14 - Chapter 14 Decision Making 1. (p. 409) The management...

Info iconThis preview shows pages 1–4. Sign up to view the full content.

View Full Document Right Arrow Icon
Chapter 14 Decision Making 1. (p. 409) The management of most organizations faces primarily nonprogrammed decisions during daily operations. FALSE In most organizations, management faces primarily programmed decisions during daily operations. Difficulty: Medium Ivancevich - Chapter 14 #1 2. (p. 410) Programmed and non-programmed decisions apply to distinctly different types of problems. TRUE Difficulty: Easy Ivancevich - Chapter 14 #2 3. (p. 410) The main concern of top management should be nonprogrammed decisions. TRUE Difficulty: Easy Ivancevich - Chapter 14 #3 4. (p. 410) First-level management should be concerned primarily with nonprogrammed decisions. FALSE First-level management should be concerned primarily with programmed decisions; nonprogrammed decisions are the primary concern of upper management. Difficulty: Medium Ivancevich - Chapter 14 #4 1
Background image of page 1

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
5. (p. 410) Problems can be expected to arise in organizations where top management expends too much time and effort on nonprogrammed decisions. FALSE Problems can be expected to arise in organizations where top management expends too much time and effort on programmed decisions. Difficulty: Medium Ivancevich - Chapter 14 #5 6. (p. 410) Neglect of long-range planning usually results in an overemphasis on short-run control. TRUE Difficulty: Medium Ivancevich - Chapter 14 #6 7. (p. 410) Decisions are the organizational mechanisms through which attempts are made to achieve a desired state. TRUE Difficulty: Medium Ivancevich - Chapter 14 #7 8. (p. 410) Every decision is the outcome of a static process. FALSE Every decision is the outcome of a dynamic process. Difficulty: Easy Ivancevich - Chapter 14 #8 9. (p. 410) Goals and objectives are needed in any area where performance influences the effectiveness of the organization. TRUE Difficulty: Easy Ivancevich - Chapter 14 #9 2
Background image of page 2
(p. 412) Defining problems in terms of solutions is really a form of jumping to conclusions. TRUE Difficulty: Medium Ivancevich - Chapter 14 #10 11. (p. 413) A problem with low urgency and little impact will not grow if left unattended. FALSE Even a problem with low urgency and little impact will grow if left unattended. Difficulty: Medium Ivancevich - Chapter 14 #11 12. (p. 413) A critical part of effective decision making is determining problem significance. TRUE Difficulty: Easy Ivancevich - Chapter 14 #12 13. (p. 413) It is ill advised to choose a solution to a problem when the cause of the problem is unknown. TRUE Difficulty: Easy Ivancevich - Chapter 14 #13 14. (p. 413) When a good decision is identified quickly, alternatives do not need to be developed. FALSE Before a final decision is made, feasible alternatives should be developed and the potential consequences of each evaluated. Otherwise, you cannot be sure that you have the best solution to the problem. Difficulty: Medium
Background image of page 3

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
Image of page 4
This is the end of the preview. Sign up to access the rest of the document.

This note was uploaded on 04/06/2012 for the course BUS 5601 taught by Professor Muth during the Spring '09 term at FIT.

Page1 / 26

14 - Chapter 14 Decision Making 1. (p. 409) The management...

This preview shows document pages 1 - 4. Sign up to view the full document.

View Full Document Right Arrow Icon
Ask a homework question - tutors are online