Question 1

A __________ occurs when an actual situation turns out either better than anticipated or offers the potential to be better than anticipated.
A)Performance issue.
B)Performance deficiency.
C)Performance opportunity.
D)Decision situation.
E)Management challenge.

Accepted Answer

A performance opportunity occurs when the actual situation has the potential to be better than anticipated, indicating a chance for improvement or growth. A performance issue refers to a problem or challenge that needs to be addressed, and a performance deficiency implies a lack or inadequacy in performance. Decision situations and management challenges are broader terms that can encompass a variety of situations without specifically relating to performance outcomes.

Question 2

All of the following are cognitive styles in decision making except:
A)Sensation thinkers
B)Intuitive thinkers
C)Sensation feelers
D)Informational thinker
E)Intuitive feeler

Accepted Answer

The other four options are all cognitive styles in decision making identified by Myers-Briggs Type Indicator (MBTI) theory. "Informational thinker" is not a recognized cognitive style in this context.

Question 3

Terrorism in the post-9/11 world,ethical scandals,outbreaks of workplace violence,information technology failures,and man-made environmental disasters are all examples of __________ problems that managers sometimes face.
A)Routine
B)Creative
C)Crisis
D)Expected
E)Programmed

Accepted Answer

The examples given are all indicative of crisis situations, which are unexpected and require immediate attention and resolution. Routine problems are predictable and can be managed through established procedures or policies. Creative problems involve generating new ideas or solutions. Expected or programmed problems are those that can be foreseen and planned for in advance.

Question 4

Managers should use __________ in high uncertainty situations where limited facts and few decision precedents exist.
A)Systematic thinking.
B)Intuitive thinking.
C)The nominal group technique.
D)The brainstorming technique.
E)Decision tree analysis.

Accepted Answer

In high uncertainty situations where limited facts and few decision precedents exist, managers should use intuitive thinking. This involves relying on past experiences, instincts, and feelings to make a decision. Systematic thinking, decision tree analysis, and group decision-making techniques like the nominal group technique and brainstorming may require more information and precedents to be effective.

Question 5

Systematic thinkers are likely to __________.
A)Make a plan for solving a problem but explore and abandon alternatives very quickly.
B)Break a complex problem into smaller components;make a plan before taking action,and search for information to facilitate problem solving in a step-by-step fashion.
C)Broadly and quickly evaluate the problem situation and the possible alternative course of action.
D)Rely on nonverbal cues and hunches to solve problems.
E)Deal with many aspects of a problem simultaneously,consider hunches,and jump quickly from one issue to another.

Accepted Answer

Systematic thinkers tend to break down complex problems into smaller components and create a plan before taking action. They also tend to search for information in a step-by-step fashion to facilitate problem-solving. This approach allows for a more organized and methodical process, leading to effective problem-solving. The other options (A, C, D, and E) do not align with the characteristics of systematic thinking.

Question 6

__________ is the ability to remain focused on long-term objectives while being flexible in dealing with short-term problems and opportunities in a timely manner.
A)Individual opportunism.
B)System opportunism.
C)Strategic opportunism.
D)Competitive opportunism.
E)Intuitive opportunism.

Accepted Answer

Strategic opportunism describes the ability to balance long-term goals with the need to be flexible and adaptable in the short-term. It involves being able to recognize and capitalize on unexpected opportunities while still maintaining a clear focus on the overall strategic objectives. Individual, system, competitive, and intuitive opportunism do not encompass this combination of long-term focus and flexibility.

Question 7

__________ are full of ambiguities and information deficiencies,and require ________ that craft novel solutions to meet the demands of a unique situation
A)Structured problems ...  programmed decisions
B)Structured problems ...  nonprogrammed decisions
C)Unstructured problems ...  nonprogrammed decisions
D)Unstructured problems... .programmed decisions
E)Structured problems ...  crisis decisions

Accepted Answer

The statement describes unstructured problems which have ambiguous information and require nonprogrammed decisions that are unique to the situation. Choice A describes structured problems which have clear solutions and can be addressed through programmed decisions. Choice B describes structured problems that have no clear solution but can still be addressed through nonprogrammed decisions. Choice D describes unstructured problems that have clear solutions and can be addressed through programmed decisions. Choice E describes a specific type of structured problem, crisis decisions, which may or may not have ambiguities and deficiencies but are time-sensitive and require immediate action. Therefore, the best choice that matches the description in the statement is C, unstructured problems with nonprogrammed decision-making.

Question 8

An unexpected problem that can lead to disaster if not resolved quickly and appropriately is known as __________.
A)A structured problem.
B)An unstructured problem.
C)A nonprogrammed decision.
D)A programmed decision.
E)A crisis.

Accepted Answer

An unexpected problem that can lead to disaster if not resolved quickly and appropriately is known as a crisis. A structured problem has a clear solution and methods to solve it. An unstructured problem has no clear solution or method to solve it. A nonprogrammed decision is a decision that requires judgment, evaluation, and insight to solve it. A programmed decision is a decision that can be solved by following a series of established steps or rules.

Question 9

__________ are ones that are familiar,straightforward,and clear with respect to the information needs.
A)Expected problems
B)Unstructured problems
C)Systematic decisions
D)Structured problems
E)Administrative decisions

Accepted Answer

Structured problems are the ones that have a clear and unambiguous definition of the problem, well-established procedures for solving them, and clear criteria for evaluating potential solutions. They are familiar, straightforward, and clear with respect to the information needs, making them easier to solve compared to unstructured problems or unexpected problems.

Question 10

__________ is the capacity to view many problems at once,in relationship to one another,and across long and short time horizons.
A)Intuitive thinking.
B)Expert thinking.
C)Strategic thinking.
D)Multidimensional thinking.
E)Alternative thinking.

Accepted Answer

Multidimensional thinking refers to the ability to consider multiple factors, perspectives, and time frames when analyzing and solving problems. It involves seeing connections between different issues and understanding how they impact each other. This type of thinking is often valued in complex and dynamic environments, such as business and politics.

Question 11

Which of the following is not an appropriate rule or guideline for crisis management?
A)Take the time to understand what is going on with the crisis situation and the conditions under which the crisis must be resolved.
B)Attack the crisis as quickly as possible to keep it as small as possible.
C)Know when to back off and wait for a better opportunity to make progress with the crisis.
D)Never "fight fire with fire" by starting another crisis to get people's attention.
E)Respect the danger of the unfamiliar and value the sceptic.

Accepted Answer

The answer of Which of the following is not an...

Question 12

Intuitive thinkers are likely to do all of the following EXCEPT:
A)Broadly and quickly evaluate a problem situation.
B)Explore and abandon alternatives very quickly.
C)Consider a number of alternatives and options simultaneously.
D)Consider hunches and jump quickly from one issue to another.
E)Solve problems in a step-by-step fashion.

Accepted Answer

Intuitive thinkers are known for their ability to see the big picture and consider multiple options simultaneously. They may also consider hunches and jump quickly from one issue to another without necessarily following a step-by-step process. Therefore, the one option that does not apply to intuitive thinking is solving problems in a step-by-step fashion, which is more characteristic of analytical thinking.

Question 13

A __________ is the decision environment in which complete information is available about possible alternative courses of action and their outcomes
A)Probability environment
B)Uncertain environment
C)Risk environment
D)Certain environment
E)Normal environment

Accepted Answer

In a certain environment, there is complete information available about possible alternative courses of action and their outcomes, allowing decision-makers to make choices with a high degree of confidence. This is in contrast to uncertain, risk, or probability environments where various degrees of ambiguity exist in the decision-making process.

Question 14

__________ use solutions already available from past experience to solve __________.
A)Programmed decisions ...  structured problems.
B)Nonprogrammed decisions ...  structured problems.
C)Programmed decisions ...  unstructured problems.
D)Nonprogrammed decisions ...  unstructured problems.
E)Crisis decisions ...  structured problems.

Accepted Answer

Programmed decisions use solutions already available from past experience to solve structured problems. Nonprogrammed decisions, on the other hand, require the development of new solutions to unstructured problems. Crisis decisions involve urgent and unexpected situations, regardless of whether the problem is structured or unstructured.

Question 15

A company purchases a new computer system for the purpose of streamlining the processing of customer orders.The company's objective is to decrease processing time so that 98% of all orders are shipped within 24 hours of being received.After operating with the new system for three months,the company was shipping 92% of all orders within 24 hours.This situation is an example of a __________.
A)Performance opportunity.
B)Ethical situation.
C)Performance deficiency.
D)Work process weakness.
E)Planning weakness.

Accepted Answer

The company's objective was to ship 98% of all orders within 24 hours, but they were only able to ship 92% of orders within that timeframe after three months of using the new system. This represents a performance deficiency, as the company did not meet its stated goal. The other answer choices (performance opportunity, ethical situation, work process weakness, planning weakness) do not accurately reflect the situation described.

Question 16

An)__________ is made when a new and unfamiliar problem arises and a novel solution is crafted to meet the demands of the unique situation at hand.
A)Programmed decision.
B)Nonprogrammed decision.
C)Structured decision.
D)Unstructured decision.
E)Difficult decision.

Accepted Answer

A nonprogrammed decision is one that is made when a new and unfamiliar problem arises, and a novel solution is crafted to meet the demands of the unique situation at hand. This type of decision is unstructured and requires a high degree of judgment and creativity from the decision maker.

Question 17

A __________ occurs when actual performance is less than desired performance.
A)Performance issue.
B)Performance deficiency.
C)Performance opportunity.
D)Decision situation.
E)Management challenge.

Accepted Answer

A performance deficiency occurs when actual performance falls short of desired performance, which can lead to problems in achieving organizational goals and objectives. Performance issues and opportunities refer to situations where actual performance may meet or exceed desired performance, but there is room for improvement or growth. Decision situations and management challenges are more general terms that do not specifically address performance deficiencies.

Question 18

A person who approaches problems in a rational,step-by-step,and analytical fashion is engaging in __________.
A)Risk analysis.
B)Uncertainty analysis.
C)Systematic thinking.
D)Intuitive thinking.
E)Strategic opportunism.

Accepted Answer

Systematic thinking involves breaking down complex problems into smaller parts, analyzing each part separately, and then putting them back together to form a solution. This approach is logical, rational, and analytical, and helps to mitigate risks and uncertainties by taking a structured approach to problem-solving. Risk analysis and uncertainty analysis are specific types of analysis that can be used within systematic thinking, but they do not necessarily encompass the entire process. Intuitive thinking and strategic opportunism, on the other hand, rely more on instinct, insight, and quick decision-making, rather than a systematic approach.

Question 19

Someone who approaches problems in a flexible and spontaneous fashion is engaging in __________.
A)Risk analysis.
B)Uncertainty analysis.
C)Systematic thinking.
D)Intuitive thinking.
E)Strategic opportunism.

Accepted Answer

The answer of Someone who approaches problems in a flexible...

Question 20

__________ refers to the preparation of managers and others to deal with unexpected high-impact events that threaten an organization's well-being.
A)Fiscal responsibility
B)High context planning
C)Relief anticipation management
D)Impact avoidance goal setting
E)Crisis management

Accepted Answer

The term that describes preparing for unexpected high-impact events that threaten an organization is crisis management. This involves developing a plan of action and communication strategy to minimize the negative impacts of the crisis and ensure business continuity.

Quiz 13: Information and Decision-Making

A __________ occurs when an actual situation turns out either better than anticipated or offers the potential to be better than anticipated.

All of the following are cognitive styles in decision making except:

Terrorism in the post-9/11 world,ethical scandals,outbreaks of workplace violence,information technology failures,and man-made environmental disasters are all examples of __________ problems that managers sometimes face.

Managers should use __________ in high uncertainty situations where limited facts and few decision precedents exist.

Systematic thinkers are likely to __________.

__________ is the ability to remain focused on long-term objectives while being flexible in dealing with short-term problems and opportunities in a timely manner.

__ are full of ambiguities and information deficiencies,and require that craft novel solutions to meet the demands of a unique situation

An unexpected problem that can lead to disaster if not resolved quickly and appropriately is known as __________.

__________ are ones that are familiar,straightforward,and clear with respect to the information needs.

__________ is the capacity to view many problems at once,in relationship to one another,and across long and short time horizons.

Which of the following is not an appropriate rule or guideline for crisis management?

Intuitive thinkers are likely to do all of the following EXCEPT:

A __________ is the decision environment in which complete information is available about possible alternative courses of action and their outcomes

use solutions already available from past experience to solve .

An) __________ is made when a new and unfamiliar problem arises and a novel solution is crafted to meet the demands of the unique situation at hand.

A __________ occurs when actual performance is less than desired performance.

A person who approaches problems in a rational,step-by-step,and analytical fashion is engaging in __________.

Someone who approaches problems in a flexible and spontaneous fashion is engaging in __________.

__________ refers to the preparation of managers and others to deal with unexpected high-impact events that threaten an organization's well-being.