管理学第9版练习题集附答案解析6文档格式.docx

管理学第9版练习题集附答案解析6文档格式.docx

《管理学第9版练习题集附答案解析6文档格式.docx》由会员分享，可在线阅读，更多相关《管理学第9版练习题集附答案解析6文档格式.docx（55页珍藏版）》请在冰点文库上搜索。

14.

15.Managerialdecisionmakingisassumedtoberational.

16.

17.Oneassumptionofrationalityisthatwecannotknowallofthealternatives.

18.

19.Managerstendtooperateunderassumptionsofboundedrationality.

20.

21.StudiesoftheeventsleadinguptotheChallengerspaceshuttledisasterpointtoanescalationofcommitmentbydecisionmakers.

22.

23.Managersregularlyusetheirintuitionindecisionmaking.

24.

25.Rationalanalysisandintuitivedecisionmakingarecomplementary.

26.

27.Programmeddecisionstendtoberepetitiveandroutine.

28.

29.Rulesandpoliciesarebasicallythesame.

30.

31.Apolicyisanexplicitstatementthattellsamanagerwhatheorsheoughtoroughtnottodo.

32.

33.Thesolutiontononprogrammeddecisionmakingreliesonprocedures,rules,andpolicies.

34.

35.Mostmanagerialdecisionsintherealworldarefullynonprogrammed.

36.

37.Theidealsituationformakingdecisionsislowrisk.

38.

39.Riskistheconditioninwhichthedecisionmakerisabletoestimatethelikelihoodofcertainoutcomes.

40.

41.Riskisasituationinwhichadecisionmakerhasneithercertaintynorreasonableprobabilityestimates.

42.

43.Peoplewhohavealowtoleranceforambiguityandarerationalintheirwayofthinkingaresaidtohaveadirectivestyle.

44.

45.Decisionmakerswithananalyticstylehaveamuchlowertoleranceforambiguitythandodirectivetypes.

46.

47.Individualswithaconceptualstyletendtobeverybroadintheiroutlookandwilllookatmanyalternatives.

48.

49.Behavioral-styledecisionmakersworkwellwithothers.

50.

51.Mostmanagershavecharacteristicsofanalyticdecisionmakers.

52.

53.Accordingtotheboxedfeature,“ManagingWorkforceDiversity,”diverseemployeestendtomakedecisionsfasterthanahomogeneousgroupofemployees.

54.

55.Theanchoringeffectdescribeswhendecisionmakersfixateoninitialinformationasastartingpointandthen,onceset,theyfailtoadequatelyadjustforsubsequentinformation.

56.

57.Theavailabilitybiasdescribeswhendecisionmakerstrytocreatemeaningoutofrandomevents.

58.

59.Thesunkcosterroriswhendecisionmakersforgetthatcurrentchoicescannotcorrectthepast.

60.

DECISIONMAKINGFORTODAY’SWORLD

61.Today’sbusinessworldrevolvesaroundmakingdecisions,usuallywithcompleteoradequateinformation,andunderminimaltimepressure.62.

63.Managersneedtounderstandculturaldifferencestomakeeffectivedecisionsintoday’sfast-movingworld.

64.

65.Accordingtotheboxedfeature,“FocusonLeadership,”whenidentifyingproblems,managersmightbefromaculturethatisfocusedonproblemsolving,ortheirculturemightbeoneofsituationacceptance.

66.

67.Accordingtotheboxedfeature,“FocusonLeadership,”findingsfromstudiesbyGeertHofstedeandfromGLOBEresearchersshowthatinhighuncertaintyavoidancecountries,decisionmakingtendstobebasedmoreonintuitionthanonformalanalysis.

68.

69.Highlyreliableorganizations（HROs）areeasilytrickedbytheirsuccess.

70.

Multiple-ChoiceQuestions

Foreachofthefollowingchoosetheanswerthatmostcompletelyanswersthequestion.

71.Decisionmakingistypicallydescribedas________________,whichisaviewthatistoosimplistic.

72.

a.decidingwhatiscorrect

b.

c.puttingpreferencesonpaper

d.

e.choosingamongalternatives

f.

g.processinginformationtocompletion

h.

73.Aseriesofeightstepsthatbeginswithidentifyingaproblemandconcludeswithevaluatingthedecision’seffectivenessisthe________________.

74.

a.decision-makingprocess

c.managerialprocess

e.maximinstyle

g.boundedrationalityapproach

75.________________istheexistenceofadiscrepancybetweenanexistingandadesiredstateofaffairs.

76.

a.Anopportunity

c.Asolution

e.Aweakness

g.Aproblem

77.Inidentifyingtheproblem,amanager_________________.

78.

a.comparesthecurrentstateofaffairswithwheretheywouldliketobe

c.expectsproblemstobedefinedbyneonlights

e.looksfordiscrepanciesthatcanbepostponed

g.willnotactwhenthereispressuretomakeadecision

79.Whichofthefollowingstatementsistrueconcerningproblemidentification?

80.

a.Problemsaregenerallyobvious.

c.Asymptomandaproblemarebasicallythesame.

e.Well-trainedmanagersgenerallyagreeonwhatisconsideredaproblem.

g.Theproblemmustbesuchthatitexertssometypeofpressureonthemanagertoact.

81.Whatisthesecondstepinthedecision-makingprocess?

82.

a.identifyingdecisioncriteria

c.allocatingweightstothecriteria

e.analyzingalternatives

g.identifyingaproblem

83.Todeterminethe_____________,amanagermustdeterminewhatisrelevantorimportanttoresolvingtheproblem.

84.

a.geocentricbehaviorneeded

c.numberofallowablealternatives

e.weightingofdecisioncriteria

g.decisioncriteria

85.Whatisthethirdstepinthedecision-makingprocess?

86.

a.allocatingweightstothecriteria

c.analyzingthealternatives

e.selectingthebestalternative

g.implementingthealternative

87.Ifallcriteriainthedecisionmakingareequal,weightingthecriteria______________.

88.

a.improvesdecisionmakingwhenlargenumbersofcriteriaareinvolved

c.isnotneeded

e.producesexcellentdecisions

g.improvesthecriteria

89.Inallocatingweightstothedecisioncriteria,whichofthefollowingishelpfultoremember?

90.

a.Allweightsmustbethesame.

c.Thetotaloftheweightsshouldsumto1.0.

e.Everyfactorcriterionconsidered,regardlessofitsimportance,mustreceivesomeweighting.

g.Assignthemostimportantcriterionascore,andthenassignweightsagainstthatstandard.

91.Whatisthestepwhereadecisionmakerwantstobecreativeincomingupwithpossiblealternative?

92.

a.allocatingweightstothecriteria

c.analyzingalternatives

e.developingalternatives

g.identifyingdecisioncriteria

93.Whenanalyzingalternatives,whatbecomesevident?

94.

a.thestrengthsandweaknessesofeachalternative

c.theweightingofalternatives

e.thelistofalternatives

g.theproblem

95.Whendevelopingalternativesinthedecision-makingprocess,whatmustamanagerdo?

96.

a.listalternatives

c.evaluatealternatives

e.weightalternatives

g.implementalternatives

97.Selectinganalternativeinthedecision-makingprocessisaccomplishedby__________________.

98.

a.choosingthealternativewiththehighestscore

c.choosingtheoneyoulikebest

e.selectingthealternativethathasthelowestprice

g.selectingthealternativethatisthemostreliable

99.InStep6ofthedecision-makingprocess,eachalternativeisevaluatedbyappraisingitagainstthe_____________.

100.

a.subjectivegoalsofthedecisionmaker

c.criteria

e.assessedvalues

g.implementationstrategy

101.______________includesconveyingadecisiontothoseaffectedandgettingtheircommitmenttoit.

102.

a.Selectinganalternative

c.Evaluatingthedecisioneffectiveness

e.Implementingthealternatives

g.Analyzingalternatives

103.Whichofthefollowingisimportantineffectivelyimplementingthechosenalternativeinthedecision-makingprocess?

104.

a.gettingupper-managementsupport

c.double-checkingyouranalysisforpotentialerrors

e.allowingthoseimpactedbytheoutcometoparticipateintheprocess

g.ignoringcriticismconcerningyourchosenalternative

105.Thefinalstepinthedecision-makingprocessisto_______________.

106.

a.pickthecriteriaforthenextdecision

c.reevaluatetheweightingsofthecriteriauntiltheyindicatethecorrectoutcome

e.evaluatetheoutcomeofthedecision

g.reassigntheratingsonthecriteriatofinddifferentoutcomes

107.Whichofthefollowingisimportanttorememberinevaluatingtheeffectivenessofthedecision-makingprocess?

108.

a.Youshouldignorecriticismconcerningthedecision-makingprocess.

c.Youmayhavetostartthewholedecisionprocessover.

e.Youwillhavetorestartthedecision-makingprocessifthedecisionislessthan50percenteffective.

g.Ninetypercentofproblemswithdecisionmakingoccurintheimplementationstep.

109.Managersareassumedtobe______________;

theymakeconsistent,value-maximizingchoiceswithinspecifiedconstraints.

110.

a.