罗宾斯管理学第六章练习题

罗宾斯管理学第六章练习题-标准化文件发布号：（9456-EUATWK-MWUB-WUNN-INNUL-DDQTY-KII

Chapter 6 – Decision-Making: The Essence of the Manager’s Job

True/False Questions

A MANAGER’S DILEMMA

1. According to the company profile in “A Manager’s Dilemma,” Harley Davidson was mentioned as a major

competitor to Connondale Corporation.

False (easy)

2. The type of decision facing Mario Galasso in the featured box, “A Manager’s Dilemma,” can be described

as a nonprogrammed decision.

True (moderate)

THE DECISION-MAKING PROCESS

3. 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 (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 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 MAKER

10. Decision-making is synonymous with 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 under 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 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 (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 (difficult)

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 ambiguity 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 DIVERSITY

30. According to the boxed feature, “Managing Workforce Diversity,” diverse employees tend to make

decisions faster than a homogeneous group of employees.

False (moderate)

Multiple Choice

A MANAGER’S DILEMMA

31. According to the company profile in ” A Manager’s Dilemma”, which of the following best describes the

type of decision Mark Galasso is faced with in the introduction of his company’s new dirt bike?

a.programmed decision

b.nonprogrammed (moderate)

c.universal

d.unethical

e.orthodox

32. All of the following are mentioned as major competitors of Connondale Corporation according to the

company profile in “A Manager’s Dilemma” EXCEPT:

a.Yamaha

b.Suzuki

c.Harley Davidson (easy)

d.Kawasaki

e.Honda

THE DECISION-MAKING PROCESS

33. Decision-making is (simplistically) typically described as which of the following?

a. deciding what is correct

b. putting preference on paper

c. choosing among alternatives (moderate)

d. processing information to completion

e. the end result of data collection

34. 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 concludes with evaluating the decision's 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 criteria

b. allocating weights to the criteria

c. analyzing alternatives

d. identifying a problem (moderate)

e. implementing the decision's effectiveness

36. "A discrepancy between an existing and a desired state of affairs" describes which of the steps in the

decision-making process?

a. criteria weight allocation

b. analysis of alternatives

c. problem identification (difficult)

d. decision effectiveness evaluation