管理系统学第9版练习题附问题详解6.docx
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管理系统学第9版练习题附问题详解6.docx
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管理系统学第9版练习题附问题详解6
Chapter6DecisionMaking:
TheEssenceoftheManager'sJob
TRUE/FALSEQUESTIONS
THEDECISIONMAKINGPROCESS
1.Problemidentificationispurelyobjective・
2.Thesecondstepinthedecision-makingprocessisidentifyingaproblem・
3.Adecisioncriteriondefineswhatisrelevantinadecision.
4.Thefourthstepofthedecision-makingprocessrequiresthedecisionmakertolistviablealternativesthatcouldresolvetheproblem・
5.Oncethealternativeshavebeenidentified,adecisionmakermustanalyzeeachone.
6.Thestepinthedecision-makingprocessthatinvolveschoosingabestalternativeistermedimpiementation.
THEMANAGERASDEQSIONMAKER
7.Makingdecisionsiswiththeesseneeofmanagement.
8.Managerialdecisionmakingisassumedtoberational.
9.Oneassumptionofrationalityisthatwecannotknowallofthealternatives・
10.Managerstendtooperateunderassumptionsofboundedrationality.
ll.StudiesoftheeventsleadinguptotheChallengershuttledisasterpointtoanescalationofcommitmentbydecisionmakers・
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・
24.1ndividualswithaconceptualstyletendtobeverybroadintheiroutlookandwilllookatmanyalternatives.
25.Behavioral-styledecisionmakersworkwellwithothers.
26.Mostmanagershavecharacteristicsofanalyticdecisionmakers.
27.Accordingtotheboxedfeature,"ManagingWorkforceDiversity,“diverseemployeestendtomakedecisionsfasterthanahomogeneousgroupofemployees.
28.Theanchoringeffectdescribeswhendecisionmakersfixateoninitialinformationasastartingpointandthen,onceset,theyfailtoadequatelyadjustforsubsequentinformation.
29.Theavailabilitybiasdescribeswhendecisionmakerstrytocreatemeaningoutofrandomevents・
30.Thesunkcosterroriswhendecisionmakersforgetthatcurrentchoicescannotcorrectthepast.
DECISIONMAKINGFORTODAY'SWORLD
31・Today‘sbusinessworldrevolvesaroundmakingdecisions,usuallywithcompleteoradequateinformationandunderminimaltimepressure.
32.Managersneedtounderstandculturaldifferencestomakeeffectivedecisionsintoda/sfast-movingworld・
33.Accordingtotheboxedfeaturez"FocusonLeadership,"whenidentifyingproblems,managersmightbefromaculturethatisfocusedonproblemsolving,ortheirculturemightbeoneofsituationacceptance・
34.Accordingtotheboxedfeature,"FocusonLeadership/'findingsfromstudiesbyGeertHofstedeandfromGLOBEresearchersshowthatinhighuncertaintyavoidancecountries,decisionmakingtendstobebasedmoreonintuitionthanonformalanalysis・
35.Highlyreliableorganizations(HROs)areeasilytrickedbytheirsuccess・
MULTIPLE-CHOICEQUESTIONS
Foreachofthefollowingchoosetheanswerthatmostcompletelyanswersthequestion.
THEDECISIONMAKINGPROCESS
36.Decisionmakingistypicallydescribedas;whichisaviewthatistoo
simplistic・
a.decidingwhatiscorrect
b.puttingpreferencesonpaper
c.choosingamongalternatives
d.processinginformationtocompletion
37.Aseriesofeightstepsthatbeginswithidentifyingaproblemandconeludeswith
evaluatingthedecision'seffectivenessisthe・
a.decision-makingprocess
b.managerialprocess
c.maximinstyle
d.boundedrationalityapproach
38.istheexistenceofadiscrepancybetweenanexistingandadesired
stateofaffairs・
a.Anopportunity
b.Asolution
c.Aweakness
d.Aproblem
39.1nidentifyingtheproblem,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、amanagermustdeterminewhatisrelevantor
importanttoresolvingtheproblem・
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.Thetotaloftheweightsshouldsumtol・0.
c.Everyfactorcriterionconsidered,regardlessofitsimportanee,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
5O.InStep6ofthedecision-makingprocess,eachalternativeisevaluatedbyappraisingitagainstthe.
a.subjectivegoalsofthedecisionmaker
b.criteria
c.assessedvalues
d.implementationstrategy
51.ineludesconveyingadecisiontothoseaffectedandgettingtheir
commitmenttoit.
a.Selectinganalternative
b.Evaluatingthedecisioneffectiveness
c.Implementingthealte「natives
d・Analyzingalternatives
52.Whichofthefollowingisimportantineffectivelyimplementingthechosenalternativeinthedecision-makingprocess?
a.gettingupper-managementsupport
b.double-cheekingyouranalysisforpotentialerrors
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.
THEMANAGERASDEQSIONMAKER
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-makingmodelandfindwaysto
satisfice,theyarefollowingtheconceptof・
a.jurisprudence
b.boundedrationality
c.least-squaredexemptions
d.sei仁motivateddecisions
60.Becausemanagerscan'tpossiblyanalyzeallinformationonallalternatives,
managerszratherthan.
a.maximize;satisfice
b.maximize;minimize
c.satisfice;minimize
d.satisfice;maximize
61.Thetypeofdecisionmakinginwhichthesolutionisconsidered"goodenough"is
k
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