管理学第9版-练习题-附答案-6.doc
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1、Chapter 6 Decision Making: The Essence of the Managers JobTRUE/FALSE QUESTIONSTHE DECISIONMAKING 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. The fourt
2、h 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 decisionmaking process that involves choosing a best alternative is te
3、rmed 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 bounded rat
4、ionality.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 managerial decisions
6、 in the real world are fully nonprogrammed.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 situation in which a decision maker has neither certainty nor reasonable prob
7、ability 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 alternatives.25. Behavioralstyle decision makers work well with others.26. Most managers have characteristics of analytic decision makers.27. According to the boxed feature, “Managing Workforce Diversity,” diverse employees tend to make decision
9、s faster than a homogeneous group of employees.28. The anchoring effect describes when decision makers fixate on initial information as a starting point and then, once set, they fail to adequately adjust for subsequent information.29. The availability bias describes when decision makers try to creat
10、e meaning out of random events。30. The sunk cost error is when decision makers forget that current choices cannot correct the past.DECISION MAKING FOR TODAYS WORLD31. TODAYS BUSINESS WORLD REVOLVES AROUND MAKING DECISIONS, USUALLY WITH COMPLETE OR ADEQUATE INFORMATION, AND UNDER MINIMAL TIME PRESSUR
11、E.32. Managers need to understand cultural differences to make effective decisions in todays fastmoving world。33. According to the boxed feature, “Focus on Leadership,” when identifying problems, managers might be from a culture that is focused on problem solving, or their culture might be one of si
12、tuation acceptance.34. According to the boxed feature, “Focus on Leadership,” findings from studies by Geert Hofstede and from GLOBE researchers show that in high uncertainty avoidance countries, decision making tends to be based more on intuition than on formal analysis。35. Highly reliable organiza
13、tions (HROs) are easily tricked by their success。MULTIPLE-CHOICE QUESTIONSFor each of the following choose the answer that most completely answers the question。THE DECISIONMAKING PROCESS36. Decision making is typically described as _, which is a view that is too simplistic.a. deciding what is correc
14、tb. putting preferences on paperc. choosing among alternatives d. processing information to completion37. A series of eight steps that begins with identifying a problem and concludes with evaluating the decisions effectiveness is the _。a. decision-making processb. managerial processc. maximin styled
15、. bounded rationality approach38. _ is the existence of a discrepancy between an existing and a desired state of affairs.a. An opportunityb. A solutionc. A weaknessd. A problem 39. In identifying the problem, a manager _.a. compares the current state of affairs with where they would like to beb. exp
16、ects problems 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 following statements is true concerning problem identification?a. Problems are generally obvious.b. A symptom and a problem are basicall
17、y the same。c. Welltrained managers generally agree on what is considered 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.
18、 analyzing alternativesd. identifying a problem 42. To determine the _, a manager must determine what is relevant or important to resolving the problem。a. geocentric behavior neededb. number of allowable alternativesc. weighting of decision criteriad. decision criteria 43. What is the third step in
19、the decisionmaking process?a. allocating weights to the criteria b. analyzing the alternativesc. selecting the best alternatived. implementing the alternative44. If all criteria in the decision making are equal, weighting the criteria _.a. improves decision making when large numbers of criteria are
20、involvedb. 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, regardl
21、ess of its importance, 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 decision maker wants to be creative in coming up with possible alternative?a. allocating weights to the criteriab. analyzing a
22、lternatives c. developing alternativesd. identifying decision criteria47. When analyzing alternatives, what becomes evident?a. the strengths and weaknesses of each alternativeb. the weighting of alternativesc. the list of alternativesd. the problem48. When developing alternatives in the decision-mak
23、ing process, what must a manager do?a. list alternativesb. evaluate alternativesc. weight alternativesd. implement alternatives49. Selecting an alternative in the decision-making process is accomplished by _。 a. choosing the alternative with the highest scoreb. choosing the one you like bestc. selec
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