管理学第9版练习题附答案6Word文档下载推荐.docx
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管理学第9版练习题附答案6Word文档下载推荐.docx
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8.Managerialdecisionmakingisassumedtoberational.
9.Oneassumptionofrationalityisthatwecannotknowallofthealternatives.
10.Managerstendtooperateunderassumptionsofboundedrationality.
11.StudiesoftheeventsleadinguptotheChallengerspaceshuttledisasterpointtoanescalationofcommitmentbydecisionmakers.
12.Managersregularlyusetheirintuitionindecisionmaking.
13.Rationalanalysisandintuitivedecisionmakingarecomplementary.
14.Programmeddecisionstendtoberepetitiveandroutine.
15.Rulesandpoliciesarebasicallythesame.
16.Apolicyisanexplicitstatementthattellsamanagerwhatheorsheoughtoroughtnottodo.
17.Thesolutiontononprogrammeddecisionmakingreliesonprocedures,rules,andpolicies.
18.Mostmanagerialdecisionsintherealworldarefullynonprogrammed.
19.Theidealsituationformakingdecisionsislowrisk.
20.Riskistheconditioninwhichthedecisionmakerisabletoestimatethelikelihoodofcertainoutcomes.
21.Riskisasituationinwhichadecisionmakerhasneithercertaintynorreasonableprobabilityestimates.
22.Peoplewhohavealowtoleranceforambiguityandarerationalintheirwayofthinkingaresaidtohaveadirectivestyle.
23.Decisionmakerswithananalyticstylehaveamuchlowertoleranceforambiguitythandodirectivetypes.
24.Individualswithaconceptualstyletendtobeverybroadintheiroutlookandwilllookatmanyalternatives.
25.Behavioral-styledecisionmakersworkwellwithothers.
26.Mostmanagershavecharacteristicsofanalyticdecisionmakers.
27.Accordingtotheboxedfeature,“ManagingWorkforceDiversity,”diverseemployeestendtomakedecisionsfasterthanahomogeneousgroupofemployees.
28.Theanchoringeffectdescribeswhendecisionmakersfixateoninitialinformationasastartingpointandthen,onceset,theyfailtoadequatelyadjustforsubsequentinformation.
29.Theavailabilitybiasdescribeswhendecisionmakerstrytocreatemeaningoutofrandomevents.
30.Thesunkcosterroriswhendecisionmakersforgetthatcurrentchoicescannotcorrectthepast.
DECISIONMAKINGFORTODAY’SWORLD
31.Today’sbusinessworldrevolvesaroundmakingdecisions,usuallywithcompleteoradequateinformation,andunderminimaltimepressure.
32.Managersneedtounderstandculturaldifferencestomakeeffectivedecisionsintoday’sfast-movingworld.
33.Accordingtotheboxedfeature,“FocusonLeadership,”whenidentifyingproblems,managersmightbefromaculturethatisfocusedonproblemsolving,ortheirculturemightbeoneofsituationacceptance.
34.Accordingtotheboxedfeature,“FocusonLeadership,”findingsfromstudiesbyGeertHofstedeandfromGLOBEresearchersshowthatinhighuncertaintyavoidancecountries,decisionmakingtendstobebasedmoreonintuitionthanonformalanalysis.
35.Highlyreliableorganizations(HROs)areeasilytrickedbytheirsuccess.
Multiple-ChoiceQuestions
Foreachofthefollowingchoosetheanswerthatmostcompletelyanswersthequestion.
36.Decisionmakingistypicallydescribedas________________,whichisaviewthatistoosimplistic.
a.decidingwhatiscorrect
b.puttingpreferencesonpaper
c.choosingamongalternatives
d.processinginformationtocompletion
37.Aseriesofeightstepsthatbeginswithidentifyingaproblemandconcludeswithevaluatingthedecision’seffectivenessisthe________________.
a.decision-makingprocess
b.managerialprocess
c.maximinstyle
d.boundedrationalityapproach
38.________________istheexistenceofadiscrepancybetweenanexistingandadesiredstateofaffairs.
a.Anopportunity
b.Asolution
c.Aweakness
d.Aproblem
39.Inidentifyingtheproblem,amanager_________________.
paresthecurrentstateofaffairswithwheretheywouldliketobe
b.expectsproblemstobedefinedbyneonlights
c.looksfordiscrepanciesthatcanbepostponed
d.willnotactwhenthereispressuretomakeadecision
40.Whichofthefollowingstatementsistrueconcerningproblemidentification
a.Problemsaregenerallyobvious.
b.Asymptomandaproblemarebasicallythesame.
c.Well-trainedmanagersgenerallyagreeonwhatisconsideredaproblem.
d.Theproblemmustbesuchthatitexertssometypeofpressureonthemanagertoact.
41.Whatisthesecondstepinthedecision-makingprocess
a.identifyingdecisioncriteria
b.allocatingweightstothecriteria
c.analyzingalternatives
d.identifyingaproblem
42.Todeterminethe_____________,amanagermustdeterminewhatisrelevantorimportanttoresolvingtheproblem.
a.geocentricbehaviorneeded
b.numberofallowablealternatives
c.weightingofdecisioncriteria
d.decisioncriteria
43.Whatisthethirdstepinthedecision-makingprocess
a.allocatingweightstothecriteria
b.analyzingthealternatives
c.selectingthebestalternative
d.implementingthealternative
44.Ifallcriteriainthedecisionmakingareequal,weightingthecriteria______________.
a.improvesdecisionmakingwhenlargenumbersofcriteriaareinvolved
b.isnotneeded
c.producesexcellentdecisions
d.improvesthecriteria
45.Inallocatingweightstothedecisioncriteria,whichofthefollowingishelpfultoremember
a.Allweightsmustbethesame.
b.Thetotaloftheweightsshouldsumto.
c.Everyfactorcriterionconsidered,regardlessofitsimportance,mustreceivesomeweighting.
d.Assignthemostimportantcriterionascore,andthenassignweightsagainstthatstandard.
46.Whatisthestepwhereadecisionmakerwantstobecreativeincomingupwithpossiblealternative
a.allocatingweightstothecriteria
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
49.Selectinganalternativeinthedecision-makingprocessisaccomplishedby__________________.
a.choosingthealternativewiththehighestscore
b.choosingtheoneyoulikebest
c.selectingthealternativethathasthelowestprice
d.selectingthealternativethatisthemostreliable
50.InStep6ofthedecision-makingprocess,eachalternativeisevaluatedbyappraisingitagainstthe_____________.
a.subjectivegoalsofthedecisionmaker
b.criteria
c.assessedvalues
d.implementationstrategy
51.______________includesconveyingadecisiontothoseaffectedandgettingtheircommitmenttoit.
a.Selectinganalternative
b.Evaluatingthedecisioneffectiveness
c.Implementingthealternatives
d.Analyzingalternatives
52.Whichofthefollowingisimportantineffectivelyimplementingthechosenalternativeinthedecision-makingprocess
a.gettingupper-managementsupport
b.double-checkingyouranalysisforpotentialerrors
c.allowingthoseimpactedbytheoutcometoparticipateintheprocess
d.ignoringcriticismconcerningyourchosenalternative
53.Thefinalstepinthedecision-makingprocessisto_______________.
a.pickthecriteriaforthenextdecision
b.reevaluatetheweightingsofthecriteriauntiltheyindicatethecorrectoutcome
c.evaluatetheoutcomeofthedecision
d.reassigntheratingsonthecriteriatofinddifferentoutcomes
54.Whichofthefollowingisimportanttorememberinevaluatingtheeffectivenessofthedecision-makingprocess
a.Youshouldignorecriticismconcerningthedecision-makingprocess.
b.Youmayhavetostartthewholedecisionprocessover.
c.Youwillhavetorestartthedecision-makingprocessifthedecisionislessthan50percenteffective.
d.Ninetypercentofproblemswithdecisionmakingoccurintheimplementationstep.
55.Managersareassumedtobe______________;
theymakeconsistent,value-maximizingchoiceswithinspecifiedconstraints.
a.rational
b.leaders
c.organized
d.satisficers
56.Itisassumedthataperfectlyrationaldecisionmaker______________.
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-makingmodelandfindwaystosatisfice,theyarefollowingtheconceptof_________________.
a.jurisprudence
b.boundedrationality
c.least-squaredexemptions
d.self-motivateddecisions
60.Becausemanagerscan’tpossiblyanalyzeall
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