Question 1

Discuss the phase of evaluating alternatives in a decision-making process.

Accepted Answer

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Question 2

Jeremy decided to try another meeting because the project deadline was drawing closer,and he began to feel pressure to get something done with his group.He put the agenda out early and felt he was ready to lead the meeting.Shortly after the meeting began,one of his colleagues asked a question that didn't seem to relate to the issue at hand.Nonetheless,trying to be a good leader,Jeremy began to discuss the issues around this new question.Soon the group was in a heated discussion with each side seeming to stop at nothing to "win" the argument.In this meeting,the group was engaged in _____.

Accepted Answer

Goal displacement is a condition that occurs when a decision-making group loses sight of its original goal and a new,less important goal emerges.

Question 3

The vice president of marketing declares that her people disagree on goals and have now formed groups to advocate for their own interests.Her managers are using _____.

Accepted Answer

The coalitional model of organizational decision making is one in which groups with differing preferences use power and negotiation to influence decisions.The coalitional model of decision making arises when people disagree on goals or compete with one another for resources.

Question 4

The vice president of production tells the group that in his area of the company,many managers don't even agree about what their goals are and certainly cannot agree on what action to take.This situation best relates to _____.

Accepted Answer

The garbage can model of organizational decision making depicts a chaotic process and seemingly random decisions.The garbage can model of decision making occurs when people aren't sure of their goals,or disagree about the goals,and likewise are unsure of or in disagreement about what to do.

Question 5

List and briefly explain the six phases of the decision-making process.

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Question 6

The vice president of human resources believes that decision makers cannot be truly rational in their decisions.He tells the group that he sees many situations with managers who don't have enough time to process all the relevant information and who regularly face very complex problems.His opinion demonstrates _____.

Accepted Answer

Bounded rationality is a less-than-perfect form of rationality in which decision makers cannot be perfectly rational because decisions are complex,and complete information is unavailable or cannot be fully processed.

Question 7

Differentiate between programmed and nonprogrammed decisions.Give an example of each.

Accepted Answer

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Question 8

In Scenario A,the manager's decision about interviewing applicants for two open part-time positions and hiring them is an example of a _____ decision.

Accepted Answer

Programmed decisions have been encountered and made before.They have objectively correct answers and can be solved by using simple rules,policies,or numerical computations.A clear procedure or structure exists for arriving at the right decision.

Question 9

The fact that Phil's decisions are usually focused on short-term benefits and costs rather than that of long-term is an example of _____.

Accepted Answer

Often decision makers discount the future.That is,in their evaluation of alternatives,they weigh short-term costs and benefits more heavily than longer-term costs and benefits.

Question 10

In Scenario A,the decision regarding the promotion of two sales personnel can best be classified as a _____ decision.

Accepted Answer

Programmed decisions have been encountered and made before.They have objectively correct answers and can be solved by using simple rules,policies,or numerical computations.

Question 11

Jeremy opened the meeting by suggesting to the group that he had put a lot of thought into the problem and that perhaps they should use his ideas to solve the problem.He spent the meeting explaining why this should occur and went on to dismiss any alternatives.Jeremy was practicing _____.

Accepted Answer

Sometimes one member like Jeremy dominates the discussion.When this occurs,the result is the same as it would be if the dominant individual made the decision alone.

Question 12

Discuss certainty,uncertainty,and risk involved with decision making.

Accepted Answer

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Question 13

In Scenario A,decisions 2 and 4 are examples of _____ decisions.

Accepted Answer

Nonprogrammed decisions are new,novel,complex decisions having no proven answers,such as those in decisions 2 and 4.They have a variety of possible solutions,all of which have merits and drawbacks.

Question 14

Since the first meeting didn't go well,Jeremy read several management books on working with groups and thought perhaps a longer meeting would allow time to explore several points of view.He chose a Friday afternoon so everyone could go home afterward and not have to rush off to other work appointments.To his surprise,the first idea he suggested was accepted by the group,and the meeting was over in no time.The group was most likely engaging in _____ so they could end the meeting and go home early.

Accepted Answer

Satisficing is more likely with groups.Most people don't like meetings and will do what they can to end them.The result is a satisficing rather than an optimizing or maximizing decision.

Question 15

Discuss the various ways of generating alternative solutions in a decision-making process.

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Question 16

The president of Effectively Organized Inc.responds most positively to the model that is the most cautious.She explains that the budget process is the easiest decision for her because she breaks it into smaller pieces and builds the decisions as she goes.Which of the following models does the president seem to prefer?

Accepted Answer

The incremental model is a model of organizational decision making in which major solutions arise through a series of smaller decisions.The classic example is the budget process,which traditionally begins with the budget from the previous period and makes incremental decisions from that starting point.

Question 17

Suppose the owner tells Mark that the reason he makes every decision himself is because he believes that he will be able to influence everything that happens in the business.This unrealistic view is called _____.

Accepted Answer

The illusion of control is a belief that one can influence events even when one has no control over what will happen.In business,such overconfidence can lead to failure because decision makers ignore risks and fail to objectively evaluate the odds of success.

Question 18

The owner's belief that he should make every decision himself by diagnosing the problem as he sees it and then immediately implementing a solution is a(n)_____.

Accepted Answer

Managers can tell whether they made the best decision possible if they follow the proper procedures that will yield the best possible decision under the circumstances by being vigilant.Vigilance occurs when the decision makers carefully and conscientiously execute all six stages of decision making.

Question 19

If,in decision 3,the manager hires the first candidate she sees that meets the minimum requirements,without going through every candidate's file to see if anyone else is better,she is _____.

Accepted Answer

Satisficing is choosing the first option that is minimally acceptable or adequate.Satisficing means that a search for alternatives stops after finding one that is okay.

Question 20

When the management was discussing about making decisions is a crisis,the consultant suggested an effective plan for crisis management.Which of the following elements would have been included in the plan for crisis management given by the consultant?

Accepted Answer

An effective plan for crisis management (CM)should include communication actions such as providing training for dealing with the media,local communities,and police and government officials.

Quiz 3: Managerial Decision Making