管理学第9版练习题附答案6.docx

管理学第9版练习题附答案6.docx

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管理学第9版练习题附答案6

sJob

Chapter6DecisionMaking:

TheEssenceoftheManager

TRUE/FALSEQUESTIONS

THEDECISION-MAKINGPROCESS

1.Problemidentificationispurelyobjective.

2.Thesecondstepinthedecision-makingprocessisidentifyingaproblem.

3.Adecisioncriteriondefineswhatisrelevantinadecision.

4.Thefourthstepofthedecision-makingprocessrequiresthedecisionmakertolistviablealternativesthatcouldresolvetheproblem.

5.Oncethealternativeshavebeenidentified,adecisionmakermustanalyzeeachone.

6.Thestepinthedecision-makingprocessthatinvolveschoosingabestalternativeistermedimplementation.

THEMANAGERASDECISIONMAKER

7.Makingdecisionsiswiththeessenceofmanagement.

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,diverseemployeestendto

decisionsfasterthanahomogeneousgroupofemployees.

28.Theanchoringeffectdescribeswhendecisionmakersfixateoninitialinformationasastartingpointandthen,onceset,theyfailtoadequatelyadjustforsubsequentinformation.

29.Theavailabilitybiasdescribeswhendecisionmakerstrytocreatemeaningoutofrandomevents.

30.Thesunkcosterroriswhendecisionmakersforgetthatcurrentchoicescannotcorrectthepast.

DECISIONMAKINGFORTODAYSWORLD

31.Todaysbusinessworldrevolvesaroundmakingdecisions,usuallywithcompleteoradequateinformation,andunderminimaltimepressure.

32.Managersneedtounderstandculturaldifferencestomakeeffectivedecisionsintoday-moving

world.

33.Accordingtotheboxedfeature,FocusonLeadership,whenidentifyingproblems,managersmight

befromaculturethatisfocusedonproblemsolving,ortheirculturemightbeoneofsituationacceptance.

34.Accordingtotheboxedfeature,“FocusonLeadership,”findingsfromstudiesbyGeertHofstedeandfromGLOBEresearchersshowthatinhighuncertaintyavoidaneecountries,decisionmakingtends

tobebasedmoreonintuitionthanonformalanalysis.

35.Highlyreliableorganizations（HROs）areeasilytrickedbytheirsuccess.

MULTIPLE-CHOICEQUESTIONS

Foreachofthefollowingchoosetheanswerthartnostcompletelyanswersthequestion.

THEDECISION-MAKINGPROCESS

36.Decisionmakingistypicallydescribedas,whichisaviewthatistoosimplistic.

a.decidingwhatiscorrect

b.puttingpreferencesonpaper

c.choosingamongalternatives

d.processinginformationtocompletion

37.Aseriesofeightstepsthatbeginswithidentifyingaproblemandconcludeswithevaluatingthe

decision'seffectivenesthe.

a.decision-makingprocess

b.managerialprocess

c.maximinstyle

d.boundedrationalityapproach

38.istheexisteneeofadiscrepancybetweenanexistingandadesiredstateof

affairs.

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,amanagermustdeterminewhatisrelevantorimportantto

resolvingtheproblem.

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.Inallocatingweightstothedecisioncriteria,whichofthefollowingishelpfultoremember?

a.Allweightsmustbethesame.

b.Thetotaloftheweightsshouldsumto1.0.

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

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.Whichofthefollowingisimportanttorememberinevaluatingtheeffectivenessofthedecisionmakingprocess?

a.Youshouldignorecriticismconcerningthedecision-makingprocess.

b.Youmayhavetostartthewholedecisionprocessover.

c.Youwillhavetorestartthedecision-makingprocessifthedecisionislessthan50percenteffective.

d.Ninetypercentofproblemswithdecisionmakingoccurintheimplementationstep.

THEMANAGERASDECISIONMAKER

55.Managersareassumedtobe;theymakeconsistent,value-maximizingchoices

withinspecifiedconstraints.

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.Whichofthefollowingisnot_avalidassumptionaboutrationality?

a.Theproblemisclearandunambiguous.

b.Asingle,well-definedgoalistobeachieved.

c.Preferencesareclear.

d.Preferencesareconstantlychanging.

59.Whenmanagerscircumventtherationaldecision-makingmodelandfindwaystosatisfice,theyare

followingtheconceptof.

a.jurisprudenee

b.boundedrationality

c.least-squaredexemptions

d.self-motivateddecisions

60.Becausemanagerscan'tpossiblyanalyzeallinformationonallalternatives,managers

ratherthan.

a.maximize;satisfice

b.maximize;minimize

c.satisfice;minimize

d.sa