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Q:
German philosopher Immanuel Kant developed the _________________ to identify the universal duties based on which ethical dilemmas ought to be resolved.
A. logical perspective
B. teleological theory
C. utilitarian ideology
D. categorical imperative
E. unified perspective
Q:
Which of the following is based on an arbitrary analysis of impact and does not reflect collective logic that is consistent from situation to situation?
A. Duty ethics
B. Utilitarianism
C. Particularism
D. Virtue ethics
E. Universalism
Q:
______________ is viewed as a strong and powerful theory because it is liberal and it appeals to no authority in resolving differences of opinion.
A. Universalism
B. Duty ethics
C. Utilitarianism
D. Virtue ethics
E. Particularism
Q:
The most basic form of ____________ analysis is cost-benefit analysis.
A. utilitarian
B. Kantism
C. virtue ethics
D. deontological
E. duty ethics
Q:
Which of the following steps to making an ethical decision follows the fact-gathering step?
A. Consider your integrity
B. Check your instincts
C. Define the ethical issues
D. Think creatively about actions
E. Identify the affected parties, consequences, and obligations
Q:
The failure of personal ethics among such companies as Enron and WorldCom led to the creation of the:
A. Hepburn Act.
B. Lloyd-LaFollette Act.
C. Bayh-Dole Act.
D. Landrum-Griffin Act.
E. Sarbanes-Oxley Act.
Q:
The law can be considered to be a "___________" with respect to ethics.
A. ceiling
B. door
C. wall
D. floor
E. window
Q:
Which of the following "right-versus-right" scenarios does a professor encounter when he catches a student cheating?
A. Truth-versus-loyalty
B. Justice-versus-mercy
C. Short-term versus long-term
D. Individual versus community
E. Fairness versus economics
Q:
Which of the following is a "right-versus-right" scenario?
A. Dishonesty-versus-loyalty
B. Individual-versus-loyalty
C. Short-term versus immediate
D. Justice-versus-dishonesty
E. Individual versus community
Q:
Ethical ______________ involves a thoughtful consideration of ethics in each stage of the problem-solving process.
A. attitude
B. competency
C. attribution
D. commitment
E. consciousness
Q:
Ethical ______________ is about accepting the challenge to be an ethical person.
A. consciousness
B. competency
C. attitude
D. commitment
E. perception
Q:
Ethical decisions and behavior require of an individual:
A. cooperation, collusion, and collaboration.
B. rules, regulations, and competency.
C. punishment, reinforcement, and consciousness.
D. values, commitment, and standards.
E. commitment, consciousness, and competency.
Q:
A recent survey of college student actions reported the highest incidence of cheating in this activity. Students:
Q:
Students with which career choice reported the lowest incidence of cheating as an undergraduate?
A. Medicine
B. Business
C. Engineering
D. Education
E. Government
Q:
The truth is that much of our behavior is guided by watching others and simply following their lead. Hence, it is a myth that:
A. people are less ethical than they used to be.
B. it is easy to be ethical.
C. ethics can be managed with codes of conduct.
D. unethical behavior is simply a problem of "bad apples."
E. managing ethics is not my problem.
Q:
Which of the following is NOT an ethical decision-making myth?
A. It is hard to be ethical.
B. Unethical behavior is simply a problem of "bad apples."
C. Ethics can be managed with codes of conduct.
D. People are less ethical than they used to be.
E. Managing Ethics is not my problem.
Q:
Describe two tools available for understanding the scope of a problem.
Some problems have a very well-defined scope, while others are quite broad. Some of the tools available for understanding the scope of a problem are:
Q:
Vroom and Yetton noted that a decision maker could involve others on a broad continuum ranging from no involvement to full employee delegation. List the key participation approaches this entails. Also discuss four of the factors that must be addressed before you decide which approach is best.
Q:
You are a student of an organizational behavior (OB) course. You are not entirely convinced that the course content you are being taught is relevant to the real world and would like to see a revision of it. Perform a stakeholder analysis for this issue.
Stakeholder analysis is an essential tool for any problem-solving endeavor. Stakeholder analysis for the issue of changing course content of an organizational behavior (OB) course might look like this:
Identify key stakeholders. Create a chart of primary stakeholdersindividuals or groups that have direct authority or economic influence over the problemand secondary stakeholdersindividuals or groups that might be affected indirectly by the problem. Primary stakeholders might include course students, course professor, academic department of the university, policymakers of the university. Secondary stakeholders might include businesses that employ students from your university.
Q:
List any three ways in which people solve the wrong problem precisely.
Q:
What is PADIL? What are its major steps?
Q:
What is bounded rationality? Can you give an example of bounded rationality in play in a decision-making process?
Q:
What are some useful tactics for avoiding common decision biases?
Q:
Consider the fact that 81 percent of surveyed new business owners thought their business had at least a 70 percent chance of success, but only 39 percent thought that most businesses like theirs would succeed. Describe the bias this example illustrates.
Q:
Describe the judgment error of confirmation bias. Why is it important to avoid this bias when solving problems?
Q:
Give two examples of the judgment error of anchoring and adjustment.
Q:
Give two examples of the representative bias which arise from people's misconceptions about chance.
A classic example of the representative bias which arises from people's misconceptions about chance is the "gambler's fallacy." Most people truly believe that every flip of coin or pull of the slot is somehow connected to previous actions even though each of those events is completely random and independent.
Q:
During an interview, Harry was asked: "Which of the following causes more deaths per year in the United States, suicide or homicide?" He answered homicide even though suicides lead to more deaths by a ratio of 2:1. What is this kind of bias called? Are there any uses of this kind of bias?
Q:
Amy works as a junior HR executive at a retail chain. She has been given the responsibility of organizing walk-in interviews on the day before Thanksgiving. She turns up one hour late that morning because of the unusually high traffic. You are her boss and are trying to determine why she came late. What would your response look like? (Hint: Answer this question in light of the fundamental attribution error)
Q:
Your friend has invited you today evening to his place. Your boss informs you at 4 p.m. that one of your projects is due tomorrow. Consequently, you will have to stay back late and will not be able to go to your friend's place. At 4.30 p.m., you see your boss leaving the office. What you do not know is that your boss is going to the airport to pick up a senior director with whom he needs to have dinner later on. Draw a ladder of inference based on this scenario.
Q:
Describe three myths of problem solving.
Q:
A CEO, heading a major two-year corporate restructuring, asked a stakeholder group such questions as, "Did you feel included in the process?" and "Were your voices heard throughout the two years?" These questions occur in the "___________" step of the PADIL approach.
A. problem
B. alternatives
C. decide
D. implement
E. learn
Q:
Where does an after action review (AAR) fit into the PADIL approach?
A. Problem
B. Alternatives
C. Decide
D. Implement
E. Learn
Q:
Morgan is discussing a project rollout with his major suppliers as he begins the "_____________" PADIL stage.
A. problem
B. alternatives
C. decide
D. implement
E. learn
Q:
Abraham constructed a weighted rank alternatives table to decide where to go to graduate school. His most important criteria were cost, location, and publication opportunities. His four school choices all were ranked highest on the three criteria. Abraham does not know how to choose. He has reached a condition of:
A. equifinality.
B. overconfidence.
C. anchoring and adjustment.
D. devil's advocacy.
E. satisficing.
Q:
In which step of PADIL are alternatives tables and weighted rankings used?
A. Problem
B. Alternatives
C. Decide
D. Implement
E. Learn
Q:
Brainwriting sessions can be improved by:
A. limiting diversity of participants.
B. insisting on literal language, not metaphors.
C. assuming a "perfect world."
D. not giving feedback.
E. no stoppage or reflecting at any time during the session.
Q:
IDEO, a consulting firm, recommends appointing a team member to make sure the team honors brainstorming rules. Which of the following rules is being recommended?
A. Lots of ideas at once. Interrupt as needed.
B. Defer judgment. Do not dismiss ideas.
C. Constantly evaluate ideas. Say, "but"
D. Go for quality. Ten ideas in a two-hour session is good enough.
E. Let the conversation go where it will. Do not worry about the original topic.
Q:
At a recent management department meeting, faculty were given five Sticky Notes to write down their responses to the question, "What are the possible causes of so many student cuts in class?" After all the Sticky Notes were posted, the chairperson said, "These ten seem to deal with the attendance policy, these five talk about how hard it is to walk from one class to the next in the time allotted between classes, and these ten all say that tests don't cover lecture material." The management department was:
A. using an affinity diagram.
B. creating a black and white fallacy.
C. trying the Swiss Cheese technique.
D. using a BOT chart.
E. conducting an iceberg test.
Q:
John attended a PADIL workshop. He is developing inquiry skills to:
A. improve interpersonal relationships.
B. examine mental models.
C. identify black or white events.
D. minimize risk.
E. understand motivation.
Q:
Mental models are ________________________________ that sustain current systems.
A. linear learning functions
B. traditional bureaucratic processes
C. prevailing assumptions, beliefs, and values
D. nonlinear learning patterns
E. standard needs, goals, and expectations
Q:
The visual of a(n) __________ is helpful in illustrating the systems approach to problem solving.
A. capuchin monkey
B. onion
C. airplane
D. bucket
E. iceberg
Q:
The question, "How will this change affect other things?" is critical to being effective in problem solving. In the problem framing PADIL step, this refers to a:
A. black or white fallacy test.
B. satisficing sequence.
C. bounded approach.
D. systems approach.
E. rational confidence level.
Q:
Francesca Bailey, a hospital administrator, needs to tell the facilities manager what color to paint the break room. The color does not really matter to anyone; staff will use the room no matter what color is used. What should Francesca do?
A. Facilitate
B. Delegate
C. Consult individual
D. Consult group
E. Decide
Q:
According to Vroom and Yetton, which of the following approaches to problem-solving is most manager-driven?
A. Facilitate
B. Delegate
C. Order
D. Decide
E. Challenge
Q:
A shirt manufacturer lost 45 percent of its market share last year. The CEO put together a committee to find out what was wrong. He included office staff and vendors. He did not include any current or former customers. Did the CEO make a mistake?
A. Yes. He did not include key stakeholders.
B. No. That action would slow down the process.
C. Yes. He failed to find the facts.
D. No. That action would narrow the focus.
E. Yes. He should have hired an outside consultant.
Q:
The PADIL approach addresses the "picking the wrong stakeholders" issue in which step?
A. Problem
B. Alternatives
C. Decide
D. Implement
E. Learn
Q:
The PADIL approach to problem solving includes five major steps. The first step is identified as:
A. prepare.
B. problem.
C. probability.
D. process.
E. presumption.
Q:
Satisficing:
A. results from choosing a wrong decision.
B. is a perfect problem solution.
C. replaces sensitivity in corporate decision making.
D. is a result of bounded rationality.
E. constantly leads to overconfidence.
Q:
Which of the following warnings is a good defense for decision biases?
A. Do not jump to conclusions.
B. Do not listen to advice from your friends.
C. Do not look for nonsupporting evidence.
D. Do not fall prey to confidence estimates and ranges.
E. Do not ignore chance.
Q:
Salma asked Lillie, "How did you do in the final assessment?" Lillie responded, "I knew everything!" Salma said, "So you can expect a 100! That will be awesome!" Lillie thought for a moment and said, "Maybe not actually that much of everything. I would say 95 to 100." Lillie curbed Salma's judgment bias by using:
A. a confidence estimate.
B. trial-and-error calibration.
C. healthy skepticism.
D. a defense hedge.
E. a hasty generalization fallacy.
Q:
________________ is a defense against judgment biases.
A. Availability
B. Representativeness
C. Anchoring and adjustment
D. Confirmation
E. Confidence estimate
Q:
Your cousin Vicky remodeled an old beach house last year. Vicky put on a new roof and shelled the driveway. This year, he needs to upgrade the electricity and replace most of the plumbing. You asked him, "Why don't you just sell?" Vicky waved a stack of invoices in your face and said, "I already put this much money into the place!" This statement is an example of the _______________ type of judgment error.
A. availability
B. escalation of commitment
C. anchoring and adjustment
D. confirmation
E. overconfidence
Q:
Less than 1 percent of a group of high students ranked their ability to get along with others below average. This statement is an example of the _______________ type of judgment error.
A. availability
B. representativeness
C. anchoring and adjustment
D. confirmation
E. overconfidence
Q:
Carl, a corporate recruiter, advises his job applicants to start negotiating salaries from a higher bracket. He suggests this, knowing that the applicant will end up with a higher salary if the hiring employer is susceptible to the judgment error of:
A. availability.
B. representativeness.
C. anchoring and adjustment.
D. confirmation.
E. overconfidence.
Q:
When Jill was asked, she chose cars over stomach cancer as the cause of more U.S. deaths per year. When asked why she chose the wrong answer, she said, "I hear about fatal car accidents every day. I never hear about stomach cancer." Jill's type of judgment error was:
A. availability.
B. representativeness.
C. anchoring and adjustment.
D. confirmation.
E. overconfidence.
Q:
Zack arrived late for a meeting this morning because there was a 20 -car pile-up on the beltway. Ryan, his manager, assumed Zack overslept because he partied too much last night. Which of the following statements is most accurate?
A. Ryan committed a fundamental attribution error.
B. Zack committed a fundamental attribution error.
C. Zack used the ladder of inference.
D. Zack used the self-serving bias.
E. Ryan used the self-serving bias.
Q:
Which of the following statements, on the ladder of inference, provides objective data?
A. The invitation said "casual dress." Marx arrived in a tuxedo.
B. As Marx knew the COO would be present, he wanted to make a lasting impression.
C. Marx possibly always tries to be the center of attention.
D. Marx is arrogant. I do not want to be on a project team with him.
E. Marx is an idiot. He cannot even read.
Q:
Should managers rely on intuition in problem solving?
A. Yes. Most people systematically apply intuition to problem solving.
B. No. Feelings have no place in management decision making.
C. Yes. Those who track what they learn can effectively replicate the process in future.
D. No. Those who use an inference ladder are more effective decision makers.
E. Yes. Unconscious biases help people hasten their decision-making process.
Q:
Managers can often spot bad decision making in others, but they may fail in identifying their own poor decisions. Psychologists refer to this as:
A. bounded rationality.
B. bias blind spot.
C. synthesis.
D. persuasive justice.
E. satisficing.
Q:
Rational problem-solving skills are deficient in most young managers because:
A. most problems are complex, without clear definition.
B. decision making is not needed until middle or executive management ranks.
C. young managers have not yet learned to trust their first instincts.
D. young managers are hesitant to act.
E. effective problem-solving frameworks are too complex in form and concept.
Q:
A productive failure is one that is regarded as an opportunity to learn.
Q:
Many managers have damaged their careers by implementing solutions they knew were incorrect but forged ahead even with this knowledge.
Q:
Risk can present itself in terms of dread, whereby people assume consequences truly are unknown.
Q:
Equifinality is a condition in which different initial conditions lead to similar effects.
Q:
Research shows high performance standards usually stifle the creativity of problem solvers by putting undue pressure on them.
Q:
Brainwriting is superior to brainstorming as a process for generating the highest volume of creative ideas.
Q:
Research shows focused groups perform better than diverse groups on creative problem-solving tasks.
Q:
A disciplined protocol is counterproductive to idea generations from brainstorming sessions.
Q:
Problem-solving experts agree that some patterns like "boom and bust" cycles that appear in BOTs usually respond to a quick fix.
Q:
Problem-solving experts agree certain patterns that appear in BOTs can help to identify a systematic problem, one not likely to respond to a quick fix.
Q:
The affinity (similarity) diagram is a tool for honing inquiry skills.
Q:
With most problems, potential causes and solutions are limited.
Q:
Inquiry skills are aimed at understanding people's mental models.
Q:
Patterns are the prevailing assumptions, beliefs, and values that sustain current systems.
Q:
One of the problems with organizational problem solving is that symptoms are more visible than their underlying structure.
Q:
Framing problems correctly is difficult since our immediate need is to begin solving the problem.
Q:
A manager should delegate a decision to subordinates if the decision outcome is of no significance to the organization and employee commitment does not impact the decision outcome.
Q:
A manager may solve the wrong problem if the right stakeholders are not included in defining the problem to be solved.
Q:
The first step in any good problem-solving process is to assess the various possible solutions.