The rational model the decision maker

Question

1.   The initial step in a problem solving, decision situation is:

a.	problem recognition
b.	data analysis
c.	generation of alternatives
d.	feedback

 

 

2.   In the rational model, the decision maker strives to:

a.	satisfice
b.	optimize
c.	select the alternative agreeable to the majority
d.	apply a heuristic

 

 

3.   An important element of the bounded rationality model is:

a.	certainty
b.	satisficing
c.	unlimited information search
d.	optimizing

 

 

4.   You own and operate a small pizza shop. The shop has been profitable but it needs renovation. You start the renovation only to discover that a pizza chain has bought a vacant building two blocks away and plans to open a shop within 120 days. Undoubtedly, competition will intensify. You decide to accelerate renovation work. You are trying to:

a.	escalate the risk
b.	avoid risk
c.	greatly minimize risk
d.	better manage risk by trying to improve your shop significantly before the other one opens

 

 

5.   Continuing to support a failing course of action is known as:

a.	the theory of sunk costs
b.	stubbornness
c.	conflicted reason theory
d.	escalation of commitment

 

 

6.   The right side of the brain is best used for which type of activity or decision?

a.	flowchart work process
b.	develop visions and strategic plans
c.	day-to-day operations
d.	tax preparations

 

 

7.   An organization should do or provide all of the following except __________ if it wants to encourage employee creativity.

a.	close supervision
b.	participative decision making
c.	peer support
d.	flexible organizational structure

 

 

8.   Participative decision making tends to be associated with:

a.	interpersonal rivalry within a group
b.	less creativity among employees
c.	rapid decision making
d.	higher levels of employee job satisfaction

 

 

9.   An approach to minimize groupthink is to:

a.	manipulate group members in order to increase peer pressure
b.	encourage rationalization
c.	denigrate the opposition
d.	re-examine the preferred solution even if consensus has been reached

 

 

10.  High cohesiveness, directive leadership, and high stress are antecedent conditions for:

a.	a low quality group decision
b.	group polarization
c.	groupthink
d.	satisficing

 

 

11.  A good group decision approach when an objective is to maximize the number of alternatives is:

a.	brainstorming
b.	dialectical inquiry
c.	the Delphi technique
d.	nominal grouping

 

 

12.  A technique that is valuable in its ability to generate a number of independent judgments without the requirement of a face-to-face meeting is:

a.	the nominal group technique
b.	dialectical inquiry
c.	brainstorming
d.	the Delphi technique

 

 

13.  In a subordinate role, you may have __________ over your boss.

a.	authority
b.	command
c.	power
d.	influence

 

 

14.  Enlarging an individual's zone of indifference is best accomplished through:

a.	authority
b.	politics
c.	power
d.	influence

 

 

15.  A manager who withholds information to make another manager look bad by making an incorrect decision is displaying _________ power.

a.	reward
b.	coercive
c.	social
d.	personal

 

 

16.  As a supervisor, you will most likely exercise __________ power in an employee disciplinary situation.

a.	referent
b.	normative
c.	coercive
d.	personal

 

 

17.  Which of the following conditions would LEAST encourage political activity?

a.	abundant resources
b.	unclear goals
c.	performance appraisal process
d.	uncertainty

 

 

18.  The least effective influence tactic, regardless of the circumstance of the situation, involves:

a.	consultation
b.	upward appeals
c.	pressure
d.	ingratiation

 

 

19.  Which of the following is NOT a structural cause of conflict in organizations?

a.	skills and abilities
b.	interdependence
c.	status inconsistencies
d.	goal differences

 

 

20.  Conflict that occurs between teams in an organization is referred to as:

a.	intraorganizational conflict
b.	interorganizational conflict
c.	intergroup conflict
d.	interpersonal conflict

 

 

21.  An ineffective technique for dealing with conflict where a delaying action is used to buy time is referred to as:

a.	secrecy
b.	avoidance
c.	administrative orbiting
d.	nonaction

 

 

22.  The most visible and accessible level of culture is:

a.	values
b.	assumptions
c.	artifacts
d.	socialization processes

 

 

23.  The process by which newcomers are transformed from outsiders to effective, participating members of the organization refers to:

a.	recruitment
b.	the interview process
c.	organizational socialization
d.	organizational revitalization

 

 

 

24.  A person's most significant career achievements are likely to occur in the __________ career stage.

a.	establishment
b.	entry and apprenticeship
c.	advancement
d.	maintenance

 

 

25.  All of the following are stages of the mentoring relationship except:

a.	initiation
b.	cultivation
c.	redefinition
d.	learning

 

 

SECTION II - TRUE/FALSE (1 point each) Total 20 points

 

Instruction: Please mention whether the statement is TRUE or FALSE in the space provided

 

1.         Heuristics are shortcuts in decision making that save mental activity. (              )

 

2.         Satisficing is the practice of adopting an acceptable solution. (              )

 

3.      Time constraints don't prevent managers from using group decision techniques. (              )

 

4.      The tendency to continue to support a failing course of action is known as consistency theory.

 

 (              )

 

5.      A police officer exercises both legitimate and coercive power when she subdues a criminal.

 

 (              )

 

6.      Referent power has the strongest relationship with performance and satisfaction. (              )

 

7.      While Kanter's symbols focus on the ability to help others, Korda's symbols focus on status.

 

 (              )

 

8.      Conflict between groups can lead to increased cohesiveness within the group. (              )

 

9.      Emotional intelligence relates positively to the ability to manage conflict. (              )

 

10.  Values are the deepest level of culture. (              )

 

11.  Symbols of organizational culture are called rituals. (               )

 

12.  Initial efforts to change organizational cultures usually focus on adjusting behavior. (              )

 

13.  Occupational excellence means continually sharpening skills that can be marketed across organizations. (              )

 

14.  Almost 40% of new managers fail within the first eighteen months on the job. (              )

 

15.  A career path can be very similar to a career ladder. (              )

 

16.  Top managers may be less willing to grant alternative work arrangements to men than to women.

 

 (              )

 

17.  The Left side of the brain is best used to  develop visions and strategic plans (              )

 

18.  In the garbage can model of the decision-making process, decisions are sequentially. (              )

 

19.  Values reflected in the way individuals actually behave are called enduring values. (              )

 

20.  Clear goals encourage political activity. (              )

 

SECTION III-MATCH THE FOLLOWING (5 points each) Total 25 points

 

           Instruction: Please match the appropriate in the space provided

 

 

1. Match the following:

 

a.	The greater outcome and quality of decision options resulting from the group process.
b.	An undesirable group decisional phenomenon that results from within group pressure.
c.	Tendency of group's position to shift to more extreme options than individuals alone would do.
d.	Gathering independent judgments through iterative process and combining them into a group decision even though persons are not in a face-to-face situation.
e.	An open, non-evaluative group problem-solving technique that produces the greatest number of options.

 

1. Delphi Technique  (            )

 

1. Group Polarization (            )

 

1. Groupthink            (             )

 

1. Brainstorming       (             )

 

1. Synergy                 (             )

 

1. Match the following:

 

a.	A simple decision rule.
b.	An inclination to choose options displaying minimal risk.
c.	A decisional situation where options have probabilities of success.
d.	Delegating and giving employees authority to make decisions.
e.	A situation where a person continues to follow/implement an option even though its chances of success are minimal and possibly declining.

 

 

1.         Risk Aversion   (               )

 

2.         Empowerment   (              )

 

3.         Escalation of Commitment (           )

 

4.         Heuristics   (           )

 

5.         Risk   (             )

 

 

1. Match the following:

 

a.	Influence based on threats to punish or through fear intimidation.
b.	Individuals evaluate the benefits and limitations of belonging to an organization.
c.	Type of organizational membership in a coercive power situation.
d.	The type of power found in a religious organization.
e.	Access to early information.

 

 

                  1.            Alienative Membership   (              )

 

                  2.            Symbol of Power   (              )

 

                  3.            Coercive Power   (             )

 

                  4.            Normative Power   (              )

 

                  5.            Calculative Membership   (             )

 

 

1. Match the following:

 

a.	Deliberate decision to take no action in resolving a conflict.
b.	Concerned about another person's goals more than your own so you give in to or assist the other person.
c.	You continue to pursue your goal despite the objection of someone else and the correctness of his/her position.
d.	Both parties to a conflict move toward each other.
e.	The disputing parties recognize that it is in their best interest to work together.

 

 

 

                  1.            Compromising   (             )

 

                  2.            Collaborating   (             )

 

                  3.            Accommodating   (             )

 

                  4.            Avoiding   (             )

 

                  5.            Competing   (              )

 

 

1. Match the following:

 

a.	An organizational culture with consensus on the values that drive the company with intensity recognizable to outsiders.
b.	Examples are the customer is correct, employees desire to learn, and service is foremost.
c.	A risk taking, change-oriented culture.
d.	A decentralized structure and employee empowerment indicate this cultural perspective.
e.	Beliefs and concerns of great importance.

 

 

 

                  1.            Strong Culture   (              )

 

                  2.            Adaptive Culture   (              )

 

                  3.            Fit Perspective   (           )

 

                  4.            Core Values   (            )

 

                  5.            Values   (              )

 

 

1. Match the following:

 

a.	Discretionary work schedule.
b.	Disengagement career stage.
c.	A significant set of career problems for many after retirement.
d.	Lack of upward career mobility.
e.	Career stage with little job and career change.

 

 

                  1.            Career Plateau   (             )

 

                  2.            Dual Careers    (             )

 

                  3.            Maintenance   (             )

 

                  4.            Flextime   (             )

 

                  5.            Withdrawal   (            )

 

1. What are advantages and disadvantages of group decision making?

 

1. What are some of the symbols of power found in many business organizations?

 

1. What are basic functions of corporate culture?

 

1. Cite at least 6 differences between a manager and a leader

 

1. Why do some modern executives & managers fail?