罗宾斯管理学练习题

1、Chapter 6 Decision-Making: The Essence of the Managers JobTrue/False QuestionsA MANAGERS DILEMMA1.According to the company profile in “A Managers Dilemma,” Harley Davidson was mentioned as a major competitor to Connondale Corporation.False (easy)2.The type of decision facing Mario Galasso in the fea

2、tured box, “A Managers Dilemma,” can be described as a nonprogrammed decision.True (moderate)THE DECISION-MAKING PROCESS3.A discrepancy between an existing and a desired state of affairs is an opportunity.False (moderate)4.The first step in the decision-making process is identifying a problem.True (

3、easy)5.The final step in the decision-making process is implementing the chosen alternative.False (moderate)6.It is possible at the end of the decision-making process that you may be required to start the decision process over again.True (easy)7.The price of a particular computer brand is a possible

4、 decision criterion.True (moderate)8.A decision criterion defines what is relevant in a decision.True (moderate)9.The step in the decision-making process that involves choosing a best alternative is termed implementation.False (moderate)THE MANAGER AS DECISION MAKER10.Decision-making is synonymous w

5、ith managing.True (easy)11.Managerial decision-making is assumed to be rational.True (moderate)12.One assumption of rationality is that we cannot know all of the alternatives.False (difficult)13.Accepting solutions that are "good enough" is termed satisfying.False (easy)14.Managers tend to

6、 operate under assumptions of bounded rationality.True (moderate)15.Managers regularly use their intuition in decision-making.True (easy)16.Rational analysis and intuitive decision-making are complementary.True (moderate)17.A policy is an explicit statement that tells a manager what he or she ought

7、or ought not to do.False (moderate)18.Programmed decisions tend to be repetitive and routine.True (easy)19.Rules and policies are basically the same.False (moderate)20.Nonprogrammed decisions are unique and nonrecurring.True (moderate)21.Most managerial decisions in the real world are fully nonprogr

8、ammed.False (easy)22.Organizational efficiency is facilitated by the use of programmed decision-making.True (moderate)23.The ideal situation for making decisions is low risk.False (moderate)24.Risk is a situation in which a decision maker has neither certainty nor reasonable probability estimates.Fa

9、lse (difficult)25.An optimistic manager will follow a maximin approach.False (moderate)26.People who have a low tolerance for ambiguity and are rational in their way of thinking are said to have a directive style.True (moderate)27.Decision makers with an analytic style have a much smaller tolerance

10、for ambiguity than do directive types.False (moderate)28.Individuals with a conceptual style tend to be very broad in their outlook and will look at many alternatives.True (moderate)29.Behavioral-style decision makers work well with others.True (easy)MANAGING WORKFORCE DIVERSITY30.According to the b

11、oxed feature, “Managing Workforce Diversity,” diverse employees tend to make decisions faster than a homogeneous group of employees.False (moderate)Multiple ChoiceA MANAGERS DILEMMA31.According to the company profile in ” A Managers Dilemma”, which of the following best describes the type of decisio

12、n Mark Galasso is faced with in the introduction of his companys new dirt bike?a. programmed decisionb. nonprogrammed (moderate)c. universald. unethicale. orthodox32.All of the following are mentioned as major competitors of Connondale Corporation according to the company profile in “A Managers Dile

13、mma” EXCEPT:a. Yamahab. Suzukic. Harley Davidson (easy)d. Kawasakie. HondaTHE DECISION-MAKING PROCESS33.Decision-making is (simplistically) typically described as which of the following?a.deciding what is correctb.putting preference on paperc.choosing among alternatives (moderate)cessing inform

14、ation to completione.the end result of data collection34.A series of eight steps that begins with identifying a problem and decision criteria and allocating weights to those criteria; moves to developing, analyzing, and selecting an alternative that can resolve the problem; implements the alternativ

15、e; and concludes with evaluating the decision's effectiveness is the _.a.decision-making process. (easy)b.managerial process.c.maximin style.d.bounded rationality approach.e.legalistic opportunism process.35.The first step in the decision-making process is which of the following?a.developing dec

16、ision criteriab.allocating weights to the criteriac.analyzing alternativesd.identifying a problem (moderate)e.implementing the decision's effectiveness36."A discrepancy between an existing and a desired state of affairs" describes which of the steps in the decision-making process?a.cri

17、teria weight allocationb.analysis of blem identification (difficult)d.decision effectiveness evaluatione.decision criteria identification37.Which of the following statements is true concerning problem identification?a.Problems are generally obvious.b.A symptom and a problem are basi

18、cally the same.c.Well trained managers generally agree on what is considered a problem.d.The problem must be such that it exerts some type of pressure for the manager to act. (moderate)e.To be considered a problem, managers must be aware of the discrepancy but not have the resources necessary to tak

19、e action.38.Which of the following must be present in order to initiate the decision-making process?a.plenty of timeb.pressure to act (moderate)c.a lack of authorityd.a lack of resourcese.environmental certainty39.Managers aren't likely to characterize something as a problem if they perceive _.a

20、.they don't have authority to act. (difficult)b.pressure to act.c.a discrepancy.d.they have sufficient resources.e.they have budgetary authority.40.If a manager was purchasing a computer system, issues such as price and model are examples of which part of the decision-making process?blem id

21、entificationb.criteria weight allocationc.identifying decision criteria (difficult)d.evaluating decision effectivenesse.implementing the alternative41.Which of the following is the step in the decision-making process that follows identifying a problem and decision criteria?a.allocating weights to th

22、e criteria (moderate)b.analyzing the alternativesc.selecting the best alternatived.implementing the alternativee.evaluating the decision's effectiveness42.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 t

23、he weights should sum to 1.0.c.Every factor criterion considered, regardless of its importance, must receive some weighting.d. Assign the most important criterion a score, and then assign weights against that standard. (difficult)e.The most important and least important criteria should receive the i

24、nverse weighting standard.43.In step six of the decision-making process, each alternative is evaluated by appraising it against the _.a.subjective goals of the decision maker.b.criteria. (moderate)c.assessed values.d.implementation strategy.e.discrepancy status.44.Selecting an alternative in the dec

25、ision-making process is accomplished by _.a.choosing the alternative with the highest score. (easy)b.choosing the one you like best.c.selecting the alternative that has the lowest price.d.selecting the alternative that is the most reliable.e.choosing the alternative you think your boss would prefer.

26、45._ includes conveying a decision to those affected and getting their commitment to it.a.Selecting an alternativeb.Evaluation of decision effectivenessc.Implementation of the alternatives (moderate)d.Analyzing alternativese.Developing alternatives46.Which of the following is important in effectivel

27、y implementing the chosen alternative in the decision-making process?a.getting upper management supportb.double checking your analysis for potential errorsc.allowing those impacted by the outcome to participate in the process (moderate)d.ignoring criticism concerning your chosen alternativee.impleme

28、nting your chosen alternative quickly47.Which of the following is the final step in the decision-making process?a.identifying the problemb.evaluating the decision's effectiveness (easy)c.identifying decision criteriad.selecting an alternative that can resolve the probleme.allocating weights to a

29、lternatives.48.Which of the following is important to remember in evaluating the effectiveness of the decision-making process?a.Ignore criticism concerning the decision-making.b.You may have to start the whole decision process over. (difficult)c.Restart the decision-making process if the decision is

30、 less than 50% effective.d.90% of problems with decision-making occur in the implementation step.e.Keep track of problems with the chosen alternative, but only change those issues that upper management demand.THE PERVASIVENESS OF DECISION MAKING49.Decision-making is synonymous with _.a.managing. (ea

31、sy)anizing.50.Which of the following is not a "planning" decision?a.What are the organization's long-term objectives?b.What strategies will best achieve those objectives?c.How many subordinates should I have report directly to me? (moderate)d.Wha

32、t should the organization's short-term objectives be?e.How difficult should individual goals be?51.Which of the following is not an "organizing" decision?a.What are the organization's long-term objectives? (moderate)b.How many employees should I have report directly to me?c.How sho

33、uld jobs be designed?d.How much centralization should there be in the organization?e.When should the organization implement a different structure?52.Which of the following is not a "leading" decision?a.How do I handle employees who appear to be low in motivation?b.What is the most effectiv

34、e leadership style in a given situation?c.How will a specific change affect worker productivity?d.When is the right time to stimulate conflict?e.How should jobs be designed? (moderate)53.Which of the following is not a "controlling" decision?a.What activities in the organization need to be

35、 controlled?b.How should those activities be controlled?c.When is a performance deviation significant?d.When is the right time to stimulate conflict? (moderate)e.What type of management information system should the organization have?THE MANAGER AS DECISION MAKER54.Managers are assumed to be _; they

36、 make consistent, value-maximizing choices within specified constraints.a.rational (easy)grammed55.Rational managerial decision-making assumes that decisions are made in the best _ interests of the organization.a.economic (moderate)b.payoffc.statisticald.revenue

37、e.budgetary56.Which of the following is true about managerial rational decision-making?a.Most decisions managers face allow for rational decision-making.b.Managers can make rational decisions if provided the right set of assumptions. (difficult)c.Rational decision-making is always possible if the go

38、als are clear and straightforward.d.Time pressure forces managers into rational decision-making.e.Rational decision-making is generally possible when the decision involves "things" but not people.57.Which of the following is not a valid assumption about rationality?a.The problem is clear a

39、nd unambiguous.b.A single well-defined goal is to be achieved.c.Preferences are clear.d.Preferences are constantly changing. (difficult)e.No time or cost constraints exist.58.In "bounded rationality," managers construct _ models that extract the essential features from problems.a.multipleb

40、.eractived.simplified (difficult)e.past59.According to the text, because managers cant possibly analyze all information on all alternatives, managers _, rather than _.a. maximize; satisficeb. maximize; minimizec. satisfice; minimized. satisfice; maximize (moderate)60.The type of decision

41、-making in which the solution is considered "good enough" is known as which of the following?uitionb.rationalc.maximizingd.satisficing (moderate)e."gut feeling"61.When a decision-maker chooses an alternative under perfect rationality, she chooses a _ decision, while under bo

42、unded rationality she chooses a _ decision.a.minimizing; satisfyingb.satisficing; maximizingc.maximizing; satisficing (difficult)d.maximizing; minimizinge.minimizing; maximizing62.An increased commitment to a previous decision despite evidence that it may have been wrong is referred to as _.a. econo

43、mies of commitmentb. escalation of commitment (moderate)c. dimensional commitmentd. expansion of commitment63.An unconscious process of making decisions on the basis of experience and accumulated judgment is _ uitive (easy)grammed64.According

44、 to the text, all of the following are aspects of intuition EXCEPT:a. experienced-based decisionsb. affect-initiated decisionsc. cognitive-based decisionsd. values or ethics-based decisionse. programmed decisions (easy)65.According to the text, _ are straightforward, familiar, and easily defined pro

45、blems.a. poorly-structured problemsb. well-structured problems (moderate)c. unique problemsd. non-programmed problemse. programmed problems66.Well-structured problems align well with which type of decision-making?grammed (moderate)uitiond."gut feeling"e."garbage

46、 can" approach67.The most efficient way to handle well-structured problems is through _ grammed (moderate)68._ decision-making is relatively simple and tends to rely heavily on previous solutions.a.Nonprogrammedb.Linearc.Satisficingd.I

47、ntegrativee.Programmed (moderate)69.Programmed decision-making tends to rely on which of the following?a.the problem solver's ability to think on his/her feetb.the development of a clear set of alternative solutionsc.previous solutions (easy)d.identification of the actual probleme.accurate weigh

48、ting of the decision criteria70.A _ is a series of interrelated sequential steps that a manager can use for responding to a structured cedure (easy)b.rulec.policyd.systeme.solution71.A _ is an explicit statement that tells a manager what he or she ought or ought not to cedureb.p

49、olicyc.rule (moderate)d.solutione.system72.A _ provides guidelines to channel a manager's thinking in a specific direction.a.systemb.rulec.solutiond.policy (moderate)cedure73.Which of the following factors contrasts the difference between a policy and a rule?a.a policy establishes parameter

50、s (difficult)b.a rule establishes parametersc.a policy is more explicitd.a rule is more ambiguouse.a policy leaves little to interpretation74.According to the text, a _ typically contains an ambiguous term that leaves interpretation up to the decision maker.a.systemb.rulec.solutiond.policy (moderate

51、)cedure75.A business school's statement that it "strives for productive relationships with local organizations," is an example of a _.a.rule.b.policy. (moderate)mitment.e.contract.76.Which of the following is a characteristic of poorly-structured problems?a.They a

52、re typical.b.They tend to be rehashed problems from the organization.c.Information is straightforward.d.They tend to have incomplete or ambiguous information. (difficult)e.They are fast breaking in nature.77.When problems are _, managers must rely on _ in order to develop unique solutions.a. well-st

53、ructured; nonprogrammed decision makingb. well-structured; pure intuitionc. poorly-structured; nonprogrammed decision making (moderate)d. poorly-structured; programmed decision making78.Which of the following terms is associated with nonprogrammed decisions?a.unique (moderate)b.recurringc.routined.r

54、epetitivee.well-defined79.Lower-level managers typically confront what type of decision-making?grammed (moderate)d.nonprogrammede.nonrepetitive80.What type of decision-making facilitates organizational efficiency?grammed (difficult)81.Which of the following is an accurate statement concerning the imp