QuestionA MANAGER’S DILEMMA

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
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
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
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.
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
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
d. decision effectiveness evaluation
e. decision criteria identification

37. Which of the following statements is true concerning problem identification?
a. Problems are generally obvious.
b. A symptom and a problem are basically the same.
c. Well trained managers generally agree on what is considered a problem.
d. The problem must be such that it exerts some type of pressure for the manager to act.
e. To be considered a problem, managers must be aware of the discrepancy but not have the resources
necessary to take action.

38. Which of the following must be present in order to initiate the decision-making process?
a. plenty of time
b. pressure to act
c. a lack of authority
d. a lack of resources
e. environmental certainty

39. Managers aren’t likely to characterize something as a problem if they perceive ______________.
a. they don’t have authority to act.
b. pressure to act.
c. a discrepancy.
d. they have sufficient resources.
e. they have budgetary authority.

40. If a manager was purchasing a computer system, issues such as price and model are examples of which part of the decision-making process?
a. problem identification
b. criteria weight allocation
c. identifying decision criteria
d. evaluating decision effectiveness
e. implementing the alternative

41. Which of the following is the step in the decision-making process that follows identifying a problem and decision criteria?
a. allocating weights to the criteria
b. analyzing the alternatives
c. selecting the best alternative
d. implementing the alternative
e. evaluating the decision’s effectiveness

42. In allocating weights to the decision criteria, which of the following is helpful to remember?
a. All weights must be the same.
b. The total of the weights should sum to 1.0.
c. Every factor criterion considered, regardless of its importance, must receive some weighting.
d. Assign the most important criterion a score, and then assign weights against that standard.

e. The most important and least important criteria should receive the inverse weighting standard.

43. In step six of the decision-making process, each alternative is evaluated by appraising it against the ______________.
a. subjective goals of the decision maker.
b. criteria.
c. assessed values.
d. implementation strategy.
e. discrepancy status.

44. Selecting an alternative in the decision-making process is accomplished by ______________.
a. choosing the alternative with the highest score.
b. choosing the one you like best.
c. selecting the alternative that has the lowest price.
d. selecting the alternative that is the most reliable.
e. choosing the alternative you think your boss would prefer.

45. ______________ includes conveying a decision to those affected and getting their commitment to it.
a. Selecting an alternative
b. Evaluation of decision effectiveness
c. Implementation of the alternatives
d. Analyzing alternatives
e. Developing alternatives

46. Which of the following is important in effectively implementing the chosen alternative in the decision-making process?
a. getting upper management support
b. double checking your analysis for potential errors
c. allowing those impacted by the outcome to participate in the process
d. ignoring criticism concerning your chosen alternative
e. implementing your chosen alternative quickly

47. Which of the following is the final step in the decision-making process?
a. identifying the problem
b. evaluating the decision’s effectiveness
c. identifying decision criteria
d. selecting an alternative that can resolve the problem
e. allocating weights to alternatives.

48. Which of the following is important to remember in evaluating the effectiveness of the decision-making process?
a. Ignore criticism concerning the decision-making.
b. You may have to start the whole decision process over.
c. Restart the decision-making process if the decision is less than 50% effective.
d. 90% of problems with decision-making occur in the implementation step.
e. Keep track of problems with the chosen alternative, but only change those issues that upper management demand.

THE PERVASIVENESS OF DECISION MAKING

49. Decision-making is synonymous with ______________.
a. managing.
b. leading.
c. controlling.
d. planning.
e. organizing.

50. Which of the following is not a “planning” decision?
a. What are the organization’s long-term objectives?
b. What strategies will best achieve those objectives?
c. How many subordinates should I have report directly to me?
d. What should the organization’s short-term objectives be?
e. How difficult should individual goals be?

51. Which of the following is not an “organizing” decision?
a. What are the organization’s long-term objectives?
b. How many employees should I have report directly to me?
c. How should jobs be designed?
d. How much centralization should there be in the organization?
e. When should the organization implement a different structure?

52. Which of the following is not a “leading” decision?
a. How do I handle employees who appear to be low in motivation?
b. What is the most effective leadership style in a given situation?
c. How will a specific change affect worker productivity?
d. When is the right time to stimulate conflict?
e. How should jobs be designed?

53. Which of the following is not a “controlling” decision?
a. What activities in the organization need to be controlled?
b. How should those activities be controlled?
c. When is a performance deviation significant?
d. When is the right time to stimulate conflict?

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