Supervision Concepts and Practices of Management12th Edition by Edwin C. Leonard - Test Bank

Supervision Concepts and Practices of Management12th Edition by Edwin C. Leonard – Test Bank

 

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CHAPTER 5—SOLVING PROBLEMS: DECISION MAKING AND THE SUPERVISOR

 

TRUE/FALSE

 

1. Decision making is the process of defining problems and choosing a course of action from among alternatives.

 

ANS:  T                    PTS:   1                    DIF:    Difficulty: Easy

OBJ:   LO: 5-1          NAT:  BUSPROG: Analytic                       STA:   DISC: Individual Dynamics

KEY:  BLOOM’S: Knowledge

 

2. Almost all of the problems that confront supervisors daily are unusual, isolated, and require individual problem-solving techniques.

 

ANS:  F                    PTS:   1                    DIF:    Difficulty: Moderate

OBJ:   LO: 5-1          NAT:  BUSPROG: Analytic                       STA:   DISC: Individual Dynamics

KEY:  BLOOM’S: Comprehension

 

3. Supervisors are born with decision-making skills; they cannot be developed.

 

ANS:  F                    PTS:   1                    DIF:    Difficulty: Moderate

OBJ:   LO: 5-1          NAT:  BUSPROG: Analytic                       STA:   DISC: Individual Dynamics

KEY:  BLOOM’S: Comprehension

 

4. The decision-making process changes depending on the scope and importance of the decision that needs to be made.

 

ANS:  F                    PTS:   1                    DIF:    Difficulty: Moderate

OBJ:   LO: 5-1          NAT:  BUSPROG: Analytic                       STA:   DISC: Individual Dynamics

KEY:  BLOOM’S: Comprehension

 

5. Because the supervisor makes most of the departmental decisions, it is not a high priority to teach subordinates decision-making skills.

 

ANS:  F                    PTS:   1                    DIF:    Difficulty: Moderate

OBJ:   LO: 5-1          NAT:  BUSPROG: Analytic                       STA:   DISC: Group Dynamics

KEY:  BLOOM’S: Comprehension

 

6. Once the best alternative has been selected, the decision making process has concluded.

 

ANS:  F                    PTS:   1                    DIF:    Difficulty: Moderate

OBJ:   LO: 5-2          NAT:  BUSPROG: Analytic                       STA:   DISC: Individual Dynamics

KEY:  BLOOM’S: Comprehension

 

7. The decision-making process is a systematic, step-by-step process that aids in identifying and selecting the best alternative under the circumstances.

 

ANS:  T                    PTS:   1                    DIF:    Difficulty: Easy

OBJ:   LO: 5-2          NAT:  BUSPROG: Analytic                       STA:   DISC: Individual Dynamics

KEY:  BLOOM’S: Knowledge

 

8. In order to make a decision, someone must first identify the problem.

 

ANS:  T                    PTS:   1                    DIF:    Difficulty: Easy

OBJ:   LO: 5-2          NAT:  BUSPROG: Analytic                       STA:   DISC: Individual Dynamics

KEY:  BLOOM’S: Knowledge

 

9. Personal opinion does not impact decision making.

 

ANS:  F                    PTS:   1                    DIF:    Difficulty: Moderate

OBJ:   LO: 5-2          NAT:  BUSPROG: Analytic                       STA:   DISC: Individual Dynamics

KEY:  BLOOM’S: Comprehension

 

10. In the rare situations in which the problem cannot be defined, it is advisable to go on to the fact-gathering stage.

 

ANS:  F                    PTS:   1                    DIF:    Difficulty: Moderate

OBJ:   LO: 5-2          NAT:  BUSPROG: Analytic                       STA:   DISC: Individual Dynamics

KEY:  BLOOM’S: Comprehension

 

11. Facts about a problem are gathered during the second step (analyzing the problem) of the structured decision making process.

 

ANS:  T                    PTS:   1                    DIF:    Difficulty: Easy

OBJ:   LO: 5-2          NAT:  BUSPROG: Analytic                       STA:   DISC: Individual Dynamics

KEY:  BLOOM’S: Knowledge

 

12. A supervisor should do whatever it takes, including spend excessively, to see that all problems are resolved.

 

ANS:  F                    PTS:   1                    DIF:    Difficulty: Moderate

OBJ:   LO: 5-2          NAT:  BUSPROG: Analytic                       STA:   DISC: Individual Dynamics

KEY:  BLOOM’S: Comprehension

 

13. The fishbone technique is a cause-and-effect approach to considering the potential interrelatedness of problem causes to aid in decision making.

 

ANS:  T                    PTS:   1                    DIF:    Difficulty: Easy

OBJ:   LO: 5-2          NAT:  BUSPROG: Analytic

STA:   DISC: Environmental Influence       KEY:  BLOOM’S: Knowledge

 

14. When utilitizing decision criteria to deal with problems, there must be a sense of priority.

 

ANS:  T                    PTS:   1                    DIF:    Difficulty: Moderate

OBJ:   LO: 5-2          NAT:  BUSPROG: Analytic                       STA:   DISC: Individual Dynamics

KEY:  BLOOM’S: Comprehension

 

15. By generating a series of alternatives to solving a problem, the best course of action to take is less likely to be overlooked.

 

ANS:  T                    PTS:   1                    DIF:    Difficulty: Moderate

OBJ:   LO: 5-2          NAT:  BUSPROG: Analytic                       STA:   DISC: Individual Dynamics

KEY:  BLOOM’S: Comprehension

 

16. Successful problem solving requires no supervisory follow-up.

 

ANS:  F                    PTS:   1                    DIF:    Difficulty: Easy

OBJ:   LO: 5-2          NAT:  BUSPROG: Analytic                       STA:   DISC: Individual Dynamics

KEY:  BLOOM’S: Knowledge

 

17. Brainstorming is a free flow of ideas within a group, with judgment suspended, in order to arrive at as many alternatives as possible.

 

ANS:  T                    PTS:   1                    DIF:    Difficulty: Easy

OBJ:   LO: 5-2          NAT:  BUSPROG: Analytic                       STA:   DISC: Group Dynamics

KEY:  BLOOM’S: Knowledge

 

18. The nominal group technique allows individuals to brainstorm solutions before working collectively in a group.

 

ANS:  T                    PTS:   1                    DIF:    Difficulty: Easy

OBJ:   LO: 5-2          NAT:  BUSPROG: Analytic                       STA:   DISC: Group Dynamics

KEY:  BLOOM’S: Knowledge

 

19. If it is legal, it is ethical; if it is illegal, it is unethical.

 

ANS:  F                    PTS:   1                    DIF:    Difficulty: Moderate

OBJ:   LO: 5-2          NAT:  BUSPROG: Ethics

STA:   DISC: Ethical Responsibilities         KEY:  BLOOM’S: Comprehension

 

20. Any decision alternatives that do not meet ethical standards or predetermined decision criteria should be eliminated.

 

ANS:  T                    PTS:   1                    DIF:    Difficulty: Moderate

OBJ:   LO: 5-2          NAT:  BUSPROG: Ethics

STA:   DISC: Ethical Responsibilities         KEY:  BLOOM’S: Comprehension

 

21. When the supervisor selects the alternative that minimally meets the decision criteria, the supervisor has made an optimizing decision.

 

ANS:  F                    PTS:   1                    DIF:    Difficulty: Easy

OBJ:   LO: 5-2          NAT:  BUSPROG: Analytic                       STA:   DISC: Individual Dynamics

KEY:  BLOOM’S: Knowledge

 

22. A situation might arise in which the undesirable consequences of all alternatives appear to be so overwhelmingly unfavorable that the supervisor feels the best solution is to take no action.

 

ANS:  T                    PTS:   1                    DIF:    Difficulty: Moderate

OBJ:   LO: 5-2          NAT:  BUSPROG: Analytic                       STA:   DISC: Individual Dynamics

KEY:  BLOOM’S: Comprehension

 

23. When making decisions, the supervisor should consider knowledge gained from experience with the understanding that the current situation is not identical to past situations.

 

ANS:  T                    PTS:   1                    DIF:    Difficulty: Moderate

OBJ:   LO: 5-2          NAT:  BUSPROG: Analytic                       STA:   DISC: Individual Dynamics

KEY:  BLOOM’S: Comprehension

 

24. When there is a limited amount of information available and a decision must be made rather quickly, a supervisor is required to use intuition.

 

ANS:  T                    PTS:   1                    DIF:    Difficulty: Moderate

OBJ:   LO: 5-2          NAT:  BUSPROG: Analytic                       STA:   DISC: Individual Dynamics

KEY:  BLOOM’S: Comprehension

 

25. A fire has just broken out in Keiko’s department. This would probably be a very good time for Keiko to solicit advice from others before making a decision about what to do.

 

ANS:  F                    PTS:   1                    DIF:    Difficulty: Challenging

OBJ:   LO: 5-2          NAT:  BUSPROG: Reflective Thinking      STA:   DISC: Individual Dynamics

KEY:  BLOOM’S: Application

 

26. While experimentation may be valid from a motivational standpoint, it can be a slow and relatively expensive method of reaching a decision.

 

ANS:  T                    PTS:   1                    DIF:    Difficulty: Moderate

OBJ:   LO: 5-2          NAT:  BUSPROG: Analytic                       STA:   DISC: Individual Dynamics

KEY:  BLOOM’S: Comprehension

 

27. Quantitative methods of decision making allow the user to perform “what-if” scenarios and simulations.

 

ANS:  T                    PTS:   1                    DIF:    Difficulty: Easy

OBJ:   LO: 5-2          NAT:  BUSPROG: Analytic                       STA:   DISC: Individual Dynamics

KEY:  BLOOM’S: Knowledge

 

28. If follow-up and appraisal of consequences reveals significant variance between the desired and actual outcomes, it is advisable to start over by re-evaluating the problem as though it is new.

 

ANS:  T                    PTS:   1                    DIF:    Difficulty: Moderate

OBJ:   LO: 5-2          NAT:  BUSPROG: Analytic                       STA:   DISC: Individual Dynamics

KEY:  BLOOM’S: Comprehension

 

29. It is comforting to know that if you follow the proper steps in the decision-making process, a good decision is guaranteed.

 

ANS:  F                    PTS:   1                    DIF:    Difficulty: Moderate

OBJ:   LO: 5-2          NAT:  BUSPROG: Analytic                       STA:   DISC: Individual Dynamics

KEY:  BLOOM’S: Comprehension

 

30. Decision making is influenced by many forces, making it difficult to formulate a simple “to do checklist” that applies to every situation in the same way.

 

ANS:  T                    PTS:   1                    DIF:    Difficulty: Easy

OBJ:   LO: 5-3          NAT:  BUSPROG: Analytic                       STA:   DISC: Individual Dynamics

KEY:  BLOOM’S: Knowledge

 

31. If a problem needs a quick solution, the supervisor should take a participative approach to making the decision.

 

ANS:  F                    PTS:   1                    DIF:    Difficulty: Challenging

OBJ:   LO: 5-4          NAT:  BUSPROG: Analytic                       STA:   DISC: Individual Dynamics

KEY:  BLOOM’S: Comprehension

 

32. Most problems in the workplace require immediate answers.

 

ANS:  F                    PTS:   1                    DIF:    Difficulty: Easy

OBJ:   LO: 5-4          NAT:  BUSPROG: Analytic                       STA:   DISC: Individual Dynamics

KEY:  BLOOM’S: Knowledge

 

33. With the Abdicator decision style, decisions are made based on the easiest method readily available, and often result in errors.

 

ANS:  T                    PTS:   1                    DIF:    Difficulty: Moderate

OBJ:   LO: 5-3          NAT:  BUSPROG: Analytic                       STA:   DISC: Individual Dynamics

KEY:  BLOOM’S: Comprehension

 

34. Supervisors and managers should always strive to utilize the Convenience Seeker decision-making style.

 

ANS:  F                    PTS:   1                    DIF:    Difficulty: Moderate

OBJ:   LO: 5-3          NAT:  BUSPROG: Analytic                       STA:   DISC: Individual Dynamics

KEY:  BLOOM’S: Comprehension

 

MULTIPLE CHOICE

 

1. Which of the following statements concerning decision making is INCORRECT?

a.	Decision making is the process of choosing a course of action from among alternatives.
b.	The decision-making process should basically be the same throughout the managerial hierarchy.
c.	Decision making only occurs at the higher levels of management.
d.	Decision making should involve a logical and systematic process.

 

 

ANS:  C                    PTS:   1                    DIF:    Difficulty: Moderate

OBJ:   LO: 5-1          NAT:  BUSPROG: Analytic                       STA:   DISC: Individual Dynamics

KEY:  BLOOM’S: Analysis

 

2. Which of the following statements is TRUE?

a.	Decision making only really occurs in the planning function.
b.	Decision making cannot be considered an integral part of any managerial function.
c.	Decision making is especially important in organizing and controlling.
d.	Decision making is not only an integral part of all managerial functions, it is the very core of planning.

 

 

ANS:  D                    PTS:   1                    DIF:    Difficulty: Moderate

OBJ:   LO: 5-1          NAT:  BUSPROG: Analytic                       STA:   DISC: Strategy

KEY:  BLOOM’S: Analysis

 

3. Supervisors should train their employees in decision-making techniques because:

a.	If a problem arises, the supervisor will not have to take full responsibility for it.
b.	Someone must be capable of running things on days the supervisor is absent from work.
c.	Many daily decisions in a department are made by the employees who do the work.
d.	None of the above; decision making is the sole responsibility of the supervisor.

 

 

ANS:  C                    PTS:   1                    DIF:    Difficulty: Moderate

OBJ:   LO: 5-1          NAT:  BUSPROG: Analytic                       STA:   DISC: Group Dynamics

KEY:  BLOOM’S: Comprehension

 

4. Which of the following is the first step of the systematic decision-making process?

a.	Define the problem
b.	Gather facts and information
c.	Establish decision criteria
d.	Brainstorm

 

 

ANS:  A                    PTS:   1                    DIF:    Difficulty: Easy

OBJ:   LO: 5-2          NAT:  BUSPROG: Analytic                       STA:   DISC: Individual Dynamics

KEY:  BLOOM’S: Knowledge

 

5. Anytime performance does not meet expectations, the supervisor should identify and analyze the problem, then:

a.	Establish decision criteria.
b.	Start brainstorming.
c.	Pick the first alternative that comes to mind.
d.	Evaluate all possible alternatives.

 

 

ANS:  A                    PTS:   1                    DIF:    Difficulty: Moderate

OBJ:   LO: 5-2          NAT:  BUSPROG: Analytic                       STA:   DISC: Individual Dynamics

KEY:  BLOOM’S: Comprehension

 

6. This approach has the problem solver not only identify the various factors that have brought about the problem but also consider the potential interrelatedness of the causes of the problem:

a.	The nominal group technique.
b.	The problem statement.
c.	The fishbone technique
d.	Brainstorming.

 

 

ANS:  C                    PTS:   1                    DIF:    Difficulty: Moderate

OBJ:   LO: 5-2          NAT:  BUSPROG: Analytic                       STA:   DISC: Individual Dynamics

KEY:  BLOOM’S: Comprehension

 

7. All of the following would be criteria for evaluating the selection of a particular decision alternative, EXCEPT:

a.	Time
b.	Cost
c.	Resources
d.	None of the above

 

 

ANS:  D                    PTS:   1                    DIF:    Difficulty: Moderate

OBJ:   LO: 5-2          NAT:  BUSPROG: Analytic                       STA:   DISC: Individual Dynamics

KEY:  BLOOM’S: Analysis

 

8. After the supervisor has defined and analyzed the problem and established decision criteria, the next step is to:

a.	Analyze the problem.
b.	Evaluate alternatives.
c.	Develop alternatives.
d.	Define the problem.

 

 

ANS:  C                    PTS:   1                    DIF:    Difficulty: Easy

OBJ:   LO: 5-2          NAT:  BUSPROG: Analytic                       STA:   DISC: Individual Dynamics

KEY:  BLOOM’S: Knowledge

 

9. Brainstorming is used:

a.	To generate multiple solutions to a problem.
b.	As an alternative to the systematic decision-making process.
c.	To eliminate as many alternatives as possible.
d.	To discourage productivity.

 

 

ANS:  A                    PTS:   1                    DIF:    Difficulty: Easy

OBJ:   LO: 5-2          NAT:  BUSPROG: Analytic                       STA:   DISC: Individual Dynamics

KEY:  BLOOM’S: Knowledge

 

10. Which of the following ethical tests takes into consideration morals and values that have been instilled in us since childhood?

a.	Legal-compliance test
b.	Public-knowledge test
c.	Long-term-consequences test
d.	Inner-voice test

 

 

ANS:  D                    PTS:   1                    DIF:    Difficulty: Moderate

OBJ:   LO: 5-2          NAT:  BUSPROG: Analytic                       STA:   DISC: Individual Dynamics

KEY:  BLOOM’S: Knowledge

 

11. When evaluating alternatives, the purpose is to choose the course of action that will provide:

a.	The greatest number of wanted consequences.
b.	The greatest number of unwanted consequences.
c.	Both a and b.
d.	Neither a or b.

 

 

ANS:  A                    PTS:   1                    DIF:    Difficulty: Moderate

OBJ:   LO: 5-2          NAT:  BUSPROG: Analytic                       STA:   DISC: Individual Dynamics

KEY:  BLOOM’S: Analysis

 

12. In choosing from among the alternatives, the supervisor should be guided by:

a.	Intuition.
b.	Experience.
c.	The pertinent facts.
d.	All of the above.

 

 

ANS:  D                    PTS:   1                    DIF:    Difficulty: Moderate

OBJ:   LO: 5-2          NAT:  BUSPROG: Analytic                       STA:   DISC: Individual Dynamics

KEY:  BLOOM’S: Analysis

 

13. When a supervisor attempts to select the alternative solution that meets the minimal decision criteria, he is:

a.	Optimizing.
b.	Satisficing.
c.	Brainstorming.
d.	Gathering facts and information.

 

 

ANS:  B                    PTS:   1                    DIF:    Difficulty: Easy

OBJ:   LO: 5-2          NAT:  BUSPROG: Analytic                       STA:   DISC: Individual Dynamics

KEY:  BLOOM’S: Knowledge

 

14. A person who is a free spirit tends to be:

a.	Analytical.
b.	Amiable.
c.	Expressive.
d.	None of these answers.

 

 

ANS:  C                    PTS:   1                    DIF:    Difficulty: Moderate

OBJ:   LO: 5-3          NAT:  BUSPROG: Analytic                       STA:   DISC: Individual Dynamics

KEY:  BLOOM’S: Comprehension

 

15. Which of the following questions should NOT be asked by a supervisor when an employee brings up a problem?

a.	How extensive is the problem?
b.	Does the situation require an immediate response?
c.	Who else is affected by the problem?
d.	Are you certain that this problem needs to be solved?

 

 

ANS:  D                    PTS:   1                    DIF:    Difficulty: Moderate

OBJ:   LO: 5-4          NAT:  BUSPROG: Analytic                       STA:   DISC: Group Dynamics

KEY:  BLOOM’S: Analysis

 

16. The cooperative search for the best people, their organizations, and the world around them is referred to as:

a.	Emotional intelligence	c.	Brainstorming
b.	Nominal group technique	d.	Appreciative inquiry

 

 

ANS:  D                    PTS:   1                    DIF:    Difficulty: Easy

OBJ:   LO: 5-1          NAT:  BUSPROG: Analytic

STA:   DISC: Environmental Influence       KEY:  BLOOM’S: Knowledge

 

17. At ZYQ Global Inc., employees are exposed to a culture in which every living system is believed to have untapped resources and unexplored potentials.  As such, personal development among employees is one of the company’s most significant strengths.  The culture displayed at ZYQ Global can best be described as one of:

a.	High-stakes competition	c.	Cause-and-effect decision making
b.	Appreciative inquiry	d.	Satisficing

 

 

ANS:  B                    PTS:   1                    DIF:    Difficulty: Challenging

OBJ:   LO: 5-1          NAT:  BUSPROG: Reflective Thinking

STA:   DISC: Environmental Influence       KEY:  BLOOM’S: Application

 

18. Tom, a supervisor, is concerned because one of his workers is consistently missing deadlines.  To address the problem, Tom gathers the employee’s status updates for the last six months and highlights projects with missed deadlines.  This act best fits within which stage of the decision-making process?

a.	Step 1: Define the problem	c.	Step 3: Establish decision criteria
b.	Step 2: Analyze the problem	d.	Step 4: Develop alternatives

 

 

ANS:  B                    PTS:   1                    DIF:    Difficulty: Challenging

OBJ:   LO: 5-2          NAT:  BUSPROG: Reflective Thinking      STA:   DISC: Group Dynamics

KEY:  BLOOM’S: Application

 

19. A fishbone diagram would be most useful during which stage(s) of the decision-making process?

a.	Stage 1	c.	Stage 1 and 2
b.	Stage 3	d.	Stage 4 and 5

 

 

ANS:  C                    PTS:   1                    DIF:    Difficulty: Challenging

OBJ:   LO: 5-2          NAT:  BUSPROG: Analytic                       STA:   DISC: Individual Dynamics

KEY:  BLOOM’S: Analysis

 

20. Standards or measures to use in evaluating alternatives are referred to as:

a.	Decision criteria	c.	Choice tests
b.	Problem solving formulas	d.	Ethical rules

 

 

ANS:  A                    PTS:   1                    DIF:    Difficulty: Easy

OBJ:   LO: 5-2          NAT:  BUSPROG: Analytic                       STA:   DISC: Individual Dynamics

KEY:  BLOOM’S: Knowledge

 

21. Samantha has been asked to join a task force that is charged with boosting organizational productivity.  First, she was asked to jot down ideas on how to increase productivity, and after that, the group met to discuss everyone’s ideas and come up with solutions together based on those suggestions.  Samantha’s taskforce best exemplifies which creative problem solving method?

a.	Traditional brainstorming	c.	Nominal group technique
b.	Electronic brainstorming	d.	Groupthink

 

 

ANS:  C                    PTS:   1                    DIF:    Difficulty: Challenging

OBJ:   LO: 5-2          NAT:  BUSPROG: Reflective Thinking      STA:   DISC: Group Dynamics

KEY:  BLOOM’S: Application

 

22. Megan is charged with naming a new publication that will be unveiled in the first quarter of the upcoming year.  Unable to come up with a name on her own, she sends an email to her team asking them to respond with ideas for potential names.  This approach best exemplifies which creative problem solving method?

a.	Groupthink	c.	Nominal group technique
b.	Quid pro quo	d.	Electronic brainstorming

 

 

ANS:  D                    PTS:   1                    DIF:    Difficulty: Challenging

OBJ:   LO: 5-2          NAT:  BUSPROG: Reflective Thinking      STA:   DISC: Group Dynamics

KEY:  BLOOM’S: Application

 

23. Sylvia works part-time at an office and also goes to school in the evenings.  She is considering taking supplies for a class project from the storeroom at work, even though this is against company policy.  However, she changes her mind when she considers what her colleagues would think of her if they learned of such an action.  Which ethical test has Sylvia used to make her decision?

a.	Long-term consequences test	c.	Fairness test
b.	Legal/compliance test	d.	Public knowledge test

 

 

ANS:  D                    PTS:   1                    DIF:    Difficulty: Challenging

OBJ:   LO: 5-2          NAT:  BUSPROG: Reflective Thinking

STA:   DISC: Ethical Responsibilities         KEY:  BLOOM’S: Application

 

24. Considering how a potential decision would impact all stakeholders that would be affected by the decision refers to which ethical test?

a.	Fairness test	c.	Long-term consequences test
b.	Public knowledge test	d.	The four-way test

 

 

ANS:  A                    PTS:   1                    DIF:    Difficulty: Moderate

OBJ:   LO: 5-2          NAT:  BUSPROG: Ethics

STA:   DISC: Ethical Responsibilities         KEY:  BLOOM’S: Comprehension

 

25. Selecting the best alternative is referred to as

a.	Satisficing	c.	Satisfying
b.	Optimizing	d.	Deciding

 

 

ANS:  B                    PTS:   1                    DIF:    Difficulty: Easy

OBJ:   LO: 5-2          NAT:  BUSPROG: Analytic                       STA:   DISC: Individual Dynamics

KEY:  BLOOM’S: Knowledge

 

26. After reviewing several potential solutions to a significant challenge at work regarding his company and a client, Roberto has identified a solution that both his boss and the client view as a “win-win”.  In selecting this option, Roberto engages in:

a.	Satisficing	c.	Negotiating
b.	Optimizing	d.	Brainstorming

 

 

ANS:  B                    PTS:   1                    DIF:    Difficulty: Challenging

OBJ:   LO: 5-2          NAT:  BUSPROG: Reflective Thinking      STA:   DISC: Group Dynamics

KEY:  BLOOM’S: Application

 

27. ASQ Inc. must trim payroll expenditures or risk going out of business.  Rather than engage in painful layoffs, senior managers at the company decided to implement a 10% pay cut to all employees.  Selecting this option is an example of:

a.	Satisficing	c.	Delegating
b.	Optimizing	d.	Negotiating

 

 

ANS:  A                    PTS:   1                    DIF:    Difficulty: Challenging

OBJ:   LO: 5-2          NAT:  BUSPROG: Reflective Thinking

STA:   DISC: Environmental Influence       KEY:  BLOOM’S: Application

 

28. When should a manager use a group in the decision-making process?

a.	If it is determined that no additional information is needed	c.	If the situation requires immediate action
b.	If acceptance of the decision is critical	d.	If people’s skills can be developed through participation

 

 

ANS:  D                    PTS:   1                    DIF:    Difficulty: Moderate

OBJ:   LO: 5-2          NAT:  BUSPROG: Analytic                       STA:   DISC: Group Dynamics

KEY:  BLOOM’S: Analysis

 

29. Angela has purchased a new networking printer for her research team, but she’s not sure where to put it.  She decides to try different locations over the course of a week to identify the best location.  Angela is engaging in which basis for choosing a decision alternative?

a.	Experience	c.	Intuition
b.	Experimentation	d.	Quantitative decision making

 

 

ANS:  B                    PTS:   1                    DIF:    Difficulty: Challenging

OBJ:   LO: 5-2          NAT:  BUSPROG: Reflective Thinking      STA:   DISC: Individual Dynamics

KEY:  BLOOM’S: Application

 

30. Use of payback analysis as a means to select among decision alternatives is an example of which basis for choosing a decision alternative?

a.	Quantitative decision making	c.	Experimentation
b.	Subjective decision making	d.	Observation

 

 

ANS:  A                    PTS:   1                    DIF:    Difficulty: Moderate

OBJ:   LO: 5-2          NAT:  BUSPROG: Analytic                       STA:   DISC: Individual Dynamics

KEY:  BLOOM’S: Comprehension

 

31. Someone who is emotional and seeks buy-in from individuals at all levels within an organization would best be described as a:

a.	Deep thinker	c.	Consensus builder
b.	Convenience seeker	d.	Free spirit

 

 

ANS:  C                    PTS:   1                    DIF:    Difficulty: Challenging

OBJ:   LO: 5-3          NAT:  BUSPROG: Analytic                       STA:   DISC: Individual Dynamics

KEY:  BLOOM’S: Analysis

 

32. Amanda tends to make fast decisions that result in many errors but she does not care about results. These are characteristics of what type of decision-maker?

a.	Convenience seeker	c.	Free spirit
b.	Deep thinker	d.	Group commander

 

 

ANS:  A                    PTS:   1                    DIF:    Difficulty: Moderate

OBJ:   LO: 5-3          NAT:  BUSPROG: Reflective Thinking      STA:   DISC: Individual Dynamics

KEY:  BLOOM’S: Application

 

33. Gina likes to be in control at work and enjoys making important decisions.  She uses power to influence her subordinates and generally likes to take risks.  Which decision-making style best describes Gina?

a.	Deep thinker	c.	Group commander
b.	Free spirit	d.	Convenience seeker

 

 

ANS:  C                    PTS:   1                    DIF:    Difficulty: Challenging

OBJ:   LO: 5-3          NAT:  BUSPROG: Reflective Thinking      STA:   DISC: Group Dynamics

KEY:  BLOOM’S: Application

 

34. At work, Charles can be described as creative but prone to mistakes.  He thrives when taking on projects that result in social recognition, and often uses humor to make a point.  Which decision-making style best describes Charles?

a.	Consensus builder	c.	Convenience seeker
b.	Group commander	d.	Free spirit

 

 

ANS:  D                    PTS:   1                    DIF:    Difficulty: Challenging

OBJ:   LO: 5-3          NAT:  BUSPROG: Reflective Thinking      STA:   DISC: Individual Dynamics

KEY:  BLOOM’S: Application

 

35. When Jessie goes to her manager Carlos with a problem, he listens to her problem carefully, then asks who is affected by the problem.  Then he asks Jessie of she has any recommendations on a solution.  This interaction displays what type of supervision?

a.	Centralized	c.	Participative
b.	Decentralized	d.	Commanding

 

 

ANS:  C                    PTS:   1                    DIF:    Difficulty: Challenging

OBJ:   LO: 5-4          NAT:  BUSPROG: Reflective Thinking      STA:   DISC: Group Dynamics

KEY:  BLOOM’S: Application

 

SHORT ANSWER

 

1. How can supervisors develop and enhance their decision-making skills?

 

ANS:

Decision-making skills are developed by learning the steps in the decision-making process, by practicing those steps, and by making an effort to improve.

 

PTS:   1                    DIF:    Difficulty: Challenging                    OBJ:   LO: 5-2

NAT:  BUSPROG: Analytic                       STA:   DISC: Individual Dynamics

KEY:  BLOOM’S: Synthesis

 

2. What is satisficing?  When is it most appropriately utilized?

 

ANS:

Satisficing is selecting an alternative that meets the minimal decision critieria.  It is most appropriately utilized when time is of the essence and the problem is minor.

 

PTS:   1                    DIF:    Difficulty: Moderate                        OBJ:   LO: 5-2

NAT:  BUSPROG: Analytic                       STA:   DISC: Individual Dynamics

KEY:  BLOOM’S: Synthesis

 

3. Why is the nominal group technique used in the brainstorming process?

 

ANS:

The nominal group technique is used to assure efficiency. In large groups, brainstorming has the potential to take a long time, and possibly be unproductive. For these reasons, the nominal group technique, where members must first write down their ideas and suggested alternatives to a problem, can be effectively employed.

 

PTS:   1                    DIF:    Difficulty: Challenging                    OBJ:   LO: 5-2

NAT:  BUSPROG: Analytic                       STA:   DISC: Group Dynamics

KEY:  BLOOM’S: Synthesis

 

4. What are some things that supervisors should consider in an effort to understand their own decision style?

 

ANS:

They should think about what worked or did not work in the past and why they worked or didn’t work. They should also think about the type of feedback that they received about those decisions. Finally, they should think about the type of decision styles they used for the decisions that worked and didn’t work.

 

PTS:   1                    DIF:    Difficulty: Challenging                    OBJ:   LO: 5-3

NAT:  BUSPROG: Analytic                       STA:   DISC: Individual Dynamics

KEY:  BLOOM’S: Synthesis

 

5. When is it in the supervisor’s best interest to use intuition in the decision-making process?

 

ANS:

It is in the supervisor’s best interest to use intuition when other alternatives have not been successful or s/he has past experience with a similar issue.

 

PTS:   1                    DIF:    Difficulty: Challenging                    OBJ:   LO: 5-2

NAT:  BUSPROG: Analytic                       STA:   DISC: Individual Dynamics

KEY:  BLOOM’S: Synthesis

 

ESSAY

 

1. When should supervisors determine if groups should be included in the decision-making process?

 

ANS:

Supervisors should include groups if they have the potential to enhance the quality of the decision, if acceptance of the decision is critical, if the decision-making process is a developmental opportunity for employees, and when the situation does not require immediate action.

 

PTS:   1                    DIF:    Difficulty: Challenging                    OBJ:   LO: 5-2

NAT:  BUSPROG: Analytic                       STA:   DISC: Group Dynamics

KEY:  BLOOM’S: Synthesis