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| 1 | |
Any nonroutine opportunity in which employees must search for alternative solutions is called: |
| | A) | a nonprogrammed decision. |
| | B) | satisfacing. |
| | C) | an implicit favourite. |
| | D) | postdecisional justification. |
| | E) | escalation of commitment. |
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| 2 | |
What decision making process allows people to select the preferred solution without the need to identify or evaluate alternative choices? |
| | A) | Scenario planning |
| | B) | Programmed decision |
| | C) | Escalation of commitment |
| | D) | Satisficing |
| | E) | Systematic evaluation |
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| 3 | |
According to the rational choice decision making process, what should occur immediately after identifying the problem? |
| | A) | Develop alternative solutions |
| | B) | Choose the best alternative |
| | C) | Choose the best decision process |
| | D) | Evaluate decision outcomes |
| | E) | None of the above |
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| 4 | |
A conscious process of making choices among one or more alternatives with the intention of moving toward some desired state of affairs is: |
| | A) | a problem. |
| | B) | decisionmaking. |
| | C) | an opportunity. |
| | D) | a symptom. |
| | E) | diagnostic skill. |
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| 5 | |
A deviation between the current and the desired situation is: |
| | A) | expected utility. |
| | B) | feedback. |
| | C) | an emotion. |
| | D) | a problem. |
| | E) | rational choice. |
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| 6 | |
The rational choice model of decision making is often NOT used because: |
| | A) | it ignores the fact that emotions also influence the decisionmaking process. |
| | B) | people cannot or will not process the large amount of information needed to identify the best solution. |
| | C) | people have difficulty recognizing when their choices have failed. |
| | D) | people have difficulty recognizing problems. |
| | E) | all of the above. |
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| 7 | |
The argument that people process limited and imperfect information and rarely select the best choice is referred to as: |
| | A) | maximization. |
| | B) | implicit favourite. |
| | C) | intuition. |
| | D) | bounded rationality. |
| | E) | scenario planning. |
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| 8 | |
In contrast to the rational choice model of decision making, organizational scholar, Herbert Simon argued that people process limited and imperfect information. Herbert Simon was suggesting that people engage in: |
| | A) | maximization. |
| | B) | scenario planning. |
| | C) | bounded rationality. |
| | D) | intuition. |
| | E) | self-justification. |
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| 9 | |
Which of the following refers to the tendency to select a solution that is “good enough” rather than “the best”? |
| | A) | Post-decisional justification |
| | B) | Satisficing |
| | C) | Selective attention |
| | D) | Evaluation apprehension |
| | E) | Maximizing |
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| 10 | |
Which of the following refers to the ability to know when a problem or opportunity exists and to select the best course of action without conscious reasoning? |
| | A) | Satisficing |
| | B) | Tacit knowledge |
| | C) | Intuition |
| | D) | Selective attention |
| | E) | Post-decisional justification |
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| 11 | |
The perceptual distortion that involves justifying choices by unconsciously inflating the quality of the selected option and deflating the quality of the discarded option is: |
| | A) | scenario planning. |
| | B) | post-decisional justification. |
| | C) | intuition. |
| | D) | escalation of commitment. |
| | E) | prospect theory. |
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| 12 | |
Which of these is the tendency to repeat an apparently bad decision or allocate more resources to a failing course of action? |
| | A) | Programmed decision |
| | B) | Satisficing |
| | C) | Selective attention |
| | D) | Post-decisional justification |
| | E) | Escalation of commitment |
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| 13 | |
Separating decision choosing from decision evaluation tends to: |
| | A) | minimize escalation of commitment. |
| | B) | increase satisficing. |
| | C) | discourage intuition. |
| | D) | increase the use of programmed decision-making. |
| | E) | decrease satisficing. |
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| 14 | |
Employee involvement in decision making includes all of the following, EXCEPT: |
| | A) | potentially improves decision quality. |
| | B) | ensures others in the organizations are alerted to customer problems. |
| | C) | strengthens employee commitment to the decision. |
| | D) | improves the likelihood of choosing the best alternative. |
| | E) | reduces perceptions of fairness. |
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| 15 | |
The best level of employee involvement depends on: |
| | A) | the decision structure. |
| | B) | source of decision knowledge. |
| | C) | decision commitment. |
| | D) | risk of conflict. |
| | E) | all of the above. |
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| 16 | |
Creativity potentially improves which stage in the decisionmaking process? |
| | A) | Identification of problems or opportunities |
| | B) | Developing alternative solutions |
| | C) | Implementing the selected alternative |
| | D) | All of the above |
| | E) | Only ‘a’ and ‘b’ |
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| 17 | |
Which of these represent the correct sequence of stages in the creativity model? |
| | A) | Preparation, incubation, insight, and verification. |
| | B) | Insight, preparation, incubation, and verification. |
| | C) | Insight, verification, incubation, and preparation. |
| | D) | Incubation, insight, preparation, and verification. |
| | E) | Incubation, verification, insight, and preparation. |
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| 18 | |
The experience of suddenly becoming aware of a unique idea refers to: |
| | A) | preparation. |
| | B) | incubation. |
| | C) | insight. |
| | D) | verification. |
| | E) | termination. |
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| 19 | |
An activity to improve creativity and decisionmaking is: |
| | A) | upholding the problem. |
| | B) | defining opportunities. |
| | C) | recognizing threats. |
| | D) | cross-pollination. |
| | E) | corporate restructuring. |
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