Question 1

The creative process generally involves seven different steps that have to occur before a creative idea can be generated.

Accepted Answer

The creative process is often described as having five main steps: preparation, incubation, insight, evaluation, and elaboration.

Question 2

Contingency plans are alternative actions that can be taken if the primary course of action is unexpectedly disrupted or rendered inappropriate.

Accepted Answer

Contingency plans are indeed alternative actions that can be taken if the primary course of action is unexpectedly disrupted or rendered inappropriate.

Question 3

The final stage of the rational decision-making process involves implementing the decision.

Accepted Answer

The final stage of the rational decision-making process involves monitoring and evaluating the outcome of the decision, not just implementing it.

Question 4

Ayanda's recent decision about which company her conglomerate should buy was a programmed decision.

Accepted Answer

A programmed decision is a routine or repetitive decision that follows established guidelines or procedures. Ayanda's decision about which company to buy is likely a non-programmed decision, as it involves unique, complex, and potentially high-stakes considerations.

Question 5

Post-decision dissonance is doubt about a choice that has already been made.

Accepted Answer

Post-decision dissonance refers to the discomfort or doubt that arises in an individual's mind after making a decision.

Question 6

A crucial assumption of the behavioural approach to decision-making is that decision makers operate with bounded rationality rather than with the perfect rationality assumed by the rational approach.

Accepted Answer

The behavioural approach to decision-making assumes that decision makers have limited cognitive abilities and are subject to biases, leading them to operate with bounded rationality rather than perfect rationality.

Question 7

Suboptimising involves selecting the first acceptable solution that meets minimal requirements.

Accepted Answer

Suboptimising involves optimizing a part of a system at the expense of the overall system's performance, not just selecting the first acceptable solution.

Question 8

The decision maker who lacks enough information to estimate the probability of outcomes faces a condition of certainty.

Accepted Answer

The condition described in the statement refers to a condition of uncertainty, not certainty.

Question 9

The practical approach combines elements of both the rational and behavioural approaches.

Accepted Answer

The practical approach recognizes the importance of rational decision-making processes, but also considers the influence of human behaviour in decision-making. It seeks to find practical solutions that consider both rationality and human behaviour.

Question 10

Non-programmed decisions require problem solving that identifies answers to unique questions or issues.

Accepted Answer

Non-programmed decisions are those that are novel and require problem-solving skills to identify unique solutions. They are different from programmed decisions, which are routine and involve following established rules and procedures.

Question 11

A non-programmed decision usually recurs often enough for decision rules to be developed.

Accepted Answer

Nonprogrammed decisions are unique and non-recurring, and they do not allow for decision rules to be developed because they are made in response to situations that are novel, complex, and not previously encountered.

Question 12

Decision rules are used to make programmed decisions.

Accepted Answer

Decision rules are specifically designed to help make automated, routine decisions. These decisions are often made based on predetermined criteria, rather than being based on complex analysis or evaluation. Therefore, decision rules are associated with programmed decisions.

Question 13

Decision making is choosing one alternative from among several.

Accepted Answer

Decision making involves selecting one option out of multiple available options or choices. Therefore, the statement is true.

Question 14

Programmed decisions are common at higher levels of the organisation.

Accepted Answer

Programmed decisions are typically routine and repetitive, often made at lower levels of an organization, while higher levels deal with non-programmed, complex decisions.

Question 15

The rational decision-making process assumes that managers follow an unsystematic, random process when evaluating alternatives.

Accepted Answer

The rational decision-making process assumes that managers follow a systematic process when evaluating alternatives, which involves identifying the problem, generating alternatives, evaluating alternatives, choosing the best alternative, implementing the decision, and monitoring the results.

Question 16

The rational decision-making process begins with the identification of a problem.

Accepted Answer

The answer of The rational decision-making process begins with the...

Question 17

Verification is the final step in the creative process.

Accepted Answer

Verification involves checking and confirming that the final product meets the intended goals and specifications. It is the last step before the product is released or implemented.

Question 18

The behavioural model focuses on human behaviours and tendencies when evaluating the decision-making process.

Accepted Answer

The behavioural model is indeed centered on human behaviours and tendencies as a means of examining decision-making.

Question 19

Insight represents a period of less intense conscious concentration during which knowledge and ideas develop.

Accepted Answer

The answer of Insight represents a period of less intense...

Question 20

Decisions in organisations can be classified according to their frequency and information conditions.

Accepted Answer

This statement is true. Decisions in organizations can be classified according to how frequently they are made (e.g. routine, non-routine), and the level of information available to inform the decision-making process.

Quiz 8: Decision Making and Problem Solving