Home » Management question bank

Management question bank

TRUE/FALSE

Save Time On Research and Writing
Hire a Pro to Write You a 100% Plagiarism-Free Paper.
Get My Paper

1. Decision making is easy, given that everybody
makes decisions everyday.

2. Decision-making must not be done amid
ever-changing factors, unclear information, and conflicting points of view.

3. A decision is a choice made from available
alternatives.

4. Programmed decisions are decisions that are
made for situations that have occurred often in the past and allow decision
rules to be developed to guide future decisions.

Save Time On Research and Writing
Hire a Pro to Write You a 100% Plagiarism-Free Paper.
Get My Paper

5. Two classifications of management decisions
are programmed and structured.

6. Two employees in Stacey’s department quit
which is normal for her department. She is faced with the decision to fill
these positions. This would be considered a nonprogrammed decision.

7. Gerald’s Groceries and Marty’s Market decided
to merge their operations. This would be considered a nonprogrammed decision.

8. WorldCom, a telecommunications company,
decided to buy Skytel in 1999. This would be considered a programmed decision.

9. Uncertainty means that a decision has
clear-cut goals, and that good information is available, but the future
outcomes associated with each alternative are subject to chance.

10. The main difference between risk and uncertainty is that with risk
you know the probabilities of the outcomes.

11. Uncertainty is by far the most difficult decision situation.

12. A situation where the goals to be achieved or the problem to be
solved is unclear, alternatives are difficult to define, and information about
outcomes is unavailable refers to ambiguity.

13. The classical decision making model assumes that the
decision-maker is rational, and makes the optimal decision each time.
:

14. Normative means it defines how a decision maker should make
decisions.

15. The political model represents an “ideal” model of
decision making that is often unattainable by real people in real
organizations.

16. The administrative model of decision making describes how managers
actually make decisions in difficult situations.

17. Normative decision theory recognizes that managers have only
limited time and cognitive ability and therefore their decisions are
characterized by bounded rationality.

18. Satisficing behavior occurs when we choose the first solution
alternative that satisfies minimal decision criteria regardless of whether
better solutions are expected to exist.

19. The administrative model is considered to be normative.

20. Goals often are vague, conflicting, and lack consensus among
managers, according to the administrative model of decision making.

21. According to the administrative model of decision making,
managers’ searches for alternatives are limited because of human, information,
and resource constraints.

22. Intuition is a quick apprehension of a decision situation based on
past experience but without conscious thought.

23. According to both research and managerial experience, intuitive
decisions are best and always work out.

24. Managers need to take a balanced approach for effective decision
making.

25. According to the New Manager Self-Test, linear means to use
primarily intuition to make decisions; nonlinear means using logical
rationality to make decisions.

26. The process of forming alliances among managers is called
coalition building.

27. The administrative model closely resembles the real environment in
which most managers and decision makers operate.

28. The political model consists of vague problems and goals, limited
information about alternatives and their outcomes, and a satisficing choice for
resolving problems using intuition.

29. Nonprogrammed decisions require six steps, however, programmed
decisions being structured and well understood require only one step.

30. Managers confront a decision requirement in the form of either a
problem or an opportunity.

31. Once the problem or opportunity has been recognized and analyzed,
the decision-maker should implement the alternative.

32. Step one in the managerial decision-making process is recognition
of decision requirement.

33. For a non-programmed decision, feasible alternatives are hard to
identify and in fact are already available within the organization’s rules and
procedures.

34. For decisions made under conditions of low uncertainty, managers
may develop only one or two custom solutions that will satisfice for handling
the problem.

35. The best alternative is the one in which the solution best fits
the overall goals and values of the organization and achieves the desired
results using the fewest resources.

36. The formulation stage involves the use of managerial,
administrative, and persuasive abilities to ensure that the chosen alternative
is carried out.

37. Risk propensity refers to the willingness to undertake risk with
the opportunity of gaining an increased payoff.

38. Feedback provides decision-makers with information that can
precipitate a new decision cycle.

39. In the implementation stage, decision makers gather information
that tells them how well the decision was implemented and whether it was
effective in achieving its goals.

40. Feedback is the part of monitoring that assesses whether a new
decision needs to be made.

41. People who prefer simple, clear-cut solutions to problems use the
directive style.

42. Managers with an analytical decision style like to consider
complex solutions based on as much data as they can gather.

43. The behavioral style is often adopted by managers who like to
consider complex solutions based on as much data as they can gather.

44. The most effective managers are consistent in using their own
decision style rather than shifting among styles.

45. Most bad decisions are errors in judgment that originate in the
human mind’s limited capacity and in the natural biases of the manager.

46. Justifying past decisions is a common bias of managers.

47. The rapid pace of today’s business environment requires only top
management to make decisions and have the information, skills, and freedom they
need to respond immediately to problems and questions.

48. Most people underestimate their ability to predict uncertain
outcomes.

49. Brainstorming uses a face-to-face interactive group to
spontaneously suggest a wide range of alternatives for decision making.

50. Interestingly, major decisions in the business world are commonly
made by an individual.

51. Devil’s advocate technique is similar to brainstorming in that
both techniques prevent individuals from challenging other group member’s
assumptions.

52. Brainwriting refers to the tendency of people in groups to suppress
contrary opinions.

53. Point-counterpoint is a decision-making technique in which people
are assigned to express competing points of view.

54. Decision making involves effort both before and after the actual
choice.

55. Making a choice is the most significant part of the
decision-making process.

56. In the real world, few decisions are certain.

57. A highly ambiguous situation can create what is sometimes called a
wicked decision problem.

58. The approach that managers use to make decisions usually falls
into one of three types – the classical model, the administrative model, and
the political model.

59. The growth of quantitative decision techniques that use computers
has reduced the use of the classical approach.

60. According to the classical model of decision making, managers’
searches for alternatives are limited because of human, information, and
resource constraints.

61. Good intuitive decision making is based on an ability to recognize
patterns at lightning speed.

62. The classical model of decision-making works best in organizations
that are made up of groups with diverse interests, goals, and values.

63. Administrative and political decision making procedures and
intuition have been associated with high performance in unstable environments
in which decisions must be made rapidly and under more difficult conditions.

64. Managers should be asking questions such as “What is the urgency
of the problem?” during the development of alternatives stage of managerial
decision-making.

65. Individuals with a conceptual decision-making style are more
socially oriented than those with an analytical style.

66. When managers look for information that supports their existing
instinct or point of view, avoiding information that contradicts it, they are
justifying past decisions.

67. Studies show that electronic brainstorming generates about 20
percent fewer ideas than traditional brainstorming.

68. Groupthink refers to the tendency of people in groups to suppress
contrary opinions.

69. One area where speed is not particularly crucial is when an
organization faces a crisis.CASE

Scenario – Vaughn Bately

Vaughn Bately manages a group of eight electrical engineers at
Defiance Designs. His team is highly trained and well respected by experts both
inside and outside the company. Recently one of Vaughn’s engineers suggested a
new technique for the development and use of an argon laser. There appeared to
be rich potential for this technology, but Vaughn wasn’t certain that
developing this technology was the best use of his limited resources. Vaughn
was facing a significant decision.

1. If Vaughn uses the classical model of
decision making, which of these assumptions would he reject?

a.

The decision maker is rational and
uses logic in assigning values and evaluating alternatives.

b.

The desired decision will maximize
attainment of organizational objectives.

c.

The decision-maker strives for
complete certainty, gathering complete information.

d.

Problems are precisely formulated and
defined.

e.

All of these are accepted.

2. If Vaughn uses the administrative model of
decision making, which of these assumptions would he reject?

a.

Decision-makers settle for a
satisficing rather than maximizing solution

b.

The search for alternatives is limited
because of information, human and resource constraints

c.

Rational procedures will normally lead
to the best solution in a complex organization

d.

Decision objectives are often vague,
conflicting, and lack consensus among managers

e.

All of these are accepted

3. Which of the following steps would Vaughn not
take in making his decision?

a.

Sense and recognize the decision
requirement

b.

Implement the chosen alternative

c.

Create a set of alternatives

d.

Diagnose and analyze problem causes

e.

All of these would be included

COMPLETION

1. A(n) ____________________ is a choice made
from available alternatives.
2. ____________________ is the process of
identifying problems and opportunities and then resolving them.

3. ____________________ decisions involve
situations that have occurred often enough to enable decision rules to be
developed and applied in the future.

4. ____________________ decisions are made in
response to situations that are unique, are poorly defined and largely
unstructured, and have important consequences for the organization.

5. ____________________ means that all the
information the decision-maker needs is fully available.

6. ____________________ means that a decision
has clear-cut goals and that good information is available, but the future
outcomes associated with each alternative are subject to chance.

7. Under conditions of ____________________,
managers know what goal they wish to achieve, but information about
alternatives and future events is incomplete.

8. ____________________ means that the goals to
be achieved or the problem to be solved is unclear, alternatives are difficult
to define, and information about outcomes is unavailable.

9. The ____________________ model of decision
making is based on economic assumptions.

10. A normative decision making model defines how a manager
____________________ make decisions.

11. In many respects, the ____________________ model represents an
“ideal” model decision-making and can’t usually be attained by real
people in real organizations.

12. The ____________________ model of decision making describes how
managers actually make decisions in difficult situations, such as those
characterized by nonprogrammed decision, uncertainty, and ambiguity.

:
13. The recognition that people have limits on how rational they can
be is known as ____________________.

14. ____________________ means that decision-makers choose the first
solution alternative that satisfies minimal decision criteria.

15. A(n) ____________________ approach describes how managers actually
make decisions, not how they should.

16. ____________________ represents a quick apprehension of a decision
situation based on past experience but without conscious thought.

17. ____________________ is the process of forming alliances among
managers.

18. A(n) ____________________ occurs when organizational
accomplishment is less than established goals.

19. ____________________ exists when managers see potential of
enhancing performance beyond current levels.

:
20. The step in the decision making process in which managers analyze
the underlying causal factors associated with the situation is called
____________________.

21. ____________________ is the willingness to undertake risk with the
opportunity of gaining an increased payoff.

22. The ____________________ stage involves the use of managerial,
administrative, and persuasive abilities to ensure that the chosen alternative
is carried out.

23. ____________________ is important because decision making is a
continuous, never ending process.

24. Differences among people with respect to how they perceive
problems and make decisions is called ____________________.

25. The ____________________ style is often the style adopted by
managers having a deep concern for others as individuals.

26. People with a(n) ____________________ style usually are concerned
with the personal development of others and may make decisions that help others
achieve their goals.

27. A(n) ____________________ is assigned the role of challenging the
assumptions and assertions made by the group.

SHORT ANSWER

1. List four of the eight questions Kepner and
Tregoe recommend that managers ask when diagnosing and analyzing causes.

2. List the three guidelines of innovative group
decision-making in today’s businesses.

ESSAY

1. Explain the difference between programmed and
nonprogrammed decisions and give an example of each.

2. Compare decision conditions of certainty,
risk, uncertainty, and ambiguity.

3. Briefly describe the assumptions underlying
the classical model of decision making.

4. Explain the four underlying assumptions of
the administrative model.

5. List and describe the four basic assumptions
of the political model.

6. What are the six steps in the managerial
decision making process?

7. Explain how a manager selects the desired
decision in the managerial decision making process.

8. Briefly describe the four major personal
decision styles.

Place your order
(550 words)

Approximate price: $22

Calculate the price of your order

550 words
We'll send you the first draft for approval by September 11, 2018 at 10:52 AM
Total price:
$26
The price is based on these factors:
Academic level
Number of pages
Urgency
Basic features
  • Free title page and bibliography
  • Unlimited revisions
  • Plagiarism-free guarantee
  • Money-back guarantee
  • 24/7 support
On-demand options
  • Writer’s samples
  • Part-by-part delivery
  • Overnight delivery
  • Copies of used sources
  • Expert Proofreading
Paper format
  • 275 words per page
  • 12 pt Arial/Times New Roman
  • Double line spacing
  • Any citation style (APA, MLA, Chicago/Turabian, Harvard)

Our guarantees

Delivering a high-quality product at a reasonable price is not enough anymore.
That’s why we have developed 5 beneficial guarantees that will make your experience with our service enjoyable, easy, and safe.

Money-back guarantee

You have to be 100% sure of the quality of your product to give a money-back guarantee. This describes us perfectly. Make sure that this guarantee is totally transparent.

Read more

Zero-plagiarism guarantee

Each paper is composed from scratch, according to your instructions. It is then checked by our plagiarism-detection software. There is no gap where plagiarism could squeeze in.

Read more

Free-revision policy

Thanks to our free revisions, there is no way for you to be unsatisfied. We will work on your paper until you are completely happy with the result.

Read more

Privacy policy

Your email is safe, as we store it according to international data protection rules. Your bank details are secure, as we use only reliable payment systems.

Read more

Fair-cooperation guarantee

By sending us your money, you buy the service we provide. Check out our terms and conditions if you prefer business talks to be laid out in official language.

Read more
Live Chat+1 763 309 4299EmailWhatsApp

We Can Handle your Online Class from as low as$100 per week