罗宾斯管理学第六章练习题Word文档下载推荐.docx

罗宾斯管理学第六章练习题Word文档下载推荐.docx

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9.Thestepinthedecision-makingprocessthatinvolveschoosingabestalternativeistermedimplementation.

THEMANAGERASDECISIONMAKER

10.Decision-makingissynonymouswithmanaging.

11.Managerialdecision-makingisassumedtoberational.

12.Oneassumptionofrationalityisthatwecannotknowallofthealternatives.

False（difficult）

13.Acceptingsolutionsthatare"

goodenough"

istermedsatisfying.

14.Managerstendtooperateunderassumptionsofboundedrationality.

15.Managersregularlyusetheirintuitionindecision-making.

16.Rationalanalysisandintuitivedecision-makingarecomplementary.

17.Apolicyisanexplicitstatementthattellsamanagerwhatheorsheoughtoroughtnottodo.

18.Programmeddecisionstendtoberepetitiveandroutine.

19.Rulesandpoliciesarebasicallythesame.

20.Nonprogrammeddecisionsareuniqueandnonrecurring.

21.Mostmanagerialdecisionsintherealworldarefullynonprogrammed.

22.Organizationalefficiencyisfacilitatedbytheuseofprogrammeddecision-making.

23.Theidealsituationformakingdecisionsislowrisk.

24.Riskisasituationinwhichadecisionmakerhasneithercertaintynorreasonableprobabilityestimates.

25.Anoptimisticmanagerwillfollowamaximinapproach.

26.Peoplewhohavealowtoleranceforambiguityandarerationalintheirwayofthinkingaresaidtohaveadirectivestyle.

27.Decisionmakerswithananalyticstylehaveamuchsmallertoleranceforambiguitythandodirectivetypes.

28.Individualswithaconceptualstyletendtobeverybroadintheiroutlookandwilllookatmanyalternatives.

29.Behavioral-styledecisionmakersworkwellwithothers.

MANAGINGWORKFORCEDIVERSITY

30.Accordingtotheboxedfeature,“ManagingWorkforceDiversity,”diverseemployeestendtomakedecisionsfasterthanahomogeneousgroupofemployees.

MultipleChoice

31.Accordingtothecompanyprofilein”AManager’sDilemma”,whichofthefollowingbestdescribesthetypeofdecisionMarkGalassoisfacedwithintheintroductionofhiscompany’snewdirtbike?

a.programmeddecision

b.nonprogrammed（moderate）

c.universal

d.unethical

e.orthodox

32.AllofthefollowingarementionedasmajorcompetitorsofConnondaleCorporationaccordingtothecompanyprofilein“AManager’sDilemma”EXCEPT:

a.Yamaha

b.Suzuki

c.HarleyDavidson（easy）

d.Kawasaki

e.Honda

33.Decision-makingis（simplistically）typicallydescribedaswhichofthefollowing?

a.decidingwhatiscorrect

b.puttingpreferenceonpaper

c.choosingamongalternatives（moderate）

d.processinginformationtocompletion

e.theendresultofdatacollection

34.Aseriesofeightstepsthatbeginswithidentifyingaproblemanddecisioncriteriaandallocatingweightstothosecriteria;

movestodeveloping,analyzing,andselectinganalternativethatcanresolvetheproblem;

implementsthealternative;

andconcludeswithevaluatingthedecision'

seffectivenessisthe______________.

a.decision-makingprocess.（easy）

b.managerialprocess.

c.maximinstyle.

d.boundedrationalityapproach.

e.legalisticopportunismprocess.

35.Thefirststepinthedecision-makingprocessiswhichofthefollowing?

a.developingdecisioncriteria

b.allocatingweightstothecriteria

c.analyzingalternatives

d.identifyingaproblem（moderate）

e.implementingthedecision'

seffectiveness

36."

Adiscrepancybetweenanexistingandadesiredstateofaffairs"

describeswhichofthestepsinthedecision-makingprocess?

a.criteriaweightallocation

b.analysisofalternatives

c.problemidentification（difficult）

d.decisioneffectivenessevaluation

e.decisioncriteriaidentification

37.Whichofthefollowingstatementsistrueconcerningproblemidentification?

a.Problemsaregenerallyobvious.

b.Asymptomandaproblemarebasicallythesame.

c.Welltrainedmanagersgenerallyagreeonwhatisconsideredaproblem.

d.Theproblemmustbesuchthatitexertssometypeofpressureforthemanagertoact.（moderate）

e.Tobeconsideredaproblem,managersmustbeawareofthediscrepancybutnothavetheresources

necessarytotakeaction.

38.Whichofthefollowingmustbepresentinordertoinitiatethedecision-makingprocess?

a.plentyoftime

b.pressuretoact（moderate）

c.alackofauthority

d.alackofresources

e.environmentalcertainty

39.Managersaren'

tlikelytocharacterizesomethingasaproblemiftheyperceive______________.

a.theydon'

thaveauthoritytoact.（difficult）

b.pressuretoact.

c.adiscrepancy.

d.theyhavesufficientresources.

e.theyhavebudgetaryauthority.

40.Ifamanagerwaspurchasingacomputersystem,issuessuchaspriceandmodelareexamplesofwhichpartofthedecision-makingprocess?

a.problemidentification

b.criteriaweightallocation

c.identifyingdecisioncriteria（difficult）

d.evaluatingdecisioneffectiveness

e.implementingthealternative

41.Whichofthefollowingisthestepinthedecision-makingprocessthatfollowsidentifyingaproblemanddecisioncriteria?

a.allocatingweightstothecriteria（moderate）

b.analyzingthealternatives

c.selectingthebestalternative

d.implementingthealternative

e.evaluatingthedecision'

42.Inallocatingweightstothedecisioncriteria,whichofthefollowingishelpfultoremember?

a.Allweightsmustbethesame.

b.Thetotaloftheweightsshouldsumto1.0.

c.Everyfactorcriterionconsidered,regardlessofitsimportance,mustreceivesomeweighting.

d.Assignthemostimportantcriterionascore,andthenassignweightsagainstthatstandard.

（difficult）

e.Themostimportantandleastimportantcriteriashouldreceivetheinverseweightingstandard.

43.Instepsixofthedecision-makingprocess,eachalternativeisevaluatedbyappraisingitagainstthe______________.

a.subjectivegoalsofthedecisionmaker.

b.criteria.（moderate）

c.assessedvalues.

d.implementationstrategy.

e.discrepancystatus.

44.Selectinganalternativeinthedecision-makingprocessisaccomplishedby______________.

a.choosingthealternativewiththehighestscore.（easy）

b.choosingtheoneyoulikebest.

c.selectingthealternativethathasthelowestprice.

d.selectingthealternativethatisthemostreliable.

e.choosingthealternativeyouthinkyourbosswouldprefer.

45.______________includesconveyingadecisiontothoseaffectedandgettingtheircommitmenttoit.

a.Selectinganalternative

b.Evaluationofdecisioneffectiveness

c.Implementationofthealternatives（moderate）

d.Analyzingalternatives

e.Developingalternatives

46.Whichofthefollowingisimportantineffectivelyimplementingthechosenalternativeinthedecision-makingprocess?

a.gettinguppermanagementsupport

b.doublecheckingyouranalysisforpotentialerrors

c.allowingthoseimpactedbytheoutcometoparticipateintheprocess（moderate）

d.ignoringcriticismconcerningyourchosenalternative

e.implementingyourchosenalternativequickly

47.Whichofthefollowingisthefinalstepinthedecision-makingprocess?

a.identifyingtheproblem

b.evaluatingthedecision'

seffectiveness（easy）

c.identifyingdecisioncriteria

d.selectinganalternativethatcanresolvetheproblem

e.allocatingweightstoalternatives.

48.Whichofthefollowingisimportanttorememberinevaluatingtheeffectivenessofthedecision-makingprocess?

a.Ignorecriticismconcerningthedecision-making.

b.Youmayhavetostartthewholedecisionprocessover.（difficult）

c.Restartthedecision-makingprocessifthedecisionislessthan50%effective.

d.90%ofproblemswithdecision-makingoccurintheimplementationstep.

e.Keeptrackofproblemswiththechosenalternative,butonlychangethoseissuesthatuppermanagementdemand.

THEPERVASIVENESSOFDECISIONMAKING

49.Decision-makingissynonymouswith______________.

a.managing.（easy）

b.leading.

c.controlling.

d.planning.

e.organizing.

50.Whichofthefollowingisnota"

planning"

decision?

a.Whataretheorganization'

slong-termobjectives?

b.Whatstrategieswillbestachievethoseobjectives?

c.HowmanysubordinatesshouldIhavereportdirectlytome?

（moderate）

d.Whatshouldthe