Q&A Hero

Q: Alia, the manager of a pet store, notices that most of the goods that come to her store are packed in high-quality cardboard boxes which are later discarded. She comes up with a plan and instructs her employees to use the cardboard boxes for making scratching boards for cats. She then sells the scratching boards at a price much lower than the other branded versions available in the market. Which of the following describes Alia's planning? a) Action oriented b) Priority oriented c) Advantage oriented d) Change oriented

Q: Which of the following is the fourth step in the planning process? a) Implementing a plan b) Making a plan c) Defining objectives d) Developing premises about future conditions

Q: The first step in the planning process involves: a) getting the mundane, trivial things planned first. b) focusing on easy goals to build momentum. c) keeping your eye on the past in order to know what you have accomplished. d) defining your objectives and knowing where you want to go.

Q: Sonya's primary responsibilities include the process of monitoring task accomplishments and taking corrective action in her department. Sonya is mainly involved in the __________ function of management. a) controlling b) planning c) leading d) organizing

Q: Guiding and motivating others to achieve high levels of task accomplishment is called __________. a) planning b) organizing c) leading d) controlling

Q: Allocating and arranging resources in order to accomplish tasks is called __________. a) controlling b) planning c) leading d) organizing

Q: Specific results that one wishes to achieve are referred to as: a) measurements. b) plans. c) objectives. d) end points.

Q: Planning includes: a) allocating and arranging resources. b) guiding the efforts of human resources. c) setting goals and objectives. d) monitoring task accomplishments.

Q: Which of the following refers to the process of setting goals and objectives and determining how to accomplish them? a) Organizing b) Planning c) Leading d) Controlling

Q: Which of the following is NOT one of the four functions of management? a) Planning b) Controlling c) Organizing d) Recruiting

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

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

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

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

Q: Explain the advantages and disadvantages of group decision making.

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

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

Q: 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.

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

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

Q: __________ occurs when extraordinary things are done by exceptional people.

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

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

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

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

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

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

Q: __________ are decision makers who ignore information and trouble signals.

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

Q: __________ add value to organizations through their intellectual capabilities.

Q: 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.

Q: A common management problem when implementing decisions is escalating commitment.

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

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

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

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

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

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

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

Q: 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

Q: 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

Q: 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

Q: 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

Q: 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

Q: 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.

Q: 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

Q: 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.

Q: 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

Q: At each stage of decision making, spotlight questions help managers to perform: a) commitment escalation. b) alternative analysis. c) ethical reasoning. d) financial analysis.

Q: 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.

Q: A lack-of-participation erroroccurs 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.

Q: 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.

Q: The behavioral decision model views managers as attempting to provide __________ decisions. a) classical b) satisficing c) programmed d) optimizing

Q: The classical decision model views managers as attempting to provide __________ decisions. a) behavioral b) programmed c) optimizing d) satisficing

Q: A decision that chooses the first satisfactory alternative that is presented is called a(n) __________ decision. a) optimizing b) reasonable c) satisficing d) classical

Q: The __________ decision model describes decision making with limited information and bounded rationality. a) participative b) classical c) behavioral d) delegation

Q: __________ 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

Q: 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

Q: 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.

Q: The __________ decision model describes decision making with complete information. a) classical b) logical c) behavioral d) optimizing

Q: 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.

Q: 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

Q: 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.

Q: 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.

Q: 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

Q: 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

Q: Which of the following is NOT 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

Q: 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

Q: 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

Q: 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

Q: A __________ decision crafts a unique solution to a new and unstructured problem. a) simple b) programmed c) nonprogrammed d) questionable

Q: A __________ decision applies a pre-existing solution to a routine problem. a) correct b) programmed c) nonprogrammed d) complex

Q: A(n) __________ is a choice among possible alternative courses of action. a) alternative b) inquiry c) guess d) decision

Q: 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.

Q: 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

Q: __________ 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

Q: __________ 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

Q: 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

Q: 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.

Q: 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.