罗宾斯管理学第六章练习题

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 operate und

6、er 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 or ought not

7、 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 nonprogrammed.False

8、(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.False (difficu

9、lt)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 for ambiguit

10、y 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 boxed feature

11、, “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 decision Mark Galas

12、so 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 Dilemma” EXCEPT:

13、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 information to com

14、pletione.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 alternative; and concl

15、udes with evaluating the decisions 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 decision criteriab.a

16、llocating weights to the criteriac.analyzing alternativesd.identifying a problem (moderate)e.implementing the decisions effectiveness36.A discrepancy between an existing and a desired state of affairs describes which of the steps in the decision-making process?a.criteria weight allocationb.analysis

17、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 basically the same.c.Well trained mana

18、gers 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 take action.38.Which of the following

19、 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 arent likely to characterize something as a problem if they perceive _.a.they dont have authority to act. (diff

20、icult)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 identificationb.criteria weight allocationc.id

21、entifying 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 the criteria (moderate)b.analyzing the alterna

22、tivesc.selecting the best alternatived.implementing the alternativee.evaluating the decisions 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 the weights should sum to 1.0.c.Every factor crite

23、rion 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 inverse weighting standard.43.In step six of the d

24、ecision-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 decision-making process is accomplished by _.a.choos

25、ing 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.45._ includes conveying a decision to those affec

26、ted 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 effectively implementing the chosen alternative in the deci

27、sion-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.implementing your chosen alternative quickly47.Which of

28、the following is the final step in the decision-making process?a.identifying the problemb.evaluating the decisions effectiveness (easy)c.identifying decision criteriad.selecting an alternative that can resolve the probleme.allocating weights to alternatives.48.Which of the following is important to

29、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 less than 50% effective.d.90% of problems with decisi

30、on-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. (easy)anizing.50.

31、Which of the following is not a planning decision?a.What are the organizations long-term objectives?b.What strategies will best achieve those objectives?c.How many subordinates should I have report directly to me? (moderate)d.What should the organizations short-term objectives be?e.How difficult sho

32、uld individual goals be?51.Which of the following is not an organizing decision?a.What are the organizations long-term objectives? (moderate)b.How many employees should I have report directly to me?c.How should jobs be designed?d.How much centralization should there be in the organization?e.When sho

33、uld 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 effective leadership style in a given situation?c.How will a specific change affect worker productivity?d.When is

34、 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 controlled?b.How should those activities be controlled?c.When is a performance deviation significant?d.When is the r

35、ight 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 make consistent, value-maximizing choices within specified constraints.a.rational (easy)anizedd.satisf

36、grammed55.Rational managerial decision-making assumes that decisions are made in the best _ interests of the organization.a.economic (moderate)b.payoffc.statisticald.revenuee.budgetary56.Which of the following is true about managerial rational decision-making?a.Most decisions managers face

37、 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 goals are clear and straightforward.d.Time pressure forces managers into rational decision-making.e.Rational decision-m

38、aking 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 and unambiguous.b.A single well-defined goal is to be achieved.c.Preferences are clear.d.Preferences are constantly changing. (dif

39、ficult)e.No time or cost constraints exist.58.In bounded rationality, managers construct _ models that extract the essential features from eractived.simplified (difficult)e.past59.According to the text, because managers cant possibly analyze all information on all al

40、ternatives, managers _, rather than _.a. maximize; satisficeb. maximize; minimizec. satisfice; minimized. satisfice; maximize (moderate)60.The type of decision-making in which the solution is considered good enough is known as which of the following?uitionb.rationalc.maximizingd.satisficing (mo

41、derate)e.gut feeling61.When a decision-maker chooses an alternative under perfect rationality, she chooses a _ decision, while under bounded rationality she chooses a _ decision.a.minimizing; satisfyingb.satisficing; maximizingc.maximizing; satisficing (difficult)d.maximizing; minimizinge.minimizing

42、; maximizing62.An increased commitment to a previous decision despite evidence that it may have been wrong is referred to as _.a. economies of commitmentb. escalation of commitment (moderate)c. dimensional commitmentd. expansion of commitment63.An unconscious process of making decisions on the basis

43、 of experience and accumulated judgment is _ uitive (easy)grammed64.According to the text, all of the following are aspects of intuition EXCEPT:a. experienced-based decisionsb. affect-initiated decisionsc. cognitive-based decisionsd. values o

44、r ethics-based decisionse. programmed decisions (easy)65.According to the text, _ are straightforward, familiar, and easily defined problems.a. poorly-structured problemsb. well-structured problems (moderate)c. unique problemsd. non-programmed problemse. programmed problems66.Well-structured problem

45、s align well with which type of decision-making?grammed (moderate)uitiond.gut feelinge.garbage can approach67.The most efficient way to handle well-structured problems is through _ grammed (moderate)68._ decision-maki

46、ng is relatively simple and tends to rely heavily on previous solutions.a.Nonprogrammedb.Linearc.Satisficingd.Integrativee.Programmed (moderate)69.Programmed decision-making tends to rely on which of the following?a.the problem solvers ability to think on his/her feetb.the development of a clear set

47、 of alternative solutionsc.previous solutions (easy)d.identification of the actual probleme.accurate weighting 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.solution7

48、1.A _ is an explicit statement that tells a manager what he or she ought or ought not to cedureb.policyc.rule (moderate)d.solutione.system72.A _ provides guidelines to channel a managers thinking in a specific direction.a.systemb.rulec.solutiond.policy (moderate)cedure73.Which of the fo

49、llowing factors contrasts the difference between a policy and a rule?a.a policy establishes parameters (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 ambiguou

50、s term that leaves interpretation up to the decision maker.a.systemb.rulec.solutiond.policy (moderate)cedure75.A business schools statement that it strives for productive relationships with local organizations, is an example of a _.a.rule.b.policy. (moderate)mitment.e.contract.

51、76.Which of the following is a characteristic of poorly-structured problems?a.They are 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 pro

52、blems are _, managers must rely on _ in order to develop unique solutions.a. well-structured; nonprogrammed decision makingb. well-structured; pure intuitionc. poorly-structured; nonprogrammed decision making (moderate)d. poorly-structured; programmed decision making78.Which of the following terms i

53、s associated with nonprogrammed decisions?a.unique (moderate)b.recurringc.routined.repetitivee.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 s