Managers As Decision Makers Test Bank Docx Ch4

Exploring Management, 7e (Schermerhorn)

Chapter 4 Managers as Decision Makers

1) Identifying and taking action to resolve problems is called ________.

A) problem solving

B) information competency

C) information management

D) inquiring

Learning Objective: 4.1: Explain how managers use information to solve problems.

Section Reference: Managers use technological, informational, and analytical competencies to solve problems.

AACSB: Analytic

2) Which of the following terms refers to the ability to gather and use information to solve problems?

A) Problem solving

B) Information competency

C) Information disbursement

D) Inquiring

Learning Objective: 4.1: Explain how managers use information to solve problems.

Section Reference: Managers use technological, informational, and analytical competencies to solve problems.

AACSB: Analytic

3) Karen, a human resource manager, studies the turnover patterns in her company. She examines the various factors that contribute to the employee turnover and develops effective engagement programs to improve employee loyalty. This scenario illustrates ________ competency.

A) knowledge

B) analytical

C) technological

D) financial

Learning Objective: 4.1: Explain how managers use information to solve problems.

Section Reference: Managers use technological, informational, and analytical competencies to solve problems.

AACSB: Reflective Thinking

4) A performance ________ is a situation where something is wrong or likely to be wrong.

A) opportunity

B) weakness

C) threat

D) mistake

Learning Objective: 4.1: Explain how managers use information to solve problems.

Section Reference: Managers deal with problems posing threats and offering opportunities.

AACSB: Analytic

5) Information competency involves all of the following skills EXCEPT ________.

A) locating appropriate information

B) retrieving credible and valuable information

C) organizing information

D) finding patterns in the information to make decisions

Learning Objective: 4.1: Explain how managers use information to solve problems.

Section Reference: Managers use technological, informational, and analytical competencies to solve problems.

AACSB: Analytic

6) Sawaar is a proactive information gatherer and a forward-thinking manager. He is an example of a problem ________.

A) seeker

B) avoider

C) creator

D) solver

Learning Objective: 4.1: Explain how managers use information to solve problems.

Section Reference: Managers can be problem avoiders, problem solvers, or problem seekers.

AACSB: Analytic

7) Managers who ignore information that would otherwise signal the presence of a performance threat or opportunity, and who prefer not to make decisions are called problem ________.

A) seekers

B) avoiders

C) creators

D) evaders

Learning Objective: 4.1: Explain how managers use information to solve problems.

Section Reference: Managers can be problem avoiders, problem solvers, or problem seekers.

AACSB: Analytic

8) A situation that offers the possibility of a better future if the right steps are taken is called a ________.

A) performance threat

B) potential problem

C) performance opportunity

D) future problem

Learning Objective: 4.1: Explain how managers use information to solve problems.

Section Reference: Managers deal with problems posing threats and offering opportunities.

AACSB: Analytic

9) Avena approaches a problem in a flexible and spontaneous fashion. She is employing ________ thinking.

A) programmed

B) sensational

C) systemic

D) intuitive

Learning Objective: 4.1: Explain how managers use information to solve problems.

Section Reference: Managers use both systematic and intuitive thinking.

AACSB: Reflective Thinking

10) If you are a systematic thinker, you will ________.

A) try to stay very flexible in your thinking

B) generally be spontaneous

C) be analytical in your approach

D) be creative in your methods

Learning Objective: 4.1: Explain how managers use information to solve problems.

Section Reference: Managers use both systematic and intuitive thinking.

AACSB: Analytic

11) The three different conditions or problem environments in which managers make decisions are ________.

A) good, neutral, and bad

B) certain, risk, and uncertain

C) absolute, uncertain, and indeterminate

D) certain, absolute, and risk

Learning Objective: 4.1: Explain how managers use information to solve problems.

Section Reference: Managers make decisions under conditions of certainty, risk, and uncertainty.

AACSB: Analytic

12) A(n) ________ environment, in which managers make decisions, lacks so much information that it is difficult to assign probabilities to the likely outcome of alternatives.

A) uncertain

B) bad

C) improbable

D) risk

Learning Objective: 4.1: Explain how managers use information to solve problems.

Section Reference: Managers make decisions under conditions of certainty, risk, and uncertainty.

AACSB: Analytic

13) ________ are managers who are comfortable with intangibles and value flexibility and human relationships.

A) Risk takers

B) Intuitive feelers

C) Sensation thinkers

D) Intuitive thinkers

Learning Objective: 4.1: Explain how managers use information to solve problems.

Section Reference: Managers use different cognitive styles to process information for decision making.

AACSB: Analytic

14) ________ are comfortable with abstraction and unstructured situations. They tend to be idealistic, prone to intellectual and theoretical positions, and are logical, impersonal, and avoid details.

A) Sensation feelers

B) Intuitive thinkers

C) Sensation thinkers

D) Intuitive feelers

Learning Objective: 4.1: Explain how managers use information to solve problems.

Section Reference: Managers use different cognitive styles to process information for decision making.

AACSB: Analytic

15) An environment in which managers have complete information on possible action alternatives and their consequences for them to make decisions is called a ________ environment.

A) favorable

B) good

C) certain

D) risk

Learning Objective: 4.1: Explain how managers use information to solve problems.

Section Reference: Managers make decisions under conditions of certainty, risk, and uncertainty.

AACSB: Analytic

16) An environment for making decisions in which information is incomplete but offers probabilities for the likely outcomes of various possible action alternatives is called a(n) ________ environment.

A) risk

B) certain

C) uncertain

D) programmed

Learning Objective: 4.1: Explain how managers use information to solve problems.

Section Reference: Managers make decisions under conditions of certainty, risk, and uncertainty.

AACSB: Analytic

17) A(n) ________ is a choice among possible alternative courses of action.

A) alternative

B) inquiry

C) guess

D) decision

Learning Objective: 4.1: Explain how managers use information to solve problems.

Section Reference: Managers make programmed and nonprogrammed decisions when solving problems.

AACSB: Analytic

18) A ________ decision applies a pre-existing solution to a routine problem.

A) correct

B) programmed

C) nonprogrammed

D) complex

Learning Objective: 4.1: Explain how managers use information to solve problems.

Section Reference: Managers make programmed and nonprogrammed decisions when solving problems.

AACSB: Analytic

19) A ________ decision crafts a unique solution to a new and unstructured problem.

A) simple

B) programmed

C) nonprogrammed

D) questionable

Learning Objective: 4.1: Explain how managers use information to solve problems.

Section Reference: Managers make programmed and nonprogrammed decisions when solving problems.

AACSB: Analytic

20) Joe, an HR manager, responds to several routine calls that take up a considerable part of his working hours. He tasks his team of information technology experts to develop auto-response software that would reduce the number of times he has to be involved personally. In this scenario, Joe has made a ________ decision to implement a ________ decision.

A) difficult; complex

B) nonprogrammed; programmed

C) programmed; nonprogrammed

D) complex; difficult

Learning Objective: 4.1: Explain how managers use information to solve problems.

Section Reference: Managers make programmed and nonprogrammed decisions when solving problems.

AACSB: Reflective Thinking

21) Which of the following factors determines whether a decision is programmed or nonprogrammed?

A) Whether the problem is new or routine

B) The number of people involved in the outcome

C) The amount of time available

D) The amount of money involved in the solution

Learning Objective: 4.1: Explain how managers use information to solve problems.

Section Reference: Managers make programmed and nonprogrammed decisions when solving problems.

AACSB: Analytic

22) Which of the following is the first step in the decision-making process?

A) Generating alternatives

B) Evaluating results

C) Defining the problem

D) Making the decision

Learning Objective: 4.2: Identify five steps in the decision-making process.

Section Reference: Step 1-Identify and define the problem.

AACSB: Analytic

23) Which of the following is NOT a common error in the first step of the decision-making process?

A) Defining the problem too narrowly

B) Focusing on symptoms rather than causes

C) Choosing the wrong problem

D) Failing to consult the stakeholders

Learning Objective: 4.2: Identify five steps in the decision-making process.

Section Reference: Step 1-Identify and define the problem.

AACSB: Analytic

24) Which of the following practices should be followed in the first stage of the decision-making process?

A) Performing a cost-benefit analysis

B) Adopting an optimizing decision

C) Evaluating the consequences of a decision

D) Focusing on a problem rather than on its symptoms

Learning Objective: 4.2: Identify five steps in the decision-making process.

Section Reference: Step 1-Identify and define the problem.

AACSB: Analytic

25) Which of the following is the second step in the decision-making process?

A) Deciding what to do

B) Evaluating the problem

C) Generating alternative courses of action

D) Implementing the decision

Learning Objective: 4.2: Identify five steps in the decision-making process.

Section Reference: Step 2-Generate and evaluate alternative courses of action.

AACSB: Analytic

26) In the decision-making process, a cost-benefit analysis is used in the ________ stage.

A) evaluate results

B) define a problem

C) implement a decision

D) generate alternative courses of action

Learning Objective: 4.2: Identify five steps in the decision-making process.

Section Reference: Step 2-Generate and evaluate alternative courses of action.

AACSB: Analytic

27) Comparing the costs and benefits of each potential course of action is called ________.

A) evaluation of results.

B) cost-benefit analysis.

C) strategic planning.

D) application of ethics double-check.

Learning Objective: 4.2: Identify five steps in the decision-making process.

Section Reference: Step 2-Generate and evaluate alternative courses of action.

AACSB: Analytic

28) Which of the following is the third step in the decision-making process?

A) Gathering more information

B) Implementing the decision

C) Conducting a cost-benefit analysis

D) Deciding on a course of action

Learning Objective: 4.2: Identify five steps in the decision-making process.

Section Reference: Step 3-Decide on a preferred course of action.

AACSB: Analytic

29) In the decision-making process, the classical and behavioral models could be used in the ________ stage.

A) evaluate results

B) implement the decision

C) decide on a course of action

D) conduct a cost-benefit analysis

Learning Objective: 4.2: Identify five steps in the decision-making process.

Section Reference: Step 3-Decide on a preferred course of action.

AACSB: Analytic

30) The ________ decision model describes decision making with complete information.

A) classical

B) logical

C) behavioral

D) optimizing

Learning Objective: 4.2: Identify five steps in the decision-making process.

Section Reference: Step 3-Decide on a preferred course of action.

AACSB: Analytic

31) Which of the following statements is true of the classical decision model?

A) It proposes that managers take optimizing decisions after considering available alternatives.

B) It holds that managers act only in terms of their perceptions, which are frequently imperfect.

C) It takes into account the cognitive limitations that prevent managers from being fully informed.

D) It addresses the complexities involved in decision making in uncertain and risk environments.

Learning Objective: 4.2: Identify five steps in the decision-making process.

Section Reference: Step 3-Decide on a preferred course of action.

AACSB: Analytic

32) While making decisions, Dee selects the alternative that provides the absolute best solution to a problem. In this scenario, Dee makes a(n) ________ decision.

A) intuitive

B) optimizing

C) unprogrammed

D) satisficing

Learning Objective: 4.2: Identify five steps in the decision-making process.

Section Reference: Step 3-Decide on a preferred course of action.

AACSB: Reflective Thinking

33) ________ limitations make it hard for managers to be fully informed and make perfectly rational decisions in all situations.

A) Intuitive

B) Financial

C) Behavioral

D) Cognitive

Learning Objective: 4.2: Identify five steps in the decision-making process.

Section Reference: Step 3-Decide on a preferred course of action.

AACSB: Analytic

34) The ________ decision model describes decision making with limited information and bounded rationality.

A) participative

B) classical

C) behavioral

D) delegation

Learning Objective: 4.2: Identify five steps in the decision-making process.

Section Reference: Step 3-Decide on a preferred course of action.

AACSB: Analytic

35) A decision that chooses the first satisfactory alternative that is presented is called a(n) ________ decision.

A) optimizing

B) reasonable

C) satisficing

D) classical

Learning Objective: 4.2: Identify five steps in the decision-making process.

Section Reference: Step 3-Decide on a preferred course of action.

AACSB: Analytic

36) The classical decision model views managers as attempting to provide ________ decisions.

A) ethical

B) preprogrammed

C) optimizing

D) satisficing

Learning Objective: 4.2: Identify five steps in the decision-making process.

Section Reference: Step 3-Decide on a preferred course of action.

AACSB: Analytic

37) The behavioral decision model views managers as attempting to provide ________ decisions.

A) ethical

B) satisficing

C) programmed

D) optimizing

Learning Objective: 4.2: Identify five steps in the decision-making process.

Section Reference: Step 3-Decide on a preferred course of action.

AACSB: Analytic

38) The fourth step in the decision-making process is to ________.

A) evaluate results

B) implement the decision

C) conduct a cost-benefit analysis

D) generate alternatives

Learning Objective: 4.2: Identify five steps in the decision-making process.

Section Reference: Step 4-Take action to implement the decision.

AACSB: Analytic

39) A lack-of-participation error occurs when ________.

A) employees do not understand what the management wants them to do

B) there is a shortage of employees to implement a decision

C) employees are not capable of implementing a decision

D) managers fail to include the right people in the decision-making process

Learning Objective: 4.2: Identify five steps in the decision-making process.

Section Reference: Step 4-Take action to implement the decision.

AACSB: Analytic

40) The final step in the decision-making process is to ________.

A) ensure that your options list has all possible alternatives

B) search for the optimum decision

C) gain support for your decision

D) evaluate the results of your implemented decision

Learning Objective: 4.2: Identify five steps in the decision-making process.

Section Reference: Step 5-Evaluate results.

AACSB: Analytic

41) At each stage of decision making, spotlight questions help managers to perform ________.

A) commitment escalation

B) alternative analysis

C) ethical reasoning

D) financial analysis

Learning Objective: 4.2: Identify five steps in the decision-making process.

Section Reference: Ethical reasoning is important at all steps in decision making.

AACSB: Ethics

42) How a person would feel if her family found out about a decision she took or if the decision was published in the local newspaper or posted on the Internet are examples of ________ questions.

A) casual

B) spotlight

C) contingent

D) decisional

Learning Objective: 4.2: Identify five steps in the decision-making process.

Section Reference: Ethical reasoning is important at all steps in decision making.

AACSB: Analytic

43) The generation of a novel idea or unique approach that solves a problem or crafts an opportunity is called ________.

A) social engineering

B) representative thinking

C) creativity

D) availability

Learning Objective: 4.3: Discuss current issues in managerial decision making.

Section Reference: Creativity drives better decision making.

AACSB: Analytic

44) Which of the following is NOT a driver of personal creativity?

A) Task expertise

B) Task motivation

C) Subjective experience

D) Creativity skills

Learning Objective: 4.3: Discuss current issues in managerial decision making.

Section Reference: Creativity drives better decision making.

AACSB: Analytic

45) A group-based decision is not ideal for problem solving when the problem ________.

A) is complex and managers need a lot of information

B) calls for a creative solution

C) calls for alternate viewpoints

D) needs a quick solution

Learning Objective: 4.3: Discuss current issues in managerial decision making.

Section Reference: Group decision making has advantages and disadvantages.

AACSB: Analytic

46) Which of the following heuristics is employed when people use a stereotype to assess the likely occurrence of an event?

A) Escalating commitment

B) Representativeness

C) Anchoring and adjustment

D) Availability

Learning Objective: 4.3: Discuss current issues in managerial decision making.

Section Reference: Judgmental heuristics and other biases may cause decision-making errors.

AACSB: Analytic

47) Which of the following heuristics is employed when people change a previously existing value to make a decision?

A) Escalating commitment

B) Representativeness

C) Anchoring and adjustment

D) Availability

Learning Objective: 4.3: Discuss current issues in managerial decision making.

Section Reference: Judgmental heuristics and other biases may cause decision-making errors.

AACSB: Analytic

48) Solving a problem based on one's perception of the situation, positive or negative, leads to a(n) ________.

A) confirmation error

B) programmed decision

C) framing error

D) escalating commitment

Learning Objective: 4.3: Discuss current issues in managerial decision making.

Section Reference: Judgmental heuristics and other biases may cause decision-making errors.

AACSB: Analytic

49) Cristina insists on continuing on a course of action even though it is not working. Which of the following decision-making traps does this scenario illustrate?

A) Escalating commitment

B) Framing error

C) Anchoring heuristic

D) Minority domination

Learning Objective: 4.3: Discuss current issues in managerial decision making.

Section Reference: Judgmental heuristics and other biases may cause decision-making errors.

AACSB: Analytic

50) Mark attends only to information that confirms a decision he already made. Which of the following decision-making traps does this scenario illustrate?

A) Escalating commitment

B) Framing error

C) Anchoring heuristic

D) Confirmation error

Learning Objective: 4.3: Discuss current issues in managerial decision making.

Section Reference: Judgmental heuristics and other biases may cause decision-making errors.

AACSB: Analytic

51) Managers who are problem solvers will make decisions and try to solve problems when required.

Learning Objective: 4.1: Explain how managers use information to solve problems.

Section Reference: Managers can be problem avoiders, problem solvers, or problem seekers.

AACSB: Analytic

52) When an individual moves higher in management ranks, the level of certainty in a problem environment tends to increase.

Learning Objective: 4.1: Explain how managers use information to solve problems.

Section Reference: Managers make decisions under conditions of certainty, risk, and uncertainty.

AACSB: Analytic

53) Sensation feelers prefer broad global issues. They are insightful and tend to avoid details and are comfortable with intangibles.

Learning Objective: 4.1: Explain how managers use information to solve problems.

Section Reference: Managers use different cognitive styles to process information for decision making.

AACSB: Analytic

54) The problem with the classical decision model is that it does not take into account the cognitive limitations that managers, as humans, have.

Learning Objective: 4.2: Identify five steps in the decision-making process.

Section Reference: Step 3-Decide on a preferred course of action.

AACSB: Analytic

55) During the decision-making process, extensive information should be gathered to identify alternative courses of action as well as their anticipated consequences.

Learning Objective: 4.2: Identify five steps in the decision-making process.

Section Reference: Step 2-Generate and evaluate alternative courses of action.

AACSB: Analytic

56) The evaluation of a decision should not only consider whether the results were gained but should also determine whether any undesirable side effects occurred.

Learning Objective: 4.2: Identify five steps in the decision-making process.

Section Reference: Step 5-Evaluate results.

AACSB: Analytic

57) Managers turn to heuristics to make decisions with limited information, time, and energy.

Learning Objective: 4.3: Discuss current issues in managerial decision making.

Section Reference: Judgmental heuristics and other biases may cause decision-making errors.

AACSB: Analytic

58) A common management problem when implementing decisions is escalating commitment.

Learning Objective: 4.3: Discuss current issues in managerial decision making.

Section Reference: Judgmental heuristics and other biases may cause decision-making errors.

AACSB: Analytic

59) The problem in a crisis situation is not just that it is often unexpected, but that it must be handled quickly in order to avoid a disaster.

Learning Objective: 4.3: Discuss current issues in managerial decision making.

Section Reference: Managers must be prepared for crisis decision making.

AACSB: Analytic

60) ________ workers add value to organizations through their intellectual capabilities.

Learning Objective: 4.1: Explain how managers use information to solve problems.

Section Reference: Managers use technological, informational, and analytical competencies to solve problems.

AACSB: Analytic

61) A performance ________ is a situation in which something is wrong or likely to be wrong.

Learning Objective: 4.1: Explain how managers use information to solve problems.

Section Reference: Managers deal with problems posing threats and offering opportunities.

AACSB: Analytic

62) ________ are decision makers who ignore information and trouble signals.

Learning Objective: 4.1: Explain how managers use information to solve problems.

Section Reference: Managers can be problem avoiders, problem solvers, or problem seekers.

AACSB: Analytic

63) ________ involves problem-solving in a rational, step-by-step, analytical process.

Learning Objective: 4.1: Explain how managers use information to solve problems.

Section Reference: Managers use both systematic and intuitive thinking.

AACSB: Analytic

64) A(n) ________ can be made in different ways and some work better than others in various circumstances.

Learning Objective: 4.1: Explain how managers use information to solve problems.

Section Reference: Managers make programmed and nonprogrammed decisions when solving problems.

AACSB: Analytic

65) Evaluating alternatives, in which positive and negative outcomes are examined, is done with the help of a tool called ________.

Learning Objective: 4.2: Identify five steps in the decision-making process.

Section Reference: Step 2-Generate and evaluate alternative courses of action.

AACSB: Analytic

66) If you are seeking the best possible solution to a problem, you are seeking to ________ your decision.

Learning Objective: 4.2: Identify five steps in the decision-making process.

Section Reference: Step 3-Decide on a preferred course of action.

AACSB: Analytic

67) When decision makers are armed with only partial information about the available action alternatives and their consequences, they are more likely to make ________ decisions because they will want to pick the first satisfactory alternative that presents itself.

Learning Objective: 4.2: Identify five steps in the decision-making process.

Section Reference: Step 3-Decide on a preferred course of action.

AACSB: Analytic

68) The ________ decision model accepts the presence of cognitive limitations and recognizes risk and uncertainty in most decision environments.

Learning Objective: 4.2: Identify five steps in the decision-making process.

Section Reference: Step 3-Decide on a preferred course of action.

AACSB: Analytic

69) ________ occurs when extraordinary things are done by exceptional people.

Learning Objective: 4.3: Discuss current issues in managerial decision making.

Section Reference: Creativity drives better decision making.

AACSB: Analytic

70) ________ occurs when average people come up with unique ways to deal with daily events and situations.

Learning Objective: 4.3: Discuss current issues in managerial decision making.

Section Reference: Creativity drives better decision making.

AACSB: Analytic

71) The ________ heuristic uses readily available information to assess a current situation.

Learning Objective: 4.3: Discuss current issues in managerial decision making.

Section Reference: Judgmental heuristics and other biases may cause decision-making errors.

AACSB: Analytic

72) The risk associated with using a(n) ________ heuristic to take a decision is that it may mask the truly important factors relevant to the decision.

Learning Objective: 4.3: Discuss current issues in managerial decision making.

Section Reference: Judgmental heuristics and other biases may cause decision-making errors.

AACSB: Analytic

73) A(n) ________ is a form of selective perception and occurs when decision-makers attend only to information that confirms the decisions they already made.

Learning Objective: 4.3: Discuss current issues in managerial decision making.

Section Reference: Judgmental heuristics and other biases may cause decision-making errors.

AACSB: Analytic

74) A(n) ________ is an unexpected problem that can lead to disaster if not solved quickly and appropriately.

Learning Objective: 4.3: Discuss current issues in managerial decision making.

Section Reference: Managers must be prepared for crisis decision making.

AACSB: Analytic

75) Explain the advantages and disadvantages of group decision making.

Learning Objective: 4.3: Discuss current issues in managerial decision making.

Section Reference: Group decision making has advantages and disadvantages.

AACSB: Analytic

76) Describe the different types of managers on the basis of their approach toward performance threats and opportunities.

Learning Objective: 4.1: Explain how managers use information to solve problems.

Section Reference: Managers can be problem avoiders, problem solvers, or problem seekers.

AACSB: Reflective Thinking

77) Describe the different types of managers based on their cognitive styles.

Learning Objective: 4.1: Explain how managers use information to solve problems.

Section Reference: Managers use different cognitive styles to process information for decision making.

AACSB: Analytic

78) What makes decision making so challenging in the real world of management? What common mistakes do decision-makers engage in when making judgments?

Learning Objective: 4.1: Explain how managers use information to solve problems.; 4.2: Identify five steps in the decision-making process.; 4.3: Discuss current issues in managerial decision making.

Section Reference: Managers make programmed and nonprogrammed decisions when solving problems.; Managers make decisions under conditions of certainty, risk, and uncertainty.; Judgmental heuristics and other biases may cause decision-making errors.

AACSB: Reflective Thinking

79) Briefly state the five steps in the decision-making process.

Learning Objective: 4.2: Identify five steps in the decision-making process.

Section Reference: Step 1-Identify and define the problem.; Step 2-Generate and evaluate alternative courses of action.; Step 3-Decide on a preferred course of action.; Step 4-Take action to implement the decision.; Step 5-Evaluate results.

AACSB: Analytic

80) Define the two types of decision models and relate them to the decision making environments of certainty, risk, and uncertainty as well as to the two types of decisions.

Learning Objective: 4.2: Identify five steps in the decision-making process.

Section Reference: Step 3-Decide on a preferred course of action.

AACSB: Reflective Thinking

81) List and define the three decision making environments and their relationship to programmed and nonprogrammed decisions.

Learning Objective: 4.1: Explain how managers use information to solve problems.

Section Reference: Managers make decisions under conditions of certainty, risk, and uncertainty.

AACSB: Reflective Thinking

82) Why do people escalate commitment to failing actions?

Learning Objective: 4.3: Discuss current issues in managerial decision making.

Section Reference: Judgmental heuristics and other biases may cause decision-making errors.

AACSB: Analytic

83) Ten years ago, IT managers had to make ________ decisions to deal with hackers. Today, IT managers make ________ decisions to deal with hackers.

A) unprogrammed; unprogrammed

B) unprogrammed; programmed

C) programmed; programmed

D) programmed; unprogrammed

Learning Objective: 4.1: Explain how managers use information to solve problems.

Section Reference: Managers make programmed and nonprogrammed decisions when solving problems.

AACSB: Analytic

84) ________ Creativity occurs when extraordinary people do extraordinary things.

A) Big-E

B) Big-C

C) Little-E

D) Little-C

Learning Objective: 4.3: Discuss current issues in managerial decision making.

Section Reference: Creativity drives better decision making.

AACSB: Analytic

85) Elon Musk, CEO of Tesla/SpaceX, is an example of ________ creativity.

A) Big-E

B) Big-C

C) Little-E

D) Little-C

Learning Objective: 4.3: Discuss current issues in managerial decision making.

Section Reference: Creativity drives better decision making.

AACSB: Analytic

86) ________ Creativity occurs when average people come up with unique ways to deal with daily events and situations.

A) Big-E

B) Big-C

C) Little-E

D) Little-C

Learning Objective: 4.3: Discuss current issues in managerial decision making.

Section Reference: Creativity drives better decision making.

AACSB: Analytic

87) Percy Spencer invented microwave ovens. This is an example of ________ creativity.

A) Big-E

B) Big-C

C) Little-E

D) Little-C

Learning Objective: 4.3: Discuss current issues in managerial decision making.

Section Reference: Creativity drives better decision making.

AACSB: Analytic

88) A(n) ________ is an unexpected problem that can lead to disaster if not resolved quickly and appropriately.

A) escalating commitment

B) framing error

C) heuristic

D) crisis

Learning Objective: 4.3: Discuss current issues in managerial decision making.

Section Reference: Managers must be prepared for crisis decision making.

AACSB: Analytic

89) ________ is the process of systematically interpreting data to support decision making.

A) Analytics

B) Big Data

C) Business Intelligence

D) Data Visualization

Learning Objective: 4.3: Discuss current issues in managerial decision making.

Section Reference: Analytics, Big Data, Business Intelligence, Data Visualization.

AACSB: Analytic

90) ________ is difficult to process and mine without using sophisticated mathematical and computational tools.

A) Analytics

B) Big Data

C) Business Intelligence

D) Data Visualization

Learning Objective: 4.3: Discuss current issues in managerial decision making.

Section Reference: Analytics, Big Data, Business Intelligence, Data Visualization.

AACSB: Analytic

91) ________ extracts and reports data in organized ways that are helpful to decision makers.

A) Analytics

B) Big Data

C) Business Intelligence

D) Data Visualization

Learning Objective: 4.3: Discuss current issues in managerial decision making.

Section Reference: Analytics, Big Data, Business Intelligence, Data Visualization.

AACSB: Analytic

92) ________ presents intelligence information in easy-to-understand graphs, charts, and scorecards.

A) Analytics

B) Big Data

C) Business Intelligence

D) Data Visualization

Learning Objective: 4.3: Discuss current issues in managerial decision making.

Section Reference: Analytics, Big Data, Business Intelligence, Data Visualization.

AACSB: Analytic

93) Intelligent data provides ________ information.

A) competitive and function-specific

B) ethical and organization-specific

C) competitive and ethical

D) function-specific and organization-specific

Learning Objective: 4.3: Discuss current issues in managerial decision making.

Section Reference: Analytics, Big Data, Business Intelligence, Data Visualization.

AACSB: Analytic

94) Which of the following is NOT one of the Six Rules for Crisis Management?

A) Figure out what is going on

B) Respect the danger of the familiar

C) Value the skeptic

D) Be ready to fight fire with fire

Learning Objective: 4.3: Discuss current issues in managerial decision making.

Section Reference: Analytics, Big Data, Business Intelligence, Data Visualization.

AACSB: Analytic

95) Information workers add value to organizations through their intellectual and ethical capabilities.

Learning Objective: 4.1: Explain how managers use information to solve problems.

Section Reference: Managers use technological, informational, and analytical competencies to solve problems.

AACSB: Analytic

96) Technological competency is the ability to understand new technologies and use them to their best advantage.

Learning Objective: 4.1: Explain how managers use information to solve problems.

Section Reference: Managers use technological, informational, and analytical competencies to solve problems.

AACSB: Analytic

97) Analytical competency is the ability to gather and use information to solve problems.

Learning Objective: 4.1: Explain how managers use information to solve problems.

Section Reference: Managers use technological, informational, and analytical competencies to solve problems.

AACSB: Analytic

98) A performance opportunity is a situation that offers the possibility of a better future if the rights steps are taken.

Learning Objective: 4.1: Explain how managers use information to solve problems.

Section Reference: Managers deal with problems posing threats and offering opportunities.

AACSB: Analytic

99) A programmed decision crafts a unique solution to a new and unstructured problem.

Learning Objective: 4.1: Explain how managers use information to solve problems.

Section Reference: Managers make programmed and nonprogrammed decisions when solving problems.

AACSB: Analytic

100) Systematic thinking approaches problems in a rational and analytical fashion.

Learning Objective: 4.1: Explain how managers use information to solve problems.

Section Reference: Managers use both systematic and intuitive thinking.

AACSB: Analytic

101) Flexible thinking approaches problems in a spontaneous way but with mathematical techniques.

Learning Objective: 4.1: Explain how managers use information to solve problems.

Section Reference: Managers use both systematic and intuitive thinking.

AACSB: Analytic

102) Satisficing decisions are those decisions that are acceptable for solving the problem but are probably not perfect.

Learning Objective: 4.2: Identify five steps in the decision-making process.

Section Reference: Step 3-Decide on a preferred course of action.

AACSB: Analytic

103) Spotlight questions help to highlight any ethical issues associated with a decision.

Learning Objective: 4.2: Identify five steps in the decision-making process.

Section Reference: Ethical reasoning is important at all steps in decision making.

AACSB: Analytic

104) Ethical reasoning is most important when evaluating results.

Learning Objective: 4.2: Identify five steps in the decision-making process.

Section Reference: Ethical reasoning is important at all steps in decision making.

AACSB: Analytic

105) Extraordinary people engage in Big-C creativity.

Learning Objective: 4.3: Discuss current issues in managerial decision making.

Section Reference: Creativity drives better decision making.

AACSB: Analytic

106) Heuristics are the novel ideas or unique approaches that solve problems or craft opportunities.

Learning Objective: 4.3: Discuss current issues in managerial decision making.

Section Reference: Creativity drives better decision making.

AACSB: Analytic

107) Minority domination is a problem that can occur with group decision making.

Learning Objective: 4.3: Discuss current issues in managerial decision making.

Section Reference: Group decision making has advantages and disadvantages.

AACSB: Analytic

108) Group decision making is best when the group has a strong-willed person with a lot of experience with crisis management.

Learning Objective: 4.3: Discuss current issues in managerial decision making.

Section Reference: Group decision making has advantages and disadvantages.

AACSB: Analytic

109) As long as a company collects big data and has solid analytics, it will generate intelligent data.

Learning Objective: 4.3: Discuss current issues in managerial decision making.

Section Reference: Business Intelligence.

AACSB: Analytic

110) Dashboards are the way to drive a business forward if numbers are the language of business.

Learning Objective: 4.3: Discuss current issues in managerial decision making.

Section Reference: Data visualization.

AACSB: Analytic

111) ________ competency is the ability to evaluate and interpret information to make decisions and solve real problems.

Learning Objective: 4.1: Explain how managers use information to solve problems.

Section Reference: Managers use technological, informational, and analytical competencies to solve problems.

AACSB: Analytic

112) A(n) ________ decision applies a preexisting solution to a routine problem.

Learning Objective: 4.1: Explain how managers use information to solve problems.

Section Reference: Managers make programmed and nonprogrammed decisions when solving problems.

AACSB: Analytic

113) A(n) ________ environment lacks complete information but offers probabilities of the likely outcomes for possible action alternatives.

Learning Objective: 4.1: Explain how managers use information to solve problems.

Section Reference: Managers make decisions under conditions of certainty, risk, and uncertainty.

AACSB: Analytic

114) ________ extracts and reports data in organized ways that are helpful to decision makers.

Learning Objective: 4.3: Discuss current issues in managerial decision making.

Section Reference: Business Intelligence.

AACSB: Analytic

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