Decision Making And Control Complete Test Bank Ch.13 Miller

Walker Supervision in the Hospitality Industry, 9th Edition

Test Bank and Answer Key

Chapter 13 Decision Making and Control

True/False Questions

1. The easiest to organize the fact-finding is to go through the who–what–when–where–how–why routine.

2. Acting on a hunch of gut feeling to make a decision is the logical approach.

3. A supervisor’s decision should be a choice among alternative courses of action directed toward a specific purpose.

4. Feedback is the most used control.

5. The kind of decision making that requires a clear grasp of what is going on plus quick thinking and quick action is decisiveness.

6. Productivity is defined as “the output of employee’s services and products in a given time period.”

7. Finding a solution that satisfies both of you is a lose–lose outcome.

8. You find a solution that satisfies you but not the other person is a lose–win outcome.

9. Feedback control is control that is conducted during the activity.

10. The first step in problem solving is to describe the problem.

Multiple-Choice Questions

1. Situations such as a ball game, tennis match, arm wrestling, election, or war are all based on the:

1. win–lose concept.
2. win–win concept.
3. lose–win concept.
4. lose–lose concept.

2. Going through the who–what–when–where–how–why routine is called:

1. brainstorming.
2. controlling.
3. feeding forward.
4. fact-finding.

3. The first step in making a decision is to:

a. gather the facts.

b. define the problem.

c. develop alternative solutions.

d. determine the risk.

e. evaluate the risk.

4. Objectives for making a decision should spell out:

a. the results you are aiming for.

b. limiting factors (budget, policy, etc.).

c. any specific requirements.

d. All of the above.

e. Both a and c.

5. You give up something in exchange for the worker’s giving up something. What approach is this?

1. Win–lose concept
2. Win–win concept
3. Lose–win concept
4. Lose–lose concept

6. Brainstorming is:

a. group decision making.

b. weighing the pros and cons.

c. generating all possible solutions without considering pros and cons.

d. determining all possible consequences of a course of action.

7. Group decision making:

a. always produces a better solution than individual problem solving.

b. usually produces more commitment to the solution because everyone takes part in it.

c. is quicker because of better communication.

d. All of the above.

e. Both a and c

8. In participative problem solving:

a. the supervisor leaves the decision to the group.

b. everyone takes part in the final decision, but the supervisor sets the limits.

c. there may be varying degrees of worker participation both in exploring the problem and in solving it.

d. the supervisor always makes the final decision.

e. Both b and c

9. You say to the worker, “You’ve gotta shape up or else; if you don’t shape up, you’re fired.” You are taking what stance?

1. Lose–win
2. Win–win
3. Win–lose
4. Lose–lose

10. It is important to resolve people problems because:

a. it will make everybody happier and more productive.

b. workers’ feelings and emotions affect the work they do and the way they treat the customers.

c. your workers will be grateful and will like you for it and they will always want many more examples.

d. you will need fewer people to do the same work.

e. Both a and c

11. You don’t take a stand, you let the worker get away with things, and you back away from any decision.

1. Lose–win
2. Win–lose
3. Wine–win
4. Lose–lose

12. The second step in the process of making good decisions is:

1. defining the problem.
2. setting objectives.
3. analyzing the problem.
4. developing solutions.

13. Group decision making works best when:

1. the group is rewarded for making good decisions.
2. group participants get involved in winning arguments.
3. there is a dominator in the group.
4. a consensus is not required.
5. Both a and b

14. When dealing with problems involving one person in a participative approach that involves the worker from the beginning to the end of the problem solving, that is said to solve the problem 75% of the time is called:

1. win–win problem solving.
2. win–lose problem solving.
3. lose–win problem solving.
4. lose–lose problem solving.

15. Group decision making is not a panacea. It works best when:

1. a fair decision is not required.
2. the group is not punished or rewarded for good decisions but bonuses may be paid every six months if results beat forecasts.
3. members are accustomed to working together as a team and have differing expertise and points of view but common goals.
4. Both b and c
5. None of the above.

16. A managerial decision should be a:

1. conscious choice among alternatives.
2. conscious and unconscious choice among alternatives.
3. group decision-making process.
4. None of the above.
5. All of the above.

17. When making decisions ________ is very important.

1. location
2. differences
3. timing
4. Both a and c
5. All of the above.

18. Group decision making works best when:

1. members have separate, clearly defined goals.
2. members are accustomed to working together.
3. members have differing expertise.
4. Both b and c
5. All of the above.

19. The last step in using a pattern for solving problems is:

1. decide on the best solution.
2. following up.
3. implementing the decision.
4. developing alternate solutions.
5. Both a and c

20. People who have used win–win problem solving say that it solves the problem ______% of the time.

1. 25
2. 50
3. 75
4. 85

21. A process by which leaders measure, evaluate, and compare results to goals and standards previously agreed upon and take corrective action when necessary to stay on course is known as:

• 1. productivity.
  2. controlling.
  3. maintaining.
  4. win–win problem solving.
  5. None of the above.

1. Which of the following areas require control?
   1. Labor
   2. Budgets
   3. Purchasing
   4. Both a and b
   5. All of the above.
2. Which of the following is not a question you should ask before making any decision of consequence?
   1. Will each course of action be objective to the people it will affect?
   2. Which course of action provides the most benefit with the least risk?
   3. Which course of action will give the best results with the least expenditure of time, money, and effort?
   4. Is each course of action feasible?
   5. None of the above.
3. Using a logical process to identify causes and solutions to problems or to make decisions is known as:
   1. brainstorming.
   2. decisiveness.
   3. problem solving.
   4. controlling.
   5. fact-finding.
4. Which of the following is not a problem regarding group decision making?
   1. Groups are often dominated by two or three people.
   2. It takes longer for a group to decide something than it does for one person to make the decision.
   3. Group participants often get involved in winning arguments or showing off rather than in making the best decision.
   4. Consensus leads to the best decision.
   5. Both a and d
5. The acceptable quantity of work that an employee is expected to do is known as:
   1. productivity.
   2. productivity standards.
   3. performance standards.
   4. consensus.
   5. average workload.
6. Which of the following is not a visible control throughout the workplace?
   1. Door locks
   2. Time clocks
   3. Calculator
   4. Keys to the cash register
   5. Bartender’s measuring device
7. Which of the following is not a guideline to help build decision-making skills?
   1. Be alert to signs of problems.
   2. Keep an open mind when investigating a problem.
   3. Look at each situation from its own unique perspective.
   4. Make sure you are a part of the problem itself.
   5. Accept your responsibility fully: face decisions promptly.
8. Which of the following is true regarding rational versus emotional decision making?
   1. All decision makers use too little emotion in making a decision
   2. As managers it is important to weigh out the consequences of our actions before we act purely on emotion.
   3. In the hospitality field, leaders need to learn how to approach decision making using no emotion
   4. Both a and b
   5. All of the above.
9. Giving something up in exchange for the worker’s giving up something and each of you has less than before is known as:
   1. lose–lose compromise.
   2. lose–win compromise.
   3. win–win compromise.
   4. win–lose compromise.
   5. None of the above.