Decisions are specifically crafted or tailored to the

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5 .   In __________ negotiation , the manager is involved in negotiation with other persons , with each party representing a broader constituency .
a ) intergroup
b ) 
c ) two - party
d ) group
e ) intragroup
Answer:  b )   constituency
6 .   Which of the following is NOT one of the five basic steps involved in the rational decision model ?
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7 .   __________ are routine problems that arise on a regular basis and which can be addressed through standard responses .
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8 .   __________ decisions are specifically crafted or tailored to the situation at hand .
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9 .   __________ is an ideal condition for managerial problem solving and Decision - Making .
a ) Certainty
b ) Risk
c ) Uncertainty
d ) Turbulence
e ) Chaos
Answer:  a )   Certainty
10 .   __________ environments exist when decision makers lack complete certainty regarding the outcomes of various courses of action , but they are aware of the probabilities associated with their occurrence .
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11 .   __________ environments exist when managers have so little information that they can not even assign probabilities to various alternatives and their possible outcomes .
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12 .   The most difficult environment for decision makers to cope with is the __________ environment .
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13 .   Threats to overall business success are called __________ risks .
a ) 
b ) operational
c ) financial
d ) reputation
e ) functional
Answer:  a )   strategic
14 .   The __________ model views decision makers as acting in a world of complete certainty .
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15 .   __________ accepts the notion of bounded rationality and assumes that decision makers act only in terms of what they perceive about a given situation .
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16 .   A key element in Decision - Making under risk and uncertainty is __________.
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17 .   __________ , or the use of one ’s intellect , is important in all aspects of Decision - Making .
a ) Intuition
b ) Attitudinal formation
c ) Judgment
d ) Perceiving
e ) Sensing
Answer:  c )   Judgment
18 .   __________ are simplifying strategies or “ rules of thumb ” used to make decisions .
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19 .   __________ can lead to systematic errors that affect the quality , and perhaps ethical implications , of any decision that is made .
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20 .   Individual decisions are also called __________ decisions .
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21 .   In the Vroom , Yetton , and Jago decision - making model , __________ are made when the manager or team leader uses information that he or she possesses and decides what to do without involving others .
a ) groupthink decisions
b ) authority decisions
c ) consultative decisions
d ) group decisions
e ) minority decisions
Answer:  b )   authority decisions
22 .   What Decision - Making concept is reflected in the popular adage , “ If at first you do n’t succeed , try , try again ? ”
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23 .   All of the following statements relating to escalating commitment are correct EXCEPT :
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24 .   All of the following approaches can be used to increase creativity EXCEPT :
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1 .   Which of the following statements about conflict is incorrect ?
a) Managers and team leaders can spend considerable time dealing with conflicts .
b) The manager or team leader may act as a mediator to resolve conflicts between other people .
c) 
d) Managers and team leaders should be able to recognize situations that have the potential for conflict .
e) Managers and team leaders should be able to deal with conflict situations in ways that will best serve the needs of both the organization and the people involved .
Answer:  c)   Managers and team leaders should always push conflict to the highest level .
2 .   All of the following are considered levels of conflict EXCEPT :
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3 .   __________ establish the conditions from which conflicts are likely to develop .
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4 .   __________ goals deal with outcomes that relate to the “ content ” issues under negotiation .
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Psychology Applied to Modern Life: Adjustment in the 21st Century
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Chapter 6 / Exercise 4
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8.__________ decisions are specifically crafted or tailored to the situation at hand.a)Ad hoc b)Discretionary c)Nonprogrammed d)Arbitrary e)Elective
9.__________ is an ideal condition for managerial problem solving and Decision-Making.
10. __________ environments exist when decision makers lack complete certainty regarding the outcomes of various courses of action, but they are aware of the probabilities associated with their occurrence.
11. __________ environments exist when managers have so little information that they cannot even assign probabilities tovarious alternatives and their possible outcomes.
We have textbook solutions for you!
The document you are viewing contains questions related to this textbook.
Psychology Applied to Modern Life: Adjustment in the 21st Century
The document you are viewing contains questions related to this textbook.
Chapter 6 / Exercise 4
Psychology Applied to Modern Life: Adjustment in the 21st Century
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12. The most difficult environment for decision makers to cope with is the __________ environment.a)risk b)certain c)expectant d)uncertain e)statutory
13. Threats to overall business success are called __________ risks.
14. The __________ model views decision makers as acting in a world of complete certainty.
15. __________ accepts the notion of bounded rationality and assumes that decision makers act only in terms of what they perceive about a given situation.
16. A key element in Decision-Making under risk and uncertainty is __________.a)discernmentb)unrestrained rationalityc)recognitiond)intuitione)assimilation
17. __________, or the use of one’s intellect, is important in all aspects of Decision-Making.
18. __________ are simplifying strategies or “rules of thumb” used to make decisions.
19. __________ can lead to systematic errors that affect the quality, and perhaps ethical implications, of any decision that is made.
20. Individual decisions are also called __________ decisions.a)authorityb)consultativec)solitaryd)valide)hindsight
21. In the Vroom, Yetton, and Jago decision-making model, __________ are made when the manager or team leader uses information that he or she possesses and decides what to do without involving others.

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