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Exam 3: Managerial Decision Making

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Question 1

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Negative feedback received during the final evaluation of the decision indicates that either the implementation will require more time or that

A) The problem cannot be solved.
B) The implementation has used too many resources.
C) The manager is not capable of rational decisions.
D) The decision was a bad one.
E) The scenarios were labeled incorrectly.

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Question 2

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Compare and contrast three models of organizational decision processes thought to occur when bounded rationality conditions hold.

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Question 3

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

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.

Psychological bias in decision making is best described as

Making a decision by accepting the first option that meets your goal is referred to as

The three requirements for effective group decision making are an appropriate leadership style, the constructive use of disagreement and conflict, and the enhancement of creativity.

To exhibit vigilance, a decision maker must evaluate every decision he or she makes.

Tactics that are used to make decisions quickly while maintaining the high quality of such decisions include

__________ are those decisions encountered and made before, having objectively correct answers, and solvable by using simple rules, policies, or numerical computations.

Patrick was disappointed when the marketing research team reported that a new product was not received well by customers in a focus group. He felt the company should go ahead with its release, convinced it was a revolutionary idea that he could make successful. Patrick could be suffering from the illusion of control.

Nigel, a manager at Montlucon Eyewear, needed to purchase a new secure display case for his most expensive sunglasses. He wanted one that was high in quality and security, yet low in price. The case he chose was neither the highest quality available, nor the lowest in price available, yet it had a good combination of attributes. Nigel's choice illustrates

The most constructive type of conflict is affective conflict.

Two of your employees consistently disagree with each other; but lately the arguments have become personal, leading to anger and bitterness, and this has begun to impact the whole work group. This situation is best described as

The kitchen sink 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.

Gemma, who owns the tutorial service Math Machine, is contemplating whether to let one of her experienced tutors open a second location in an adjacent town. She is facing a _______ decision.

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. Jeremy was practicing

Which of the following statements about group decision making improves the chances that the decision will be implemented successfully?

Maximizing means that you achieve the best possible balance among several goals.

Managers prefer uncertainty to certainty because it makes the job more challenging and interesting.