he or she ought or ought not to do.17. The solution to nonprogrammed decision making relies on procedures, rules, and policies.18. Most managerial decisions in the real world are fully nonprogrammed.19. The ideal situation for making decisions is low risk.20. Risk is the condition in which the decision maker is able to estimate the likelihood of certain outcomes.21. Risk is a situation in which a decision maker has neither certainty nor reasonable probability estimates.22. People who have a low tolerance for ambiguity and are rational in their way of thinking are said to have a directive style.23. Decision makers with an analytic style have a much lower tolerance for ambiguity than do directive types.24. Individuals with a conceptual style tend to be very broad in their outlook and will look at many alternatives.25. Behavioral-style decision makers work well with others.26. Most managers have characteristics of analytic decision makers.27. According to the boxed feature, “Managing Workforce Diversity,” diverse employees tend to make decisions faster than a homogeneous group of employees.28. The anchoring effect describes when decision makers fixate on initial information as a starting point and then, once set, they fail to adequately adjust for subsequent information.29. The availability bias describes when decision makers try to create meaning out of random events.30. The sunk cost error is when decision makers forget that current choices cannot correct the past.DECISION MAKING FOR TODAYS WORLD31. TODAYS BUSINESS WORLD REVOLVES AROUND MAKING DECISIONS, USUALLY WITH COMPLETE OR ADEQUATE INFORMATION, AND UNDER MINIMAL TIME PRESSURE.32. Managers need to understand cultural differences to make effective decisions in todays fast-moving world.33. According to the boxed feature, “Focus on Leadership,” when identifying problems, managers might be from a culture that is focused on problem solving, or their culture might be one of situation acceptance.34. According to the boxed feature, “Focus on Leadership,” findings from studies by Geert Hofstede and from GLOBE researchers show that in high uncertainty avoidance countries, decision making tends to be based more on intuition than on formal analysis.35. Highly reliable organizations (HROs) are easily tricked by their success.MULTIPLE-CHOICE QUESTIONSFor each of the following choose the answer that most completely answers the question.THE DECISION-MAKING PROCESS36. Decision making is typically described as _, which is a view that is too simplistic.a. deciding what is correctb. putting preferences on paperc. choosing among alternatives d. processing information to completion37. A series of eight steps that begins with identifying a problem and concludes with evaluating the decisions effectiveness is the _.a. decision-making processb. managerial processc. maximin styled. bounded rationality approach38. _ is the existence of a discrepancy between an existing and a desired state of affairs.a. An opportunityb. A solutionc. A weaknessd. A problem 39. In identifying the problem, a manager _.a. compares the current state of affairs with where they would like to beb. expects problems to be defined by neon lightsc. looks for discrepancies that can be postponedd. will not act when there is pressure to make a decision40. Which of the following statements is true concerning problem identification?a. Problems are generally obvious.b. A symptom and a problem are basically the same.c. Well-trained managers generally agree on what is considered a problem.d. The problem must be such that it exerts some type of pressure on the manager to act.41. What is the second step in the decision-making process?a. identifying decision criteriab. allocating weights to the criteriac. analyzing alternativesd. identifying a problem 42. To determine the _, a manager must determine what is relevant or important to resolving the problem.a. geocentric behavior neededb. number of allowable alternativesc. weighting of decision criteriad. decision criteria 43. What is the third step in the decision-making process?a. allocating weights to the criteria b. analyzing the alternativesc. selecting the best alternatived. implementing the alternative44. If all criteria in the decision making are equal, weighting the criteria _.a. improves decision making when large numbers of criteria are involvedb. is not neededc. produces excellent decisionsd. improves the criteria45. In allocating weights to the decision criteria, which of the following is helpful to remember?a. All weights must be the same.b. The total of the weights should sum to 1.0.c. Every factor criterion considered, regardless of its importance, must receive some weighting.d. Assign the most important criterion a score, and then assign weights against that standard.46. What is the step where a decision maker wants to be creative in coming up with possible alternative?a. allocating weights to the criteriab. analyzing alternatives c. developing alternativesd. identifying decision criteria47. When analyzing alternatives, what becomes evident?a. the strengths and weaknesses of each alternativeb. the weighting of alternativesc. the list of alternativesd. the problem48. When developing alternatives in the decision-making process, what must a manager do?a. list alternativesb. evaluate alternativesc. weight alternativesd. implement alternatives49. Selecting an alternative in the decision-making process is accomplished by _. a. choosing the alternative with the highest scoreb. choosing the one you like bestc. selecting the alternative that has the lowest priced. selecting the alternative that is the most reliable50. In Step 6 of the decision-making process, each alternative is evaluated by appraising it against the _.a. subjective goals of the decision makerb. criteriac. assessed valuesd. implementation strategy51. _ includes conveying a decision to those affected and getting their commitment to it.a. Selecting an alternativeb. Evaluating the decision effectivenessc. Implementing the alternatives d. Analyzing alternatives52. Which of the following is important in effectively implementing the chosen alternative in the decision-making process?a. getting upper-management supportb. double-checking your analysis for potential errorsc. allowing those impacted by the outcome to participate in the process d. ignoring criticism concerning your chosen alternative53. The final step in the decision-making process is to _. a. pick the criteria for the next decisionb. reevaluate the weightings of the criteria until they indicate the correct outcomec. evaluate the outcome of the decisiond. reassign the ratings on the criteria to find different outcomes54. Which of the following is important to remember in evaluating the effectiveness of the decision-making process?a. You should ignore criticism concerning the decision-making process.b. You may have to start the whole decision process over.c. You will have to restart the decision-making process if the decision is less than 50 percent effective.d. Ninety percent of problems with decision making occur in the implementation step.THE MANAGER AS DECISION MAKER55. Managers are assumed to be _; they make consistent, value-maximizing choices within specified constraints.a. rational b. leadersc. organizedd. satisficers56. It is assumed that a perfectly rational decision maker _.a. does not follow rational assumptionsb. does not consider value maximizing as an objectivec. offers inconsistent decisionsd. would be objective and logical57. Managers can make rational decisions if _.a. the problem is ambiguousb. the goals are unclearc. the alternatives are limitedd. time constraints exist58. Which of the following is not a valid assumption about rationality?a. The problem is clear and unambiguous.b. A single, well-defined goal is to be achieved.c. Preferences are clear.d. Preferences are constantly changing.59. When managers circumvent the rational decision-making model and find ways to satisfice, they are following the concept of _. a. jurisprudenceb. bounded rationalityc. least-squared exemptionsd. self-motivated decisions60. Because managers cant possibly analyze all information on all alternatives, managers _, rather than _.a. maximize; satisficeb. maximize; minimizec. satisfice; minimized. satisfice; maximize 61. The type of decision making in which the solution is considered “good enough” is known as _.a. intuitionb. satisfyingc. maximizingd. satisficing 62. When a decision maker chooses an alternative under perfect rationality, she _ her decision, whereas under bounded rationality she chooses a _ decision.a. minimizes; satisficingb. satisfices; maximizingc. maximizes; satisficing d. maximizes; minimizing63. An increased commitment to a previous decision despite evidence that it may have been wrong is referred to as _.a. economies of commitmentb. escalation of commitment c. dimensional commitmentd. expansion of commitment64. Intuitive decision making is _. a. not utilized in organizationsb. a conscious process based on accumulated judgmentc. making decisions based on experience, feelings, and accumulated judgmentd. important in supporting escalation of commitment65. In studying intuitive decision making, researchers have found that _.a. managers do not make decisions based on feelings or emotionsb. managers use data from their subconscious mind to help make their decisionsc. rational thinking always works better than intuitived. accumulated experience does not support intuitive decisions66. All of the following are aspects of intuition except _.a. experienced-based decisionsb. affect-initiated decisionsc. cognitive-based decisionsd. programmed decisions67. _ are straightforward, familiar, and easily defined.a. Unstructured problemsb. Structured problems c. Unique problemsd. Nonprogrammed problems68. Structured problems align well with which type of decision making?a. programmedb. satisficingc. intuitiond. gut feeling69. _ decision making is relatively simple and tends to rely heavily on previous solutions.a. Nonprogrammedb. Linearc. Satisficingd. Programmed 70. A procedure _. a. is an explicit statement detailing exactly how to deal with a decisionb. is a series of interrelated sequential steps to respond to a structured problemc. is a set of guidelines that channel a managers thinking in dealing with a problemd. allows a manager to use broad decision-making authority71. A _ is an explicit statement that tells a manager what he or she can or cannot do.a. procedureb. policyc. ruled. solution72. A policy _.a. typically contains an ambiguous termb. is used frequently when a manager faces a structured problemc. allows little discretion on the part of the managerd. offers strict rules as to how a problem should be solved73. What is a difference between a policy and a rule?a. A policy establishes parameters.b. A rule establishes parameters.c. A policy is more explicit.d. A rule is more ambiguous.74. A _ typically contains an ambiguous term that leaves interpretation up to the decision maker.a. systemb. rulec. solutiond. policy75. A business schools statement that it “strives for productive relationships with local organizations” is an example of a _. a. ruleb. policyc. procedured. commitment76. Unstructured problems _. a. are easily solvedb. present familiar circumstancesc. force managers to deal with incomplete or ambiguous informationd. are routine 77. Nonprogrammed decisions are best described as _.a. recurring, but difficult to makeb. very similar to problems in other areas of the organizationc. requiring more aggressive action on the decision makers thought processesd. unique and nonrecurring78. When problems are _, managers must rely on _ in order to develop unique solutions.a. structured; nonprogrammed decision makingb. structured; pure intuitionc. unstructured; nonprogrammed decision making d. unstructured; programmed decision making79. Lower-level managers typically confront what type of decision making?a. uniqueb. nonroutinec. programmedd. nonprogrammed80. Which of the following is likely to make the most programmed decisions?a. the CEO of PepsiCo.b. the vice president of General Motors Cadillac Division.c. the head of the Minute Maid Division at Coca-Cola.d. the manager of the local McDonalds.81. _ is a situation in which a manager can make accurate decisions because the outcome of every alternative