Multiple Choice Questions 

51._____ is a conscious process of making choices among one or more alternatives with the intention of moving toward some desired state of affairs. 

A.Decision making

B.Bounded rationality

C.Divergent thinking

D.Prospect theory

E.Scenario planning

52.The rational decision making model begins with: 

A.evaluating alternatives.

B.identifying an opportunity.

C.searching for alternatives.

D.implementing the solution.

E.searching for information about outcomes to each alternative.

53.A nonprogrammed decision is applicable in any: 

A.routine situation where the company has a ready-made solution.

B.decision that does not relate directly to the employee's job description.

C.nonroutine situation in which employees must search for alternative solutions.

D.decision that is clearly within the employee's job description.

E.decision that affects the employee's performance.

54.Which of these represent the final step in the rational choice decision making process? 

A.Developing a list of solutions

B.Implementing the selected alternative

C.Choosing the best alternative

D.Evaluating decision outcomes

E.Recognizing the opportunities

55.The purely rational model of decision making is rarely practiced in reality because it: 

A.ignores the fact that problems must be defined before alternatives are chosen.

B.assumes that human beings make decisions based on their emotions and abilities.

C.assumes that people are efficient and logical in their information processing.

D.ignores the fact that people evaluate their decision after an alternative has been chosen and implemented.

E.does not consider the problems associated with implementing each of the alternatives.

56.One school of management thought states that organizational decisions and actions are influenced mainly by what attracts management's attention, rather than by the objective reality of the external or internal environment. Which of the following practices is closely associated with this argument? 

A.Rational choice paradigm

B.Programmed decision making

C.Perceptual defense

D.Decisive leadership

E.Stakeholder framing

57.What effect do mental models have on the decision-making process? 

A.They perpetuate assumptions that make it difficult to see new opportunities.

B.They allow decision makers to obtain accurate information from the surroundings.

C.They reduce the importance of developing alternative solutions to the problem.

D.They allow decision makers to maximize the potential of their decision making.

E.They help people to be more creative in decision making.

58.During a meeting, senior executives of a consumer products company were addressing the problem of being late in detecting several consumer trends, such as the trend toward using see-through plastics in kitchenware. While trying to determine the source of this problem, one executive said: "The main problem here is that we need to find a better industrial design firm to design our products." Which of the following best describes the decision-making problem that this executive is exhibiting? 

A.The executive is engaging in escalation of commitment.

B.The executive is being too creative.

C.The executive is involved in participative decision making.

D.The executive is engaging in groupthink.

E.The executive is defining the problem in terms of a solution.

59.The tendency to define problems in terms of a preferred solution occurs because: 

A.it provides a comforting solution.

B.decision makers prefer ambiguity rather than decisiveness.

C.it avoids the escalation of commitment problems.

D.it avoids problems of bounded rationality.

E.it helps in minimizing the biases caused by mental models.

60.Perceptual defense causes us to: 

A.defend the solutions we propose.

B.defend those who agree with us when we identify a problem.

C.defend the perception we have after making a decision.

D.block out bad news or information that threatens our self-concept.

E.justify our actions to defend our position.

Multiple Choice Questions 

51._____ is a conscious process of making choices among one or more alternatives with the intention of moving toward some desired state of affairs. 

A.Decision making

B.Bounded rationality

C.Divergent thinking

D.Prospect theory

E.Scenario planning

52.The rational decision making model begins with: 

A.evaluating alternatives.

B.identifying an opportunity.

C.searching for alternatives.

D.implementing the solution.

E.searching for information about outcomes to each alternative.

53.A nonprogrammed decision is applicable in any: 

A.routine situation where the company has a ready-made solution.

B.decision that does not relate directly to the employee's job description.

C.nonroutine situation in which employees must search for alternative solutions.

D.decision that is clearly within the employee's job description.

E.decision that affects the employee's performance.

54.Which of these represent the final step in the rational choice decision making process? 

A.Developing a list of solutions

B.Implementing the selected alternative

C.Choosing the best alternative

D.Evaluating decision outcomes

E.Recognizing the opportunities

55.The purely rational model of decision making is rarely practiced in reality because it: 

A.ignores the fact that problems must be defined before alternatives are chosen.

B.assumes that human beings make decisions based on their emotions and abilities.

C.assumes that people are efficient and logical in their information processing.

D.ignores the fact that people evaluate their decision after an alternative has been chosen and implemented.

E.does not consider the problems associated with implementing each of the alternatives.

56.One school of management thought states that organizational decisions and actions are influenced mainly by what attracts management's attention, rather than by the objective reality of the external or internal environment. Which of the following practices is closely associated with this argument? 

A.Rational choice paradigm

B.Programmed decision making

C.Perceptual defense

D.Decisive leadership

E.Stakeholder framing

57.What effect do mental models have on the decision-making process? 

A.They perpetuate assumptions that make it difficult to see new opportunities.

B.They allow decision makers to obtain accurate information from the surroundings.

C.They reduce the importance of developing alternative solutions to the problem.

D.They allow decision makers to maximize the potential of their decision making.

E.They help people to be more creative in decision making.

58.During a meeting, senior executives of a consumer products company were addressing the problem of being late in detecting several consumer trends, such as the trend toward using see-through plastics in kitchenware. While trying to determine the source of this problem, one executive said: "The main problem here is that we need to find a better industrial design firm to design our products." Which of the following best describes the decision-making problem that this executive is exhibiting? 

A.The executive is engaging in escalation of commitment.

B.The executive is being too creative.

C.The executive is involved in participative decision making.

D.The executive is engaging in groupthink.

E.The executive is defining the problem in terms of a solution.

59.The tendency to define problems in terms of a preferred solution occurs because: 

A.it provides a comforting solution.

B.decision makers prefer ambiguity rather than decisiveness.

C.it avoids the escalation of commitment problems.

D.it avoids problems of bounded rationality.

E.it helps in minimizing the biases caused by mental models.

60.Perceptual defense causes us to: 

A.defend the solutions we propose.

B.defend those who agree with us when we identify a problem.

C.defend the perception we have after making a decision.

D.block out bad news or information that threatens our self-concept.

E.justify our actions to defend our position.

Multiple Choice Questions 

51._____ is a conscious process of making choices among one or more alternatives with the intention of moving toward some desired state of affairs. 

A.Decision making

B.Bounded rationality

C.Divergent thinking

D.Prospect theory

E.Scenario planning

52.The rational decision making model begins with: 

A.evaluating alternatives.

B.identifying an opportunity.

C.searching for alternatives.

D.implementing the solution.

E.searching for information about outcomes to each alternative.

53.A nonprogrammed decision is applicable in any: 

A.routine situation where the company has a ready-made solution.

B.decision that does not relate directly to the employee's job description.

C.nonroutine situation in which employees must search for alternative solutions.

D.decision that is clearly within the employee's job description.

E.decision that affects the employee's performance.

54.Which of these represent the final step in the rational choice decision making process? 

A.Developing a list of solutions

B.Implementing the selected alternative

C.Choosing the best alternative

D.Evaluating decision outcomes

E.Recognizing the opportunities

55.The purely rational model of decision making is rarely practiced in reality because it: 

A.ignores the fact that problems must be defined before alternatives are chosen.

B.assumes that human beings make decisions based on their emotions and abilities.

C.assumes that people are efficient and logical in their information processing.

D.ignores the fact that people evaluate their decision after an alternative has been chosen and implemented.

E.does not consider the problems associated with implementing each of the alternatives.

56.One school of management thought states that organizational decisions and actions are influenced mainly by what attracts management's attention, rather than by the objective reality of the external or internal environment. Which of the following practices is closely associated with this argument? 

A.Rational choice paradigm

B.Programmed decision making

C.Perceptual defense

D.Decisive leadership

E.Stakeholder framing

57.What effect do mental models have on the decision-making process? 

A.They perpetuate assumptions that make it difficult to see new opportunities.

B.They allow decision makers to obtain accurate information from the surroundings.

C.They reduce the importance of developing alternative solutions to the problem.

D.They allow decision makers to maximize the potential of their decision making.

E.They help people to be more creative in decision making.

58.During a meeting, senior executives of a consumer products company were addressing the problem of being late in detecting several consumer trends, such as the trend toward using see-through plastics in kitchenware. While trying to determine the source of this problem, one executive said: "The main problem here is that we need to find a better industrial design firm to design our products." Which of the following best describes the decision-making problem that this executive is exhibiting? 

A.The executive is engaging in escalation of commitment.

B.The executive is being too creative.

C.The executive is involved in participative decision making.

D.The executive is engaging in groupthink.

E.The executive is defining the problem in terms of a solution.

59.The tendency to define problems in terms of a preferred solution occurs because: 

A.it provides a comforting solution.

B.decision makers prefer ambiguity rather than decisiveness.

C.it avoids the escalation of commitment problems.

D.it avoids problems of bounded rationality.

E.it helps in minimizing the biases caused by mental models.

60.Perceptual defense causes us to: 

A.defend the solutions we propose.

B.defend those who agree with us when we identify a problem.

C.defend the perception we have after making a decision.

D.block out bad news or information that threatens our self-concept.

E.justify our actions to defend our position.

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