管理系统学第9版练习题附问题详解6Word格式文档下载.docx

管理系统学第9版练习题附问题详解6Word格式文档下载.docx

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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.

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?

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.

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;

d.satisfice;

maximize

61.Thetypeofdecisionmakinginwhichthesolutionisconsidered"

goodenough"

is

k