0324302592_72714

0324302592_72714 - Chapter 6MANAGERIAL DECISION MAKING...

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Chapter 6—MANAGERIAL DECISION MAKING TRUE/FALSE 1. Decision making is the process by which managers identify and resolve problems and capitalize on opportunities. ANS: T DIF: E OBJ: 1 2. A problem occurs when some aspect of organizational performance is less than desirable. ANS: T DIF: E OBJ: 1 3. Pepsi's idea and decision to add a freshness date on its beverage containers represented a problem for the company. ANS: F DIF: E OBJ: 1 4. A situation that has the potential to provide beneficial outcomes can be referred to as an opportunity. ANS: T DIF: E OBJ: 1 5. Even in large organizations, a manager’s personality and attitudes affect the decisions he is making for the organization. ANS: T DIF: M OBJ: 1 6. Discrepancies alert managers to possible problems or opportunities. ANS: T DIF: E OBJ: 1 7. The first step in the decision-making process is the clear identification of opportunities or the diagnosis of problems that require a decision. ANS: T DIF: E OBJ: 1 8. Accurate information can be interpreted different ways by different managers. ANS: T DIF: E OBJ: 1 9. When high-quality information is collected, it is never misinterpreted. ANS: F DIF: E OBJ: 1 10. Alternatives refer to the results the organization wants to attain. ANS: F DIF: E OBJ: 1 11. The quality of the results does not need to be specified as everyone already knows quality should be good. ANS: F DIF: M OBJ: 1 134
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The fewer the alternatives, the better, as too many alternatives can be confusing and hard to choose among. ANS: F DIF: M OBJ: 1 13. The alternative courses of action in a decision-making situation are the strategies that the decision- maker might implement to solve the problem or respond to the opportunity. ANS: T DIF: M OBJ: 1 14. The use of focus groups would be most appropriate in the generating alternatives stage of the decision- making process. ANS: F DIF: M OBJ: 1 15. Generally, it is a good idea that those who will be affected by the decision must understand the choice and why it is made. ANS: T DIF: E OBJ: 1 16. As long as there are not too many alternatives, choosing the best is easy. ANS: F DIF: M OBJ: 1 17. Consideration of resources available is an important part of the implementation step of decision making. ANS: T DIF: E OBJ: 1 18. The planning process is a key to effective implementation. ANS: T DIF: E OBJ: 1 19. Monitoring of the decisions is useful whether the feedback is positive or negative. ANS: T DIF: E OBJ: 1 20. The rational-economic decision model is prescriptive rather than descriptive; that is, it concentrates on how decisions should be made, not on how they actually are made. ANS: T DIF: E OBJ: 2 21. The rational-economic decision model is descriptive rather than prescriptive in nature. ANS: F
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This note was uploaded on 01/31/2011 for the course MGMT 302 taught by Professor N/a during the Spring '10 term at Mountain State.

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0324302592_72714 - Chapter 6MANAGERIAL DECISION MAKING...

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