管理学第9版练习题附答案Word文件下载.docx
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管理学第9版练习题附答案Word文件下载.docx
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13.Rationalanalysisandintuitivedecisionmakingarecomplementary.
14.Programmeddecisionstendtoberepetitiveandroutine.
15.Rulesandpoliciesarebasicallythesame.
16.Apolicyisanexplicitstatementthattellsamanagerwhatheorsheoughtoroughtnottodo.
17.Thesolutiontononprogrammeddecisionmakingreliesonprocedures,rules,and
policies.
18.Mostmanagerialdecisionsintherealworldarefullynonprogrammed.
19.Theidealsituationformakingdecisionsislowrisk.
20.Riskistheconditioninwhichthedecisionmakerisabletoestimatethe
likelihoodofcertainoutcomes.
21.Riskisasituationinwhichadecisionmakerhasneithercertaintynor
reasonableprobabilityestimates.
22.Peoplewhohavealowtoleraneeforambiguityandarerationalintheirwayof
thinkingaresaidtohaveadirectivestyle.
23.Decisionmakerswithananalyticstylehaveamuchlowertoleraneeforambiguitythandodirectivetypes.
24.lndividualswithaconceptualstyletendtobeverybroadintheiroutlookand
willlookatmanyalternatives.
25.Behavioral-styledecisionmakersworkwellwithothers.
26.Mostmanagershavecharacteristicsofanalyticdecisionmakers.
27.Accordingtotheboxedfeature,“ManagingWorkforceDiversity,”diverse
employeestendtomakedecisionsfasterthanahomogeneousgroupofemployees.
28.Theanchoringeffectdescribeswhendecisionmakersfixateoninitialinformation
asastartingpointandthen,onceset,theyfailtoadequatelyadjustfor
subsequentinformation.
29.Theavailabilitybiasdescribeswhendecisionmakerstrytocreatemeaningoutofrandomevents.
30.Thesunkcosterroriswhendecisionmakersforgetthatcurrentchoicescannotcorrectthepast.
DECISIONMAKINGFORQDAYSWORLD
31.Today'
sbusinessworldrevolvesaroundmakingdecisions,usuallywithcompleteoradequateinformation,andunderminimaltimepressure.
32.Managersneedtounderstandculturaldifferencestomakeeffectivedecisionsintoday'
sfast-movingworld.
33.Accordingtotheboxedfeature,“FocusonLeadership,”whenidentifying
problems,managersmightbefromaculturethatisfocusedonproblemsolving,or
theirculturemightbeoneofsituationacceptanee.
34.Accordingtotheboxedfeature,“FocusonLeadership,”findingsfromstudiesby
GeertHofstedeandfromGLOBEresearchersshowthatinhighuncertaintyavoidanee
countries,decisionmakingtendstobebasedmoreonintuitionthanonformal
analysis.
35.Highlyreliableorganizations(HROs)areeasilytrickedbytheirsuccess.
MULTIPLE-CHOICEQUESTIONS
Foreachofthefollowingchoosetheanswerthatmostcompletelyanswersthe
question.
36.Decisionmakingistypicallydescribedas,whichisaviewthat
istoosimplistic.
a.decidingwhatiscorrect
b.puttingpreferencesonpaper
c.choosingamongalternatives
d.processinginformationtocompletion
37.Aseriesofeightstepsthatbeginswithidentifyingaproblemandconcludeswith
evaluatingthedecision'
seffectivenessisthe.
a.decision-makingprocess
b.managerialprocess
c.maximinstyle
d.boundedrationalityapproach
38.istheexisteneeofadiscrepancybetweenanexistinganda
desiredstateofaffairs.
a.Anopportunity
b.Asolution
c.Aweakness
d.Aproblem
39.lnidentifyingtheproblem,amanager.
paresthecurrentstateofaffairswithwheretheywouldliketobe
b.expectsproblemstobedefinedbyneonlights
c.looksfordiscrepanciesthatcanbepostponed
d.willnotactwhenthereispressuretomakeadecision4O.Whichofthefollowingstatementsistrueconcerningproblemidentification?
a.Problemsaregenerallyobvious.
b.Asymptomandaproblemarebasicallythesame.
c.Well-trainedmanagersgenerallyagreeonwhatisconsideredaproblem.
d.Theproblemmustbesuchthatitexertssometypeofpressureonthemanagertoact.
41.Whatisthesecondstepinthedecision-makingprocess?
a.identifyingdecisioncriteria
b.allocatingweightstothecriteria
c.analyzingalternatives
d.
or
identifyingaproblem
42.Todeterminethe,amanagermustdeterminewhatisrelevant
importanttoresolvingtheproblem.
a.geocentricbehaviorneeded
b.numberofallowablealternatives
c.weightingofdecisioncriteria
d.decisioncriteria
43.Whatisthethirdstepinthedecision-makingprocess?
a.allocatingweightstothecriteria
b.analyzingthealternatives
c.selectingthebestalternative
d.implementingthealternative
44.Ifallcriteriainthedecisionmakingareequal,weightingthecriteria
a.improvesdecisionmakingwhenlargenumbersofcriteriaareinvoIved
b.isnotneeded
c.producesexcellentdecisions
d.improvesthecriteria
45」nallocatingweightstothedecisioncriteria,whichofthefollowingishelpfultoremember?
a.Allweightsmustbethesame.
b.Thetotaloftheweightsshouldsumto.
c.Everyfactorcriterionconsidered,regardlessofitsimportanee,mustreceivesomeweighting.
d.Assignthemostimportantcriterionascore,andthenassignweightsagainstthatstandard.
46.Whatisthestepwhereadecisionmakerwantstobecreativeincomingupwithpossiblealternative?
b.analyzingalternatives
c.developingalternatives
d.identifyingdecisioncriteria
47.Whenanalyzingalternatives,whatbecomesevident?
a.thestrengthsandweaknessesofeachalternative
b.theweightingofalternatives
c.thelistofalternatives
d.theproblem
48.Whendevelopingalternativesinthedecision-makingprocess,whatmustamanagerdo?
a.listalternatives
b.evaluatealternatives
c.weightalternatives
d.implementalternatives
by
49.Selectinganalternativeinthedecision-makingprocessisaccomplished
a.choosingthealternativewiththehighestscore
b.choosingtheoneyoulikebest
c.selectingthealternativethathasthelowestprice
d.selectingthealternativethatisthemostreliable
5O.lnStep6ofthedecision-makingprocess,eachalternativeisevaluated
appraisingitagainstthe.
a.subjectivegoalsofthedecisionmaker
b.criteria
c.assessedvalues
d.implementationstrategy
51.ineludesconveyingadecisiontothoseaffectedandgettingtheir
commitmenttoit.
a.Selectinganalternative
b.Evaluatingthedecisioneffectiveness
c.Implementingthealternatives
d.Analyzingalternatives
52.Whichofthefollowingisimportantineffectivelyimplementingthechosen
alternativeinthedecision-makingprocess?
a.gettingupper-managementsupport
b.double-checkingyouranalysisforpotentialerrors
c.allowingthoseimpactedbytheoutcometoparticipateintheprocess
d.ignoringcriticismconcerningyourchosenalternative
53.Thefinalstepinthedecision-makingprocessisto.
a.pickthecriteriaforthenextdecision
b.reevaluatetheweightingsofthecriteriauntiltheyindicatethecorrect
outcome
c.evaluatetheoutcomeofthedecision
d.reassigntheratingsonthecriteriatofinddifferentoutcomes
54.Whichofthefollowingisimportanttorememberinevaluatingtheeffectiveness
ofthedecision-makingprocess?
a.Youshouldignorecriticismconcerningthedecision-makingprocess.
b.Youmayhavetostartthewholedecisionprocessover.
c.Youwillhavetorestartthedecision-makingprocessifthedecisionislessthan50percenteffective.
d.Ninetypercentofproblemswithdecisionmakingoccurintheimplementation
step.
55.Managersareassumedtobe;
theymakeconsistent,value-maximizing
choiceswithinspecifiedconstraints.
a.rational
b.leaders
c.organized
d.satisficers
56.ltisassumedthataperfectlyrationaldecisionmaker.
a.doesnotfollowrationalassumptions
b.doesnotconsidervaluemaximizingasanobjective
c.offersinconsistentdecisions
d.wouldbeobjectiveandlogical
57.Managerscanmakerationaldecisionsif.
a.theproblemisambiguous
b.thegoalsareunclear
c.thealternativesarelimited
d.timeconstraintsexist
58.Whichofthefollowingisnotavalidassumptionaboutrationality?
a.Theproblemisclearandunambiguous.
b.Asingle,well-definedgoalistobeachieved.
c.Preferencesareclear.
d.Preferencesareconstantlychanging.
59.Whenmanagerscircumventtherationaldecision-makingmodel
satisfice,theyarefollowingtheconceptof.
a.jurisprudenee
b.boundedrationality
c.least-squaredexemptions
d.self-motivateddecisions
60.Becausemanagerscan'
tpossiblyanalyzeallinformationon
managers,ratherthan.
a.maximize;
satisfice
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