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Groupthink causes the unintended effect of discouraging individuals from raising issues that run counter to majority opinion. a The ability of a decision maker to discover novel ideas that lead to feasible alternatives in decision-making is known as creativity. d Which of the following is an accurate description of satisficing? Viewing problems from a fresh perspective to come up with creative alternative solutions to specific problems Generating creative alternatives to solve problems and taking advantage of opportunities by abandoning existing mind-sets Conducting a retrospective analysis to see what can be learnt from past successes or failures Searching for and choosing acceptable or satisfactory ways to respond to problems and opportunities rather than trying to make the optimal decision Seeking and using information that is consistent with prior beliefs and ignoring information that contradicts those beliefs d _____ results from the tendency to generalize inappropriately from a small sample or from a single vivid event or episode. Prior hypothesis Dialectical inquiry Escalating commitment Representativeness bias The illusion of control b Decisions that require time and effort and result from careful information gathering are called intuitive decisions. b A situation in which the number of suitable alternatives are greater than what a manager can evaluate is called _____. prior-hypothesis bounded rationality productive blocking illusion of control satisficing ambiguity a Which of the following is an advantage of group decision making? Managers can draw on the combined skills, competencies, and accumulated knowledge of group members. Managers can embark on a course of action without wasting time in evaluating its merits. Groups can rally around a central manager and the course of action that he supports. Groupthink can lead to better productivity. Group members commit to a decision without understanding its consequences. a Which of the following group decision-making processes is a written approach to creative problem solving? The Delphi technique Dialectical inquiry Brainstorming Nominal group technique Devil's advocacy d Eileen, a college professor, has to pick a textbook for an upcoming course. She has just enough time to review a few books from the many choices available. She settles for one of the books, even though the best book might be a book that she hasn't yet reviewed. What is this process called? Optimizing Brainstorming Rationality binding Satisficing Cognitive biasing b Once managers have generated a set of alternatives, the next task is to implement these alternatives. b Nonprogrammed decision making is a routine, virtually automatic process. b The last step in the managerial decision-making process is: generating alternatives. learning from feedback. recognizing the need for a decision. implementing the chosen alternative. choosing between alternatives. b Team learning is less important than individual learning when increasing organizational learning. b Developing a learning organization is a quick and easy process. b Identifying all relevant information for a decision means the manager has complete information. b Dale, a manager, is assessing possible alternative solutions of a problem. Dale attempts to determine if a possible alternative will threaten other company projects. Which criterion of decision-making is Dale focusing on? Economic feasibility Practicality Legality Ethicalness Functionality b The likelihood of a manager making an error in judgment is much greater in programmed decision-making than in nonprogrammed decision-making. a Decision making in response to opportunities occurs when managers search for ways to improve organizational performance to benefit customers, employees, and other stakeholder groups. b When a group of managers makes a decision, the probability that the decision will be implemented successfully
decreases. a Groupthink causes the unintended effect of discouraging individuals from raising issues that run counter to majority opinion. b Managers with limited expertise are more likely to make better intuitive judgments than those with greater expertise. b Escalating commitment is the tendency of decision makers to overestimate their ability to control activities and events. c A group of managers meets face-to-face and generates and debates a wide variety of alternatives from which to make a decision. This is called: the Delphi technique. dialectical inquiry. brainstorming. a nominal group technique. programmed decision making. a Entrepreneurship is noticing an opportunity to satisfy a customer need and then deciding how to find and use resources to make a product that satisfies that need. b The classical model specifies how decisions should be made. In other words it is: heuristic. prescriptive. optimizing. intuitive. satisficing. a According to the administrative model of decision making, why wouldn't managers be able to arrive at the optimum decision even if they had unlimited ability to evaluate information? Managers would not have complete information. Managers would not have bounded rationality. Managers would have no decision-making ability. Managers would have varying perspectives. Managers would have too many alternatives. b The administrative model developed by March and Simon fails to explain why decision making is always an inherently uncertain and risky process. b Nonprogrammed
decision making is a routine, virtually automatic process. d Eileen, a college professor, has to pick a textbook for an upcoming course. She has just enough time to review a few books from the many choices available. She settles for one of the books, even though the best book might be a book that she hasn't yet reviewed. What is this process called? Optimizing Brainstorming Rationality binding Satisficing Cognitive biasing a _____ occurs when individuals in a team strive for agreement among themselves rather than assessing information accurately. Groupthink Intuition Bounded rationality Escalating commitment Representativeness bias d Jordan, the manager of JT's Tasty Treats, has to decide whether to introduce a new frozen dessert that has never been sold previously. What type of decision would this represent? Automatic Rule-based Predetermined Nonprogrammed Inconsequential c A group of managers meets face-to-face and generates and debates a wide variety of alternatives from which to make a decision. This is called: the Delphi technique. dialectical inquiry. brainstorming. a nominal group technique. programmed decision making d ____ results from the tendency to generalize inappropriately from a small sample or from a single vivid event or episode. Prior hypothesis Dialectical inquiry Escalating commitment Representativeness bias The illusion of control d Which of the following is a guideline for managers to avoid the negative effects of cognitive biases? Concentrate on planning for the future instead of conducting a retrospective analysis. Reward middle managers irrespective of whether they fail or succeed to implement a decision. Rank various alternatives even when all relevant information is not available. List the criteria that are being used to assess and evaluate alternatives. Persist with economically superior alternatives despite the threat of cannibalization. b Dale, a manager, is assessing possible alternative solutions of a problem. Dale attempts to determine if a possible alternative will threaten other company projects. Which criterion of decision-making is Dale focusing on? Economic feasibility Practicality Legality Ethicalness Functionality b The classical decision-making model assumes that managers require very little or no information in order to make an optimum decision. d _____ is the decision-making method in which group members write down ideas and solutions, read their suggestions to the whole group, and discuss and then rank the alternatives. Delphi technique Dialectical inquiry Brainstorming Nominal group technique Devil's advocacy b The classical model specifies how decisions should be made. In other words it is: heuristic. prescriptive. optimizing. intuitive. satisficing. b Managers with limited expertise are more likely to make better intuitive judgments than those with greater expertise. b Allowing individuals to develop a sense of personal mastery is detrimental to organizational learning. b A situation in which the number of suitable alternatives are greater than what a manager can evaluate is called _____. prior-hypothesis bounded rationality productive blocking illusion of control satisficing ambiguity a When uncertainty exists, the probabilities of alternative outcomes cannot be determined and future outcomes are unknown. a Which of the following is a reason for incomplete information? Ambiguity Complexity Specificity Heuristic ability Satisficing ability b The tendency of managers to ignore critical information is not as serious as the existence of incomplete information. a Corey has been looking at several alternative locations for his new facility and performs a cost-benefit analysis in order to determine the net financial payoff of each location. Which criterion of decision-making is Corey focusing on? Economic feasibility Practicality Ethicalness Legality Functionality d _____ is a decision maker's ability to discover original and novel ideas that lead to feasible alternative courses of action. Groupthink Dialectical inquiry Intuition Creativity The illusion of control b Dialectical inquiry is easier to implement than devil's advocacy to blunt the effects of groupthink in group decision making. a Managers make
decisions whenever they are engaged in planning, organizing, leading, or controlling. a Brainstorming is a group problem-solving technique in which managers meet face-to-face to generate and debate a wide variety of alternatives from which to make a decision. b Individual decision making is
superior to group decision making in several respects. b _____ is a critical analysis of a preferred alternative, defending unpopular or opposing alternatives for the sake of argument. Dialectical inquiry Devil's advocacy Groupthink Prior-hypothesis bias Organizational learning c _____ is present when managers know the possible outcomes of a particular course of action and can assign probabilities to them. Uncertainty Incomplete information Risk Ambiguity Cognitive limitation b Which of the following is true of a learning organization? Allowing individuals to develop a personal sense of mastery is detrimental to organizational learning. Organizations need to encourage employees to develop and use complex mental models. Individual learning is more important than team learning in increasing organizational learning. Building a shared vision can curb an individual's sense of creativity. Creativity increases when managers pressurize employees to deliver creative solutions quickly. e Mistakes in decision-making that some managers make repeatedly are known as: dialectical errors. programmed decisions. nonprogrammed decisions. intuitive judgements. systematic errors. c Intrapreneurial managers who leave their current organizations because of a lack of opportunity and start their own companies are known as _____. skunkworks social entrapreneurs entrapreneurs product champions devil's advocates a Having committed large amounts of manpower and money to his landscaping business, Tony continues to keep the business running despite incurring heavy losses. What is the source of Tony's cognitive bias? Escalating commitment Illusion of control Prior hypothesis bias Representativeness bias Dialectical inquiry a An organization in which managers enable subordinates to think creatively in order to maximize the potential for organizational learning is called a(n): learning organization. dialectical organization. skunksworks. intuitive organization. heuristic organization. c Which of the following is true of decision making? Making a decision and not acting on it is better than not making a decision at all. Identifying relevant information means that the manager has complete information. In order to implement the chosen alternative many subsequent and related decisions must be made. Effective managers prefer planning for the future rather than conducting a retrospective analysis. If the advantages of an alternative are significantly high, its disadvantages need not be evaluated. b Entrepreneurs have an external locus of control and believe that they are not responsible for what happens to them. a Based on guidelines established by the accounting manager, Jaime, the accounts payable clerk, makes payments to vendors in order to maximize discounts. What type of decision does this represent? Programmed Bounded Intuitive Groupthink Creative a Individuals who notice opportunities and decide how to mobilize the resources necessary to produce new and improved goods and services are called _____. entrepreneurs managers supervisors product champions intuitors b The
administrative model suggests that human decision-making capabilities are free of cognitive limitations. d Peggy, a foreman at a petrochemical plant, asks the plant superintendent to hire an additional worker whenever overtime hours for the previous month increase by more than 15 percent over the headcount. What type of decision is this? Intuitive Groupthink Satisficing Programmed Bounded a Managers must rely on their ______ to make the best decision when faced with uncertainty and ambiguity. intuition and judgement cognitive biases bounded rationality escalating commitment illusion of control b Entrepreneurship is the same as management. c Steven, a marketing manager, wants to budget the advertising for a new product launch. He is trying to determine the amount of money that the company can afford to spend on advertising. Which criterion of decision-making is he focusing on? Legality Ethicality Economic feasibility Practicality Product sustainability Is a decision makers ability to discover original and novel?The ability of a decision maker to discover novel ideas that lead to feasible alternatives in decision-making is known as creativity.
What type of decision making process refers to arriving at decisions without conscious reasoning?The intuitive decision-making model has emerged as an important decision-making model. It refers to arriving at decisions without conscious reasoning.
What is searching for and choosing an acceptable or satisfactory response to problems and opportunities rather than trying to make the best decision?Rather, they use a strategy known as satisficing, which is searching and choosing acceptable, or satisfactory ways to respond to problems and oppurtunities, rather than trying to make the best decision.
Which decision model is recommended when information on alternatives can be gathered and quantified?OB Toolbox: Ideas for Enhancing Organizational Creativity. |
What is a decision makers ability to discover original and novel ideas that lead to feasible alternative courses of action?
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