Deck 5: Solving Problems: Decision Making and the Supervisor

Question 1

Problems requiring nonprogrammed decisions are typically encountered frequently.

Answer 1

False

Question 2

Once the best alternative has been selected, the decision making process has concluded.

Answer 2

False

Question 3

Decision making is the process of defining problems and choosing a course of action from among alternatives.

Answer 3

True

Question 4

Programmed decisions require a supervisor with good intuition.

Question 5

A supervisor should do whatever it takes, including spend excessively, to see that all problems are resolved.

Question 6

Supervisors are born with decision-making skills; they cannot be developed.

Question 7

In order to make a decision, someone must first identify the problem.

Question 8

Personal opinion does not impact decision making.

Question 9

When utilitizing decision criteria there must be a sense of priority when dealing with problems.

Question 10

The decision-making process changes depending on the scope and importance of the decision that needs to be made.

Question 11

Nonprogrammed decisions tend to be more strategic than programmed decisions.

Question 12

Almost all of the problems that confront supervisors daily are unusual, isolated, and require individual problem-solving techniques.

Question 13

Because the supervisor makes most of the departmental decisions, it is not a high priority to teach subordinates decision-making skills.

Question 14

By generating a series of alternatives to solving a problem, the best course of action to take is less likely to be overlooked.

Question 15

The fishbone technique is a cause-and-effect approach to considering the potential interrelatedness of problem causes to aid in decision making.

Question 16

Facts about a problem are gathered during the second step (analyzing the problem) of the structured decision making process.

Question 17

In the rare situations in which the problem cannot be defined, it is advisable to go on to the fact-gathering stage.

Question 18

Successful problem solving requires no supervisory follow-up.

Question 19

Supervisors can delegate programmed decisions to subordinates, and be confident that decisions will be made in an acceptable and timely manner.

Question 20

The decision-making process is a systematic, step-by-step process that aids in identifying and selecting the best alternative under the circumstances.

Question 21

Decision making is influenced by many forces, making it difficult to formulate a simple "to do checklist" that applies to every situation in the same way.

Question 22

It is comforting to know that if you follow the proper steps in the decision-making process, a good decision is guaranteed.

Question 23

Which of the following statements is TRUE?

A) Decision making only really occurs in the planning function.
B) Decision making cannot be considered an integral part of any managerial function.
C) Decision making is especially important in organizing and controlling.
D) Decision making is not only an integral part of all managerial functions, it is the very core of planning.

Question 24

Any decision alternatives that do not meet ethical standards or predetermined decision criteria should be eliminated.

Question 25

If follow-up and appraisal of consequences reveals significant variance between the desired and actual outcomes, it is advisable to start over by re-evaluating the problem as though it is new.

Question 26

If it is legal, it is ethical; if it is illegal, it is unethical.

Question 27

While experimentation may be valid from a motivational standpoint, it can be a slow and relatively expensive method of reaching a decision..

Question 28

A situation might arise in which the undesirable consequences of all alternatives appear to be so overwhelmingly unfavorable that the supervisor feels the best solution is to take no action.

Question 29

If a problem needs a quick solution, the supervisor should take a participative approach to making the decision.

Question 30

When the supervisor selects the alternative that minimally meets the decision criteria, the supervisor has made an optimizing decision.

Question 31

When making decisions, the supervisor should consider knowledge gained from experience with the understanding that the current situation is not identical to past situations.

Question 32

A fire has just broken out in Keiko's department. This would probably be a very good time for Keiko to solicit advice from others before making a decision about what to do.

Question 33

Which of the following problems is MOST likely to require a nonprogrammed decision?

A) The copy machine is out of ink.
B) The telephones have been turned off because the bill has not been paid.
C) Two prospective new hire employees demonstrate similar qualities.
D) An employee has shown up to work intoxicated.

Question 34

The nominal group technique allows individuals to brainstorm solutions before working collectively in a group.

Question 35

When there is a limited amount of information available and a decision must be made rather quickly, a supervisor is required to use intuition.

Question 36

Supervisors should train their employees in decision-making techniques because:

A) If a problem arises, the supervisor will not have to take full responsibility for it.
B) Someone must be capable of running things on days the supervisor is absent from work.
C) Many daily decisions in a department are made by the employees who do the work.
D) None of the above; decision making is the sole responsibility of the supervisor.

Question 37

Which of the following is the first step of the systematic decision-making process?

A) Define the problem.
B) Gather facts and information.
C) Establish decision criteria.
D) Brainstorm.

Question 38

Brainstorming is a free flow of ideas within a group, with judgment suspended, in order to arrive at as many alternatives as possible.

Question 39

Which of the following statements concerning decision making is INCORRECT?

A) Decision making is the process of choosing a course of action from among alternatives.
B) The decision-making process should basically be the same throughout the managerial hierarchy.
C) Decision making only occurs at the higher levels of management.
D) Decision making should involve a logical and systematic process.

Question 40

Quantitative methods of decision making allow the user to perform "what-if" scenarios and simulations.

Question 41

How can supervisors develop and enhance their decision-making skills?

Question 42

When a supervisor attempts to select the alternative solution that meets the minimal decision criteria, he is:

A) Optimizing.
B) Satisficing.
C) Brainstorming.
D) Gathering facts and information.

Question 43

James is a new supervisor who has recently been confronted with tardiness issues among his employees. What type of decision would most likely be used to address this problem?

Question 44

After the supervisor has defined and analyzed the problem and established decision criteria, the next step is to:

A) Analyze the problem.
B) Evaluate alternatives.
C) Develop alternatives.
D) Define the problem.

Question 45

In choosing from among the alternatives, the supervisor should be guided by:

A) Intuition.
B) Experience.
C) The pertinent facts.
D) All of the above.

Question 46

When is it in the supervisor's best interest to use intuition in the decision-making process?

Question 47

What is satisficing? When is it most appropriately utilized?

Question 48

Anytime performance does not meet expectations, the supervisor should identify and analyze the problem, then:

A) Establish decision criteria.
B) Start brainstorming.
C) Pick the first alternative that comes to mind.
D) Evaluate all possible alternatives.

Question 49

Brainstorming is used:

A) To generate multiple solutions to a problem.
B) As an alternative to the systematic decision-making process.
C) To eliminate as many alternatives as possible.
D) To discourage productivity.

Question 50

All of the following would be criteria for evaluating the selection of a particular decision alternative, EXCEPT:

A) Time.
B) Cost.
C) Resources.
D) None of the above.

Question 51

What are some things that supervisors should consider in an effort to understand their own decision style?

Question 52

A person who is a free spirit tends to be:

A) Analytical.
B) Amiable.
C) Expressive.
D) None of the above.

Question 53

Nonprogrammed decisions are more demanding because they require:

A) Participation on the part of everyone within the organization.
B) An immediate response.
C) Adaptive problem solving behavior.
D) Well thought-out procedures.

Question 54

Why is the nominal group technique used in the brainstorming process?

Question 55

When should supervisors determine if groups should be included in the decision-making process?

Question 56

Which of the following questions should NOT be asked by a supervisor when an employee brings up a problem?

A) How extensive is the problem?
B) Does the situation require an immediate response?
C) Who else is affected by the problem?
D) Are you certain that this problem needs to be solved?

Question 57

Which of the following ethical tests takes into consideration morals and values that have been instilled in us since childhood?

A) Legal-compliance test.
B) Public-knowledge test.
C) Long-term-consequences test.
D) Inner-voice test.

Question 58

This approach has the problem solver not only identify the various factors that have brought about the problem but also consider the potential interrelatedness of the causes of the problem:

A) The nominal group technique.
B) The problem statement.
C) The fishbone technique
D) Brainstorming.