Ch 5 MGT

question

Rasheed, a plant foreman, asks the plant superintendent to allow him to hire an additional worker whenever overtime hours for the previous month increase by more than 15 percent. This is an example of which type of decision?
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Programmed
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Christopher, an accountant for a small firm, pays the real estate taxes seven days before they are due. This represents which type of decision?
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Programmed
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What do managers do to regulate routine activities
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Establish rules and guidelines
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An organization’s finance department decides to go to the company’s usual bank and take out a loan because the company’s revenues for the month are projected to be less than its expenses. What type of decision does this represent?
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Programmed
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Which of the following is a programmed decision
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When to bill customers
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Nonroutine decisions made in response to novel situations in business are known as
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nonprogrammed decisions.
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Acme Explosives is trying to decide whether or not to launch nationally a new product that this organization has never sold previously. This represents which type of decision for the organization?
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Nonprogrammed
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XYZ, Inc. is attempting to decide whether or not it should change its manufacturing process to a new type of technology. This represents which type of decision for the organization?
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Nonprogrammed
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ABC Company is attempting to decide whether or not to launch a new $10 million advertising campaign for a product whose sales have been lagging well below the projected sales for this product. This represents which type of decision for the organization?
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Nonprogrammed
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An organization that has been focusing on a target market located in the eastern part of the United States is attempting to decide whether to expand its sales to the West Coast of the United States. Which of the following type of decision is the organization taking?
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. Nonprogammed
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A manager’s ability to make a decision based on past experience and “a gut feeling” is known as:
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an intuitive decision
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When we say that the classical model of decision-making specifies how managers should make decisions, this is another way of saying that this model is:
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prescriptive.
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The classical model assumes that:
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managers have access to all the information they need to make the optimum decision.
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In the administrative model of decision making, when the number of possible alternatives to a decision is so large that the manager cannot possibly evaluate all of them before making a decision, which of the following has occurred
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Bounded rationality
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Managers in biotechnology know that new drugs have a 10% chance of passing advanced clinical trials. This is an example of:
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risk.
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When managers know the possible outcomes of a decision and can assign probabilities to each of these outcomes in terms of their likelihood of occurrence in the future, this is known as:
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risk.
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A software firm is considering introducing a new product unlike any previously on the market. Managers cannot estimate the probability of success for the new product. Which of the following best describes the situation?
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Uncertainty
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When managers cannot assign probabilities of future occurrence to possible alternatives to a decision, this is known as:
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uncertainty.
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When the meaning of the information available to a manager is unclear and can be interpreted in several ways, the information is:
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ambiguous.
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A manager considers a limited sample of the potential alternative solutions for a problem and selects one that is acceptable instead of attempting to select the optimum solution. This type of decision is called:
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certainty.
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An organization decides to ask three advertising agencies to pitch a proposal to handle the organization’s business, instead of asking all of the advertising agencies in the city where this organization’s headquarters are located to pitch the account. What type of decision does this represent?
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Satisficing
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The purchasing manager for Ford Motor Co. decides to call three suppliers of automobile windshields to ask for a bid on an order for 1,000 windshields for a new Ford car, instead of calling a hundred possible windshield suppliers for such a bid. What type of decision does this represent for the purchasing manager?
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Satisficing
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Based on the work of March & Simon’s Administrative Model, the first step in the managerial decision-making process is to:
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recognize the need for a decision.
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A marketing manager wants to budget the advertising for a new product launch. She is trying to determine the amount of money that her company can afford to spend on advertising this new product. Which of the following criterion of decision-making is the marketing manager focusing on?
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Economic feasibility
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In assessing alternatives for a decision, managers typically use all of the following criteria EXCEPT:
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dialectical inquiry.
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Managers who were responsible for the decision to launch the Challenger space shuttle were attempting to balance the conflicting demands for ensuring the safety of the astronauts with the desire to obtain future funding for the U.S. space program. On which two decision-making criteria were these managers focusing?
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Economic feasibility and ethicalness
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Esteban, a manager, performs a financial analysis of several investment alternatives in order to determine which is most likely to impact the organization’s profitability. This manager is focusing on which criterion for decision-making?
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Economic feasibility
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Katrina is attempting to determine whether she has both the capability and the resources to produce one of several possible new products. This manager is focusing on which criterion for decision-making?
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Practicality
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The explosion of the space shuttle Challenger is an example of poor managerial decision-making where managers considered, then downplayed the criterion of:
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ethicalness
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Dale, a manager, is assessing possible alternatives for the solution of a quality problem in his department. As Dale does so, he attempts to determine if a possible alternative will threaten other company projects. Which of the following criterion of decision-making is Dale focusing on?
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Practicality
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Pat, a manager, is assessing possible alternatives for the solution of a problem. Pat performs a cost-benefit analysis of several alternatives in order to determine the net financial payoff of each alternative. Which of the following criterion is Pat focusing on?
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Economic feasibility
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Chris, a plant manager, wants to initiate a diversity training program in his plant. He is considering whether his department has enough extra people to cover for the time his employees will be engaged in the classes. Which of the following criterion of decision making is Chris focusing on?
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Practicality
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Based on March and Simon’s Administrative Model, the last step in the managerial decision-making process is to:
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learn from feedback
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Which of the following is NOT a reason that group decision-making is superior to individual decision-making?
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Groupthink
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The pattern of faulty and biased decision-making that occurs in groups whose members strive for argument at the expense of good decision-making is called:
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Groupthink
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Members of a group strive so hard to agree on an important decision that they ignore information that is counter to the evidence supporting the point-of-view that they are considering adopting. This is known as:
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groupthink.
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A member of a group challenges the decision toward which the group is leaning so that the group considers carefully all of the unacceptable possible outcomes of the alternative that the group is considering. This is known as:
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devil’s advocacy
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Innovation takes place in an organization when:
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new and useful ideas are implemented
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The process through which managers attempt to improve the ability of subordinates to understand and to manage the organization is known as:
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organizational learning
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An organization in which managers do all that they can to maximize the ability of subordinates to think creatively so as to maximize the potential for organizational learning is called:
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a learning organization
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In managerial decision-making, the ability of a manager to discover novel ideas as possible alternative courses of action for the organization to use in solving a particular problem is known as:
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creativity.
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To create a learning organization, managers should empower employees and allow them to experiment, create and explore what they want. This is called developing
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personal mastery.
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A manager challenges his subordinates to “think outside the box” to improve the way the unit does its work. This manager is focusing on the _____ of creating a learning organization.
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mental models
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Donna, manager of a task force, holds regular meetings with all her members. The first thing she does is to encourage members to share the progress of their work. This manager is focusing on the _____ principle of creating a learning organization.
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team learning
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Joe, a manager, allows Achmed, his subordinate, to proceed on a work project even though Joe doesn’t agree with how Achmed wants to do the work. Joe is attempting to create
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personal mastery
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A sales manager talks with his subordinates about the way they should all treat customers. The manager is focusing on the _____ aspect of creating a learning organization.
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shared vision
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The idea that one level of learning affects other levels is part of the _____ principle of creating a learning organization.
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systems thinking
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Which of the following is NOT a principle of creating a learning organization
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Simple mental models
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A group of managers meets face-to-face and generates and debates a wide variety of alternatives from which to make a decision. What is this process called?
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Brainstorming
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After one person shares an idea, the next thing that should happen in a brainstorming session is:
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the sharing of other ideas.
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Sometimes in a brainstorming session group members cannot make sense of all that is going on. What is this problem referred to as?
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Production blocking
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In a meeting, after hearing one member describes a problem to be addressed, all members of a group first wrote down ideas and solutions. After this, everyone shared those suggestions without criticism. The group, one by one, clarified, critiqued, and then discussed the alternatives in the sequence in which they were first proposed. Finally, each member ranked all the alternatives, and the highest-ranking alternative was chosen. This process is called:
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brainstorming. D. nominal group technique
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When an issue is controversial and when different managers might be expected to champion different courses of action, the preferred technique for encouraging creativity is
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nominal group.
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Which of the following is a way to bring distant managers together to brainstorm?
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The Delphi technique
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Entrepreneurs are likely to have:
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high self-esteem.
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Which of the following is NOT a way to increase intrapreneurship?
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Encourage groupthink

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