管理学第9版练习题附答案6.docx

1、管理学第9版练习题附答案6s JobChapter 6 Decision Making: The Essence of the ManagerTRUE/FALSE QUESTIONSTHE DECISION-MAKING PROCESS1.Problem identification is purely objective.2.The second step in the decision-making process is identifying a problem.3.A decision criterion defines what is relevant in a decision.4

2、.The fourth step of the decision-making process requires the decision maker to list viable alternatives that could resolve the problem.5.Once the alternatives have been identified, a decision maker must analyze each one.6.The step in the decision-making process that involves choosing a best alternat

3、ive is termed implementation.THE MANAGER AS DECISION MAKER7.Making decisions is with the essence of management.8.Managerial decision making is assumed to be rational.9.One assumption of rationality is that we cannot know all of the alternatives.10.Managers tend to operate under assumptions of bounde

4、d rationality.11.Studies of the events leading up to the Challenger space shuttle disaster point to an escalation of commitment by decision makers.12.Managers regularly use their intuition in decision making.13.Rational analysis and intuitive decision making are complementary.14.Programmed decisions

5、 tend to be repetitive and routine.15.Rules and policies are basically the same.16.A policy is an explicit statement that tells a manager what he or she ought or ought not to do.17.The solution to nonprogrammed decision making relies on procedures, rules, and policies.18.Most man agerial decisi ons

6、in the real world are fully non programmed.19.The ideal situation for making decisions is low risk.20.Risk is the condition in which the decision maker is able to estimate the likelihood of certain outcomes.21.Risk is a situati on in which a decisi on maker has n either certa inty nor reas on able p

7、robability estimates.22.People who have a low tolerance for ambiguity and are rational in their way of thinking are said to have a directive style.23.Decision makers with an analytic style have a much lower tolerance for ambiguity than do directive types.24.Individuals with a conceptual style tend t

8、o be very broad in their outlook and will look at many alter natives.25.Behavioral-style decisi on makers work well with others.26.Most managers have characteristics of analytic decision makers.27.Accordi ng to the boxed feature, Managing Workforce Diversity, diverse employees tend todecisi ons fast

9、er tha n a homoge neous group of employees.28.The anchoring effect describes when decision makers fixate on initial information as a starting point and the n, once set, they fail to adequately adjust for subseque nt in formati on.29.The availability bias describes whe n decisi on makers try to creat

10、e meaning out of ran dom eve nts.30.The sunk cost error is when decision makers forget that current choices cannot correct the past.DECISION MAKING FOR T ODAY S WORLD31.Today s bus in ess world revolves around making decisi ons, usually with complete or adequate information, and under minimal time p

11、ressure.32.Managers need to understand cultural differences to make effective decisions in today -movingworld.33.Accordi ng to the boxed feature, Focus on Leadership, whe n ide ntify ing problems, man agers mightbe from a culture that is focused on problem solving, or their culture might be one of s

12、ituation accepta nce.34.According to the boxed feature, “ Focus on Leadership, ” findings from studies by Geert Hofstede and from GLOBE researchers show that in high un certa inty avoida nee coun tries, decisi on maki ng tendsto be based more on in tuiti on tha n on formal an alysis.35.Highly reliab

13、le organizations (HROs) are easily tricked by their success.MULTIPLE-CHOICE QUESTIONSFor each of the followi ng choose the an swer thartnost completelya nswers the questi on.THE DECISION-MAKING PROCESS36.Decision making is typically described as , which is a view that is too simplistic.a.deciding wh

14、at is correctb.putting preferences on paperc.choos ing among alter nativesd.processing information to completion37.A series of eight steps that beg ins with ide ntify ing a problem and con cludes with evaluat ing thedecision s effectivenesthe .a.decision-making processb.man agerial processc.maximin

15、styled.boun ded rati on ality approach38. is the existenee of a discrepancy between an existing and a desired state ofaffairs.a.An opport unityb.A solutionc.A weaknessd.A problem39.In identifying the problem, a manager .pares the current state of affairs with where they would like to beb.expects pro

16、blems to be defined by neon lightsc.looks for discrepancies that can be postponedd.will not act when there is pressure to make a decision40.Which of the followi ng stateme nts is true concerning problem ide ntificati on?a.Problems are gen erally obvious.b.A symptom and a problem are basically the sa

17、me.c.Well-trai ned man agers gen erally agree on what is con sidered a problem.d.The problem must be such that it exerts some type of pressure on the manager to act.41.What is the second step in the decision-making process?a.identifying decision criteriab.allocating weights to the criteriac.an alyz

18、ing alter nativesd.identifying a problem42.To determ ine the , a man ager must determ ine what is releva nt or importa nt toresol ving the problem.a.geocentric behavior neededb.nu mber of allowable alter nativesc.weighting of decision criteriad.decision criteria43.What is the third step in the decis

19、ion-making process?a.allocating weights to the criteriab.an alyz ing the alter nativesc.select ing the best alter natived.impleme nting the alter native44.If all criteria in the decision making are equal, weighting the criteria .a.improves decision making when large numbers of criteria are invoIvedb

20、.is not neededc.produces excellent decisionsd.improves the criteria45.In allocating weights to the decision criteria, which of the following is helpful to remember?a.All weights must be the same.b.The total of the weights should sum to 1.0.c.Every factor criterion considered, regardless of its impor

21、tanee, must receive some weighting.d.Assign the most important criterion a score, and then assign weights against that standard.46.What is the step where a decisi on maker wan ts to be creative in coming up with possible alter native?a.allocating weights to the criteriab.an alyz ing alter nativesc.d

22、evelop ing alter nativesd.identifying decision criteria47.When an alyz ing alter natives, what becomes evide nt?a.the stre ngths and weak nesses of each alter nativeb.the weight ing of alter nativesc.the list of alter nativesd.the problem48.Whe n develop ing alter natives in the decisi on-mak ing pr

23、ocess, what must a man ager do?a.list alter nativesb.evaluate alter nativesc.weight alter nativesd.impleme nt alter natives49.Selecti ng an alter native in the decisi on-mak ing process is accomplished by a.choos ing the alter native with the highest scoreb.choosing the one you like bestc.selecti ng

24、 the alter native that has the lowest priced.selecti ng the alter native that is the most reliable50.In Step 6 of the decisi on-mak ing process, each alter native is evaluated by apprais ing it aga inst thea.subjective goals of the decision makerb.criteriac.assessed valuesd.implementation strategy51

25、. in cludes conveying a decisi on to those affected and gett ing their commitme nt to it.a.Select ing an alter nativeb.Evaluating the decision effectivenessc.Impleme nting the alter nativesd.An alyz ing alter natives52.Which of the followi ng is importa nt in effectively impleme nting the chose n al

26、ter native in the decisi on-mak ing process?a.getting upper-management supportb.double-checking your analysis for potential errorsc.allowing those impacted by the outcome to participate in the processd.ignoring criticism concerning your chose n alter native53.The final step in the decision-making pr

27、ocess is to .a.pick the criteria for the next decisionb.reevaluate the weightings of the criteria until they indicate the correct outcomec.evaluate the outcome of the decisiond.reassign the ratings on the criteria to find different outcomes54.Which of the following is important to remember in evalua

28、ting the effectivenessof the decisionmaking process?a.You should ignore criticism concerning the decision-making process.b.You may have to start the whole decision process over.c.You will have to restart the decision-making process if the decision is less than 50 percent effective.d.Ninety percent o

29、f problems with decision making occur in the implementation step.THE MANAGER AS DECISION MAKER55.Managers are assumed to be ; they make consistent, value-maximizing choiceswithin specified con strai nts.a.rationalb.leadersc.organizedd.satisficers56.It is assumed that a perfectly rational decision ma

30、ker .a.does not follow rational assumptionsb.does not consider value maximizing as an objectivec.offers inconsistent decisionsd.would be objective and logical57.Managers can make rational decisions if .a.the problem is ambiguousb.the goals are unclearc.the alter natives are limitedd.time constraints

31、 exist58.Which of the followi ng is not_ a valid assumpti on about rati on ality?a.The problem is clear and unambiguous.b.A single, well-defined goal is to be achieved.c.Preferences are clear.d.Preferences are constantly changing.59.When man agers circumve nt the rati onal decisi on-mak ing model an

32、d find ways to satisfice, they arefollowi ng the con cept of .a.jurisprudeneeb.boun ded rati on alityc.least-squared exemptionsd.self-motivated decisions60.Because man agers can tpossibly an a lyze all in formati on on all alter natives, man agers , rather tha n .a.maximize; satisficeb.maximize; minimizec.satisfice; minimized.sa