管理学第9版练习题附答案6Word文档下载推荐.docx

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