MGT 3301 Management question bank

Question
56.Ryan is a manager at Dream Catchers. Dream Catchers is currently operating in an environment of high uncertainty. As a result, Ryan will

a.

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likely be making programmed decisions.

b.

probably have an easy time generating alternatives.

c.

probably have a difficult time generating alternatives.

d.

likely rely on the classical model of decision making.

e.

wait until environment becomes certain.

57. Once the desired alternative is developed, it should be

a.

analyzed.

b.

evaluated.

c.

selected.

d.

recognized.

e.

identified.

58. Which of the following refers to the willingness to undertake risk with the opportunity to increase one’s return?

a.

Tunnel vision

b.

Risk propensity

c.

Risk averse

d.

Thrill seeking

e.

Ineffective investment philosophy

59. The ____ step in the decision making process involves using managerial, administrative, and persuasive abilities to translate the chosen alternative into action.

a.

recognition

b.

analysis

c.

evaluation

d.

implementation

e.

feedback

60. Feedback is important because

a.

decision making is a continuous process.

b.

it provides decision-makers with new information.

c.

it helps determine if a new decision needs to be made.

d.

it provides decision-makers with new information and it helps determine if a new decision needs to be made.

e.

all of these.

61. Genna is collecting data on how well the organization has done since their new strategy was implemented. She is in what stage of the managerial decision making process?

a.

The generation of alternatives

b.

Implementation of the chosen alternative

c.

Evaluation and feedback

d.

Recognition of the decision requirement

e.

Selection of desired alternative

62. Which style is used by people who prefer simple, clear-cut solutions to problems?

a.

Behavioral

b.

Conceptual

c.

Directive

d.

Analytical

e.

Classical

63. Personal ____ style refers to differences among people with respect to how they perceive problems and make decisions.

a.

risk taking

b.

behavior

c.

decision

d.

strategic

e.

analysis

64. Managers are considered as having ____ style, when they like to consider complex solutions based on as much data as they can gather.

a.

behavioral

b.

conceptual

c.

directive

d.

analytical

e.

classical

65. Which of these styles is adopted by managers having a deep concern for others as individuals?

a.

Behavioral

b.

Classical

c.

Analytic

d.

Logical

e.

Conceptual

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

a.

classical

b.

analytic

c.

logical

d.

behavioral ANS

e.

conceptual

:

67. All of the following are cognitive biases that can affect manager’s judgment EXCEPT

a.

being influenced by initial impressions.

b.

justifying past decisions.

c.

seeing what you don’t want to see.

d.

perpetuating the status quo.

e.

overconfidence.

68. The ability to make ____ decisions is a critical skill in today’s fast-moving organizations.

a.

fast

b.

widely supported

c.

high-quality

d.

frequent

e.

all of these

:

69. According to Spotlight on Skills in Chapter 6, which of the following is not an idea for applying evidence-based decision making?

a.

Demand evidence.

b.

Perform secondary research.

c.

Do a postmortem review.

d.

Balance decisiveness and humility.

e.

Practice the five whys.

:

70. Which of the following defines a technique that uses a face-to-face group to spontaneously suggest a broad range of alternatives for decision making?

a.

Brainstorming

b.

Groupthink

c.

Point-counterpoint

d.

Brainwriting

e.

Devil’s advocate

:

71. The ____ is the individual who is assigned the role of challenging assumptions made by the group.

a.

group gadfly

b.

multiple advocate

c.

devil’s advocate

d.

brainstormer

e.

inferior member

72. Which of the following is a decision-making technique in which people are assigned to express competing points of view?

a.

Point-counterpoint

b.

Devil’s advocate

c.

Debate

d.

Groupthink

e.

Brainwriting

73. The tendency of organizations to invest time and money in a solution despite strong evidence that is not appropriate is referred to as

a.

technological decisions.

b.

collective intuition.

c.

decision learning.

d.

team delay.

e.

escalating commitment.

74. At the start of every shift, Carl, a delivery truck driver, plans out his route based on the addresses that he will be visiting to drop off packages. This can best be described as what kind of decision?

a.

Programmed

b.

Nonprogrammed

c.

Wicked

d.

Administrative

e.

Intuitive

75. The four positions on the possibility of failure scale include certainty, risk, ambiguity, and:

a.

Uncertainty

b.

Conflict

c.

Necessity

d.

Indecision

e.

Possibility

76. ________ decisions are associated with conflicts over goals and decision alternatives, rapidly changing circumstances, fuzzy information, and unclear links among decision elements.

a.

Nonprogrammed

b.

Programmed

c.

Wicked

d.

Conventional

e.

Irrational

77. During the fallout of the global financial crisis of the late 2000s, finance companies had to make important decisions in a highly ambiguous environment. The decision to buyout failed banks could best be described as what type of decision?

a.

Bounded

b.

Programmed

c.

Conventional

d.

Wicked decision problem

e.

Irrational decision

78. The growth of quantitative decision techniques that use computers has expanded the use of which decision-making approach?

a.

Administrative

b.

Classical

c.

Intuitive

d.

Political

e.

Bureaucratic

:

79. Rodney doesn’t always realize that within his role as an air traffic controller, he must continuously perceive and process information based on knowledge and experience that he is not consciously aware of. This describes what type of decision-making?

a.

Administrative

b.

Right-brained

c.

Satisficing

d.

Rational

e.

Intuitive

80. The __________ model of decision-making is useful for making nonprogrammed decisions when conditions are uncertain, information is limited, and there are managerial conflicts about what goals to pursue or what course of action to take.

a.

Classical

b.

Functional

c.

Bureaucratic

d.

Political

e.

Administrative

81. Jefferson Inc. is an information technology consulting firm located in Washington D.C. Decisions at Jefferson are complex and involve many people, with a significant amount of disagreement and conflict. Which decision-making model fits best for this organization?

a.

Political

b.

Functional

c.

Classical

d.

Administrative

e.

Bureaucratic

82. When managers ask questions such as “What is the state of disequilibrium affecting us?”, they are in which stage of the managerial decision-making process?

a.

Selection of a desired alternative

b.

Development of alternatives

c.

Diagnosis and analysis of causes

d.

Recognition of decision requirement

e.

Evaluation and feedback

83. When quality control measures at the local tire plant were found to be inadequate, managers were asking themselves, “How did this occur?” and “What is the result?” The company is in which stage of the managerial decision-making process?

a.

Selection of a desired alternative

b.

Development of alternatives

c.

Diagnosis and analysis of causes

d.

Recognition of decision requirement

e.

Evaluation and feedback

84. Research has identified four major decision styles. These include all of the following EXCEPT:

a.

Behavioral

b.

Conceptual

c.

Analytical

d.

Authoritative

e.

Directive

85. Finance managers at Big Bend Inc. made a financial blunder when they solely looked at the previous year’s sales to estimate sales for the coming year. This is an example of which management bias?

a.

Being influenced by emotions

b.

Perpetuating the status quo

c.

Seeing what you want to see

d.

Justifying past actions

e.

Being influenced by initial impressions

86. When managers base decisions on what has worked in the past and fail to explore new options, they are:

a.

Perpetuating the status quo

b.

Being influenced by emotions

c.

Being overconfident

d.

Justifying past actions

e.

Seeing what they want to see

87. As a top manager, Joanna works with others within her team every day in making important corporate decisions. Her preferred decision-making approach is to generate as many alternatives to problems as possible in a short amount of time. This approach is referred to as:

a.

Groupthink

b.

Devil’s advocacy

c.

Point-counterpoint

d.

Escalating commitment

e.

Brainstorming

88. __________refers to the tendency of people in groups to suppress contrary opinions.

a.

Point-counterpoint

b.

Groupthink

c.

Devil’s advocacy

d.

Escalating commitment

e.

Brainstorming

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