A MANAGERS DILEMMA 31. According to the company profile in A Manager! Dilemma " #hich of the follo#ing $e!t de!cri$e!

the type of deci!ion Mar% Gala!!o i! faced #ith in the introd&ction of hi! company! ne# dirt $i%e' a. programmed deci!ion b. nonprogrammed (moderate) c. &ni(er!al d. &nethical e. orthodo) All of the follo#ing are mentioned a! ma+or competitor! of ,onnondale ,orporation according to the company profile in -A Manager! Dilemma E.,E/01 a. 2amaha $. S&3&%i c. Harley Davidson (easy) d. 4a#a!a%i e. 5onda

3*.

05E DE,ISI6N7MA4ING /R6,ESS 33. Deci!ion7ma%ing i! 8!impli!tically9 typically de!cri$ed a! #hich of the follo#ing' a. deciding #hat i! correct $. p&tting preference on paper c. choosing among alternatives (moderate) d. proce!!ing information to completion e. the end re!&lt of data collection A !erie! of eight !tep! that $egin! #ith identifying a pro$lem and deci!ion criteria and allocating #eight! to tho!e criteria; mo(e! to de(eloping" analy3ing" and !electing an alternati(e that can re!ol(e the pro$lem; implement! the alternati(e; and concl&de! #ith e(al&ating the deci!ion<! effecti(ene!! i! the ==============. a. decision-making process. (easy) $. managerial proce!!. c. ma)imin !tyle. d. $o&nded rationality approach. e. legali!tic opport&ni!m proce!!. 0he fir!t !tep in the deci!ion7ma%ing proce!! i! #hich of the follo#ing' a. de(eloping deci!ion criteria $. allocating #eight! to the criteria c. analy3ing alternati(e! d. identifying a problem (moderate) e. implementing the deci!ion<! effecti(ene!! @A di!crepancy $et#een an e)i!ting and a de!ired !tate of affair!@ de!cri$e! #hich of the !tep! in the deci!ion7ma%ing proce!!' a. criteria #eight allocation $. analy!i! of alternati(e! c. problem identification (difficult) d. deci!ion effecti(ene!! e(al&ation e. deci!ion criteria identification

3:.

3>.

3?.

3A.

Bhich of the follo#ing !tatement! i! tr&e concerning pro$lem identification' a. /ro$lem! are generally o$(io&!. $. A !ymptom and a pro$lem are $a!ically the !ame. c. Bell trained manager! generally agree on #hat i! con!idered a pro$lem. d. The problem must be such that it exerts some type of pressure for the manager to act. (moderate) e. 0o $e con!idered a pro$lem" manager! m&!t $e a#are of the di!crepancy $&t not ha(e the re!o&rce! nece!!ary to ta%e action. Bhich of the follo#ing m&!t $e pre!ent in order to initiate the deci!ion7ma%ing proce!!' a. plenty of time b. pressure to act (moderate) c. a lac% of a&thority d. a lac% of re!o&rce! e. en(ironmental certainty Manager! aren<t li%ely to characteri3e !omething a! a pro$lem if they percei(e ==============. a. they don't have authority to act. (difficult) $. pre!!&re to act. c. a di!crepancy. d. they ha(e !&fficient re!o&rce!. e. they ha(e $&dgetary a&thority. If a manager #a! p&rcha!ing a comp&ter !y!tem" i!!&e! !&ch a! price and model are e)ample! of #hich part of the deci!ion7ma%ing proce!!' a. pro$lem identification $. criteria #eight allocation c. identifying decision criteria (difficult) d. e(al&ating deci!ion effecti(ene!! e. implementing the alternati(e Bhich of the follo#ing i! the !tep in the deci!ion7ma%ing proce!! that follo#! identifying a pro$lem and deci!ion criteria' a. allocating eights to the criteria (moderate) $. analy3ing the alternati(e! c. !electing the $e!t alternati(e d. implementing the alternati(e e. e(al&ating the deci!ion<! effecti(ene!! In allocating #eight! to the deci!ion criteria" #hich of the follo#ing i! helpf&l to remem$er' a. All #eight! m&!t $e the !ame. $. 0he total of the #eight! !ho&ld !&m to 1.E. c. E(ery factor criterion con!idered" regardle!! of it! importance" m&!t recei(e !ome #eighting. d. !ssign the most important criterion a score" and then assign eights against that standard. (difficult) e. 0he mo!t important and lea!t important criteria !ho&ld recei(e the in(er!e #eighting !tandard.

3C.

3D.

:E.

:1.

:*.

:3.

In !tep !i) of the deci!ion7ma%ing proce!!" each alternati(e i! e(al&ated $y apprai!ing it again!t the ==============. a. !&$+ecti(e goal! of the deci!ion ma%er. b. criteria. (moderate) c. a!!e!!ed (al&e!. d. implementation !trategy. e. di!crepancy !tat&!.

::.

Selecting an alternati(e in the deci!ion7ma%ing proce!! i! accompli!hed $y ==============. a. choosing the alternative ith the highest score. (easy) $. choo!ing the one yo& li%e $e!t. c. !electing the alternati(e that ha! the lo#e!t price. d. !electing the alternati(e that i! the mo!t relia$le. e. choo!ing the alternati(e yo& thin% yo&r $o!! #o&ld prefer. ============== incl&de! con(eying a deci!ion to tho!e affected and getting their commitment to it. a. Selecting an alternati(e $. E(al&ation of deci!ion effecti(ene!! c. #mplementation of the alternatives (moderate) d. Analy3ing alternati(e! e. De(eloping alternati(e! Bhich of the follo#ing i! important in effecti(ely implementing the cho!en alternati(e in the deci!ion7ma%ing proce!!' a. getting &pper management !&pport $. do&$le chec%ing yo&r analy!i! for potential error! c. allo ing those impacted by the outcome to participate in the process (moderate) d. ignoring critici!m concerning yo&r cho!en alternati(e e. implementing yo&r cho!en alternati(e F&ic%ly Bhich of the follo#ing i! the final !tep in the deci!ion7ma%ing proce!!' a. identifying the pro$lem b. evaluating the decision's effectiveness (easy) c. identifying deci!ion criteria d. !electing an alternati(e that can re!ol(e the pro$lem e. allocating #eight! to alternati(e!. Bhich of the follo#ing i! important to remem$er in e(al&ating the effecti(ene!! of the deci!ion7ma%ing proce!!' a. Ignore critici!m concerning the deci!ion7ma%ing. b. $ou may have to start the hole decision process over. (difficult) c. Re!tart the deci!ion7ma%ing proce!! if the deci!ion i! le!! than >EG effecti(e. d. DEG of pro$lem! #ith deci!ion7ma%ing occ&r in the implementation !tep. e. 4eep trac% of pro$lem! #ith the cho!en alternati(e" $&t only change tho!e i!!&e! that &pper management demand.

:>.

:?.

:A.

:C.

05E /ERHASIHENESS 6I DE,ISI6N MA4ING :D. Deci!ion7ma%ing i! !ynonymo&! #ith ==============. a. managing. (easy) $. leading. c. controlling. d. planning. e. organi3ing. Bhich of the follo#ing i! not a @planning@ deci!ion' a. Bhat are the organi3ation<! long7term o$+ecti(e!' $. Bhat !trategie! #ill $e!t achie(e tho!e o$+ecti(e!' c. Ho many subordinates should # have report directly to me% (moderate)

>E.

d. Bhat !ho&ld the organi3ation<! !hort7term o$+ecti(e! $e' e. 5o# diffic&lt !ho&ld indi(id&al goal! $e'

>1.

Bhich of the follo#ing i! not an @organi3ing@ deci!ion' a. &hat are the organi'ation's long-term ob(ectives% (moderate) $. 5o# many employee! !ho&ld I ha(e report directly to me' c. 5o# !ho&ld +o$! $e de!igned' d. 5o# m&ch centrali3ation !ho&ld there $e in the organi3ation' e. Bhen !ho&ld the organi3ation implement a different !tr&ct&re' Bhich of the follo#ing i! not a @leading@ deci!ion' a. 5o# do I handle employee! #ho appear to $e lo# in moti(ation' $. Bhat i! the mo!t effecti(e leader!hip !tyle in a gi(en !it&ation' c. 5o# #ill a !pecific change affect #or%er prod&cti(ity' d. Bhen i! the right time to !tim&late conflict' e. Ho should (obs be designed% (moderate) Bhich of the follo#ing i! not a @controlling@ deci!ion' a. Bhat acti(itie! in the organi3ation need to $e controlled' $. 5o# !ho&ld tho!e acti(itie! $e controlled' c. Bhen i! a performance de(iation !ignificant' d. &hen is the right time to stimulate conflict% (moderate) e. Bhat type of management information !y!tem !ho&ld the organi3ation ha(e'

>*.

>3.

05E MANAGER AS DE,ISI6N MA4ER >:. Manager! are a!!&med to $e ==============; they ma%e con!i!tent" (al&e7 ma)imi3ing choice! #ithin !pecified con!traint!. a. rational (easy) $. leader! c. organi3ed d. !ati!ficer! e. programmed Rational managerial deci!ion7ma%ing a!!&me! that deci!ion! are made in the $e!t ============== intere!t! of the organi3ation. a. economic (moderate) $. payoff c. !tati!tical d. re(en&e e. $&dgetary Bhich of the follo#ing i! tr&e a$o&t managerial rational deci!ion7ma%ing' a. Mo!t deci!ion! manager! face allo# for rational deci!ion7ma%ing. b. )anagers can make rational decisions if provided the right set of assumptions. (difficult) c. Rational deci!ion7ma%ing i! al#ay! po!!i$le if the goal! are clear and !traightfor#ard. d. 0ime pre!!&re force! manager! into rational deci!ion7ma%ing. e. Rational deci!ion7ma%ing i! generally po!!i$le #hen the deci!ion in(ol(e! @thing!@ $&t not people. Bhich of the follo#ing i! not a (alid a!!&mption a$o&t rationality' a. 0he pro$lem i! clear and &nam$ig&o&!. $. A !ingle #ell7defined goal i! to $e achie(ed. c. /reference! are clear. d. *references are constantly changing. (difficult)

>>.

>?.

>A.

e.

No time or co!t con!traint! e)i!t.

>C.

In @$o&nded rationality"@ manager! con!tr&ct ============== model! that e)tract the e!!ential feat&re! from pro$lem!. a. m&ltiple $. $inding c. interacti(e d. simplified (difficult) e. pa!t According to the te)t" $eca&!e manager! cant po!!i$ly analy3e all information on all alternati(e!" manager! ==============" rather than ==============. a. ma)imi3e; !ati!fice $. ma)imi3e; minimi3e c. !ati!fice; minimi3e d. satisfice+ maximi'e (moderate) 0he type of deci!ion7ma%ing in #hich the !ol&tion i! con!idered @good eno&gh@ i! %no#n a! #hich of the follo#ing' a. int&ition $. rational c. ma)imi3ing d. satisficing (moderate) e. @g&t feeling@ Bhen a deci!ion7ma%er choo!e! an alternati(e &nder perfect rationality" !he choo!e! a ============== deci!ion" #hile &nder $o&nded rationality !he choo!e! a ============== deci!ion. a. minimi3ing; !ati!fying $. !ati!ficing; ma)imi3ing c. maximi'ing+ satisficing (difficult) d. ma)imi3ing; minimi3ing e. minimi3ing; ma)imi3ing An increa!ed commitment to a pre(io&! deci!ion de!pite e(idence that it may ha(e $een #rong i! referred to a! =============. a. economie! of commitment b. escalation of commitment (moderate) c. dimen!ional commitment d. e)pan!ion of commitment An &ncon!cio&! proce!! of ma%ing deci!ion! on the $a!i! of e)perience and acc&m&lated +&dgment i! ============== deci!ion7ma%ing. a. rational b. intuitive (easy) c. $o&nded d. !ati!ficing e. programmed According to the te)t" all of the follo#ing are a!pect! of int&ition E.,E/01 a. e)perienced7$a!ed deci!ion! $. affect7initiated deci!ion! c. cogniti(e7$a!ed deci!ion! d. (al&e! or ethic!7$a!ed deci!ion! e. programmed decisions (easy)

>D.

?E.

?1.

?*.

?3.

?:.

?>.

According to the te)t" ============= are !traightfor#ard" familiar" and ea!ily defined pro$lem!. a. poorly7!tr&ct&red pro$lem! b. ell-structured problems (moderate) c. &niF&e pro$lem! d. non7programmed pro$lem! e. programmed pro$lem! Bell7!tr&ct&red pro$lem! align #ell #ith #hich type of deci!ion7ma%ing' a. programmed (moderate) $. !ati!ficing c. int&ition d. @g&t feeling@ e. @gar$age can@ approach 0he mo!t efficient #ay to handle ============== deci!ion7ma%ing. a. linear $. &niF&e c. foc&!ed d. hit7and7mi!! e. programmed (moderate) #ell7!tr&ct&red pro$lem! i! thro&gh

??.

?A.

?C.

============== deci!ion7ma%ing i! relati(ely !imple and tend! to rely hea(ily on pre(io&! !ol&tion!. a. Nonprogrammed $. Linear c. Sati!ficing d. Integrati(e e. *rogrammed (moderate) /rogrammed deci!ion7ma%ing tend! to rely on #hich of the follo#ing' a. the pro$lem !ol(er<! a$ility to thin% on hi!Jher feet $. the de(elopment of a clear !et of alternati(e !ol&tion! c. previous solutions (easy) d. identification of the act&al pro$lem e. acc&rate #eighting of the deci!ion criteria A ============== i! a !erie! of interrelated !eF&ential !tep! that a manager can &!e for re!ponding to a !tr&ct&red pro$lem. a. procedure (easy) $. r&le c. policy d. !y!tem e. !ol&tion A ============== i! an e)plicit !tatement that tell! a manager #hat he or !he o&ght or o&ght not to do. a. proced&re $. policy c. rule (moderate) d. !ol&tion e. !y!tem

?D.

AE.

A1.

A*.

A ============== pro(ide! g&ideline! to channel a manager<! thin%ing in a !pecific direction. a. !y!tem $. r&le c. !ol&tion d. policy (moderate) e. proced&re Bhich of the follo#ing factor! contra!t! the difference $et#een a policy and a r&le' a. a policy establishes parameters (difficult) $. a r&le e!ta$li!he! parameter! c. a policy i! more e)plicit d. a r&le i! more am$ig&o&! e. a policy lea(e! little to interpretation According to the te)t" a ============== typically contain! an am$ig&o&! term that lea(e! interpretation &p to the deci!ion ma%er. a. !y!tem $. r&le c. !ol&tion d. policy (moderate) e. proced&re A $&!ine!! !chool<! !tatement that it @!tri(e! for prod&cti(e relation!hip! #ith local organi3ation!"@ i! an e)ample of a ==============. a. r&le. b. policy. (moderate) c. proced&re. d. commitment. e. contract. Bhich of the follo#ing i! a characteri!tic of poorly7!tr&ct&red pro$lem!' a. 0hey are typical. $. 0hey tend to $e reha!hed pro$lem! from the organi3ation. c. Information i! !traightfor#ard. d. They tend to have incomplete or ambiguous information. (difficult) e. 0hey are fa!t $rea%ing in nat&re. Bhen pro$lem! are ==============" manager! m&!t rely on ============== in order to de(elop &niF&e !ol&tion!. a. #ell7!tr&ct&red; nonprogrammed deci!ion ma%ing $. #ell7!tr&ct&red; p&re int&ition c. poorly-structured+ nonprogrammed decision making (moderate) d. poorly7!tr&ct&red; programmed deci!ion ma%ing Bhich of the follo#ing term! i! a!!ociated #ith nonprogrammed deci!ion!' a. uni,ue (moderate) $. rec&rring c. ro&tine d. repetiti(e e. #ell7defined

A3.

A:.

A>.

A?.

AA.

AC.

AD.

Lo#er7le(el manager! typically confront #hat type of deci!ion7ma%ing' a. &niF&e $. nonro&tine c. programmed (moderate) d. nonprogrammed e. nonrepetiti(e Bhat type of deci!ion7ma%ing facilitate! organi3ational efficiency' a. nonprogrammed $. &niF&e c. nonrepetiti(e d. nonro&tine e. programmed (difficult) Bhich of the follo#ing i! an acc&rate !tatement concerning the impact of programmed deci!ion! on organi3ation!' a. 0hey ma)imi3e the need for manager! to e)erci!e di!cretion. b. They decrease the need for high-cost managerial talent. (moderate) c. 0hey increa!e the amo&nt of +&dgment needed $y manager!. d. 0hey decrea!e organi3ational efficiency. e. 0hey are a!!ociated #ith ,reati(e 6perating /roced&re!. ============== i! a !it&ation in #hich a manager can ma%e acc&rate deci!ion! $eca&!e the o&tcome of e(ery alternati(e i! %no#n. a. -ertainty (easy) $. Ri!% c. Kncertainty d. Ma)ima) e. Ma)imin If an indi(id&al %no#! the price of three !imilar car! at different dealer!hip!" heJ!he i! operating &nder #hat type of deci!ion7ma%ing condition' a. ri!% $. &ncertainty c. certainty (easy) d. fact&al e. &nprogrammed ============== i! tho!e condition! in #hich the deci!ion ma%er i! a$le to e!timate the li%elihood of certain o&tcome!. a. ,ertainty b. .isk (easy) c. Kncertainty d. Ma)ima) e. Ma)imin A retail clothing !tore manager #ho e!timate! ho# m&ch to order for the c&rrent !pring !ea!on $a!ed on la!t !pring<! o&tcome! i! operating &nder #hat %ind of deci!ion7ma%ing condition' a. !ea!onal b. risk (difficult) c. &ncertainty d. certainty e. cyclical

CE.

C1.

C*.

C3.

C:.

C>.

C?.

============== i! a !it&ation in #hich a deci!ion ma%er ha! neither certainty nor rea!ona$le pro$a$ility e!timate! a(aila$le. a. ,ertainty $. Ri!% c. /ncertainty (easy) d. Ma)ima) e. Ma)imin A per!on at a hor!e racetrac% #ho $et! all of hi!Jher money on the odd!7$a!ed long!hot to @#in@ 8rather than @place@ or @!ho#@9 i! ma%ing #hat %ind of choice' a. maximax (moderate) $. ma)imin c. minima) d. minimin Bhich of the follo#ing $e!t de!cri$e! -ma)imi3ing the minim&m po!!i$le payoff' a. ma)ima) b. maximin (moderate) c. minima) d. minimin An indi(id&al ma%ing a @ma)imin@ type of choice ha! #hat type of p!ychological orientation concerning &ncertain deci!ion7ma%ing' a. optimi!t $. reali!t c. pessimist (moderate) d. !ati!ficer e. e)tremi!t Bhich of the follo#ing #o&ld $e!t de!cri$e the p!ychological orientation of an indi(id&al ma%ing a -ma)ima) type of choice' a. optimist (moderate) $. reali!t c. pe!!imi!t d. !ati!ficer e. e)tremi!t According to the te)t" a manager #ho de!ire! to minimi3e hi! or her ma)imim -regret #ill opt for a ============== choice. a. ma)ima) $. ma)imin c. minimax (moderate) d. minimin All of the follo#ing are mentioned in the te)t a! deci!ion7ma%ing !tyle! E.,E/01 a. directi(e b. egotistical (moderate) c. analytic d. concept&al e. $eha(ioral

CA.

CC.

CD.

DE.

D1.

D*.

D3.

Bhich of the follo#ing deci!ion7ma%ing !tyle! ha(e lo# tolerance for am$ig&ity and are rational in their #ay of thin%ing' a. directive (moderate) $. egoti!tical c. analytic d. concept&al e. $eha(ioral A manager #ho @$y tomorro# #ant! to %no# the mo!t logical an!#er to the pro$lem that #ill increa!e profit! for thi! month@ ha! #hich of the follo#ing deci!ion7ma%ing !tyle!' a. analytic b. directive (difficult) c. concept&al d. $eha(ioral e. empirical 0he deci!ion7ma%ing !tyle that ma%e! fa!t deci!ion! and foc&!e! on the !hort term! i! referred to a! the ============== !tyle. a. directive (moderate) $. egoti!tical c. analytic d. concept&al e. $eha(ioral According to the te)t" #hich of the follo#ing deci!ion7ma%ing !tyle! often re!&lt in ma%ing deci!ion! #ith minimal information and a!!e!!ing fe# alternati(e!' a. directive (moderate) $. egoti!tical c. analytic d. concept&al e. $eha(ioral A8n9 ============7type deci!ion ma%er ha! m&ch greater tolerance for am$ig&ity than do directi(e type!. a. concept&al $. $eha(ioral c. empirical d. analytic (moderate) e. !patial According to the te)t" ============== are $e!t characteri3ed a! caref&l deci!ion ma%er! #ith the a$ility to adapt or cope #ith &niF&e !it&ation!. a. concept&al $. $eha(ioral c. empirical d. analytic (moderate) e. !patial Bhich of the follo#ing i! the deci!ion7ma%ing !tyle that #o&ld mo!t li%ely loo% at a! many alternati(e! a! po!!i$le and foc&! on the long r&n' a. analytical $. directi(e c. conceptual (moderate)

D:.

D>.

D?.

DA.

DC.

DD.

d. $eha(ioral e. !patial 1EE. Bhich of the follo#ing deci!ion7ma%ing !tyle! foc&! on the long r&n and are (ery good at finding creati(e !ol&tion! to pro$lem!' a. analytical $. directi(e c. conceptual (moderate) d. $eha(ioral e. !patial 1E1. A manager #ho #o&ld decide #hat comp&ter !y!tem to p&rcha!e for the department $y holding a meeting and recei(ing feed$ac% from hi!Jher !&$ordinate! matche! #ith #hich type of deci!ion7ma%ing !tyle' a. analytical b. behavioral (difficult) c. concept&al d. directi(e e. empirical 1E*. According to the te)t" ============== !tyle deci!ion ma%er! are concerned a$o&t the achie(ement! of !&$ordinate! and are recepti(e to !&gge!tion! from other!. a. analytical b. behavioral (difficult) c. concept&al d. directi(e e. empirical 1E3. ============= !tyle deci!ion ma%er! often &!e meeting! to comm&nicate" altho&gh they try to a(oid conflict. a. Analytical b. 0ehavioral (difficult) c. ,oncept&al d. Directi(e e. Empirical MANAGING B6R4I6R,E DIHERSI02 1E:. Bhich of the follo#ing i! N60 mentioned in the feat&red $o) -Managing Bor%force Di(er!ity a! a (al&a$le rea!on manager! !ho&ld &!e di(er!e employee! in the deci!ion ma%ing proce!!' a. Di(er!e employee! can pro(ide fre!h per!pecti(e! on i!!&e!. $. Di(er!e employee! can offer differing interpretation! on ho# a pro$lem i! defined. c. Diverse employees tend to make decisions faster than a homogeneous group of employees. (difficult) d. Di(er!e employee! &!&ally are more creati(e in generating alternati(e!. e. Di(er!e employee! &!&ally are more fle)i$le in re!ol(ing i!!&e!. 1E>. All of the follo#ing are mentioned in the feat&red $o) -Managing Bor%force Di(er!ity a! dra#$ac%! to &!ing di(er!ity in deci!ion ma%ing E.,E/01 a. a lac% of a common per!pecti(e among team mem$er!. $. lang&age $arrier among team mem$er!. c. seeking out diverse opinions can make the decision-making process overly simple. (difficult) d. diffic&lty to reach a !ingle agreement or to agree on !pecific action!.

1cenarios
05E DE,ISI6N7MA4ING /R6,ESS Deci!ion!" Deci!ion! 8Scenario9 Sondra needed help. 5er in!&rance company<! rapid gro#th #a! nece!!itating ma%ing !ome change!" $&t #hat change!' Sho&ld they add to the e)i!ting !y!tem' L&y a ne# !y!tem' She #a! gi(en the re!pon!i$ility of analy3ing the company<! information !y!tem and deciding #hat the company !ho&ld do that #o&ld gi(e them plenty of room. She #a! conf&!ed and needed help in ma%ing the correct deci!ion. 1E?. According to the deci!ion7ma%ing proce!!" the fir!t !tep Sondra !ho&ld ta%e #o&ld $e to ==============. a. analy3e alternati(e !ol&tion!. $. identify deci!ion criteria. c. e(al&ate her deci!ion<! effecti(ene!!. d. implement the cho!en alternati(e. e. identify the problem. (moderate) 1EA. According to the deci!ion7ma%ing proce!!" the !econd !tep Sondra !ho&ld ta%e #o&ld $e to ==============. a. analy3e alternati(e !ol&tion!. b. identify decision criteria. (moderate) c. e(al&ate her deci!ion<! effecti(ene!!. d. allocate #eight! to the criteria. e. identify the pro$lem. 1EC. 0he (ery la!t !tep Sondra !ho&ld ta%e" according to the deci!ion7ma%ing proce!!" #o&ld $e to ==============. a. analy3e alternati(e !ol&tion!. $. !elect alternati(e!. c. implement the alternati(e. d. identify the pro$lem. e. evaluate the decision's effectiveness. (easy) 1ED. Bhen Sondra i! con(eying her deci!ion to tho!e affected and getting their commitment to it" !he i! performing #hich !tep in the deci!ion7ma%ing proce!!' a. analy3ing alternati(e !ol&tion! $. !electing alternati(e! c. implementing the alternative (moderate) d. identifying the pro$lem e. e(al&ating the deci!ion<! effecti(ene!! 11E. Allocating #eight! to the criteria i! the !tep in the deci!ion7ma%ing proce!! that occ&r! $et#een identifying the deci!ion criteria and ==============. a. developing the alternatives. (difficult) $. !electing alternati(e!. c. implementing the alternati(e. d. identifying the pro$lem. e. e(al&ating the deci!ion<! effecti(ene!!.

05E MANAGER AS DE,ISI6N MA4ER I! the /ict&re ,lear' 8Scenario9 Sharon #a! the regional manager of a large ca$le tele(i!ion company. Daily" !he faced many pro$lem! and deci!ion! !&ch a! ho# to price each mar%et" #ho to hire" #hat %ind of technology !he !ho&ld p&rcha!e and ho# !he !ho&ld handle increa!ing c&!tomer complaint!. She needed !ome help !orting the!e i!!&e! o&t. 111. 2o& co&ld tell Sharon that i!!&e!" #hich are !traightfor#ard" #here the pro$lem i! familiar and ea!ily defined" !&ch a! ho# to handle late payment $y c&!tomer! or c&!tomer! #anting to recei(e ref&nd!" are %no#n a! ============== pro$lem!. a. ro&tine $. !tandard c. ell-structured (moderate) d. con(entional e. comple) 11*. Knfort&nately" Sharon al!o face! i!!&e! that ha(e information that i! am$ig&o&! or incomplete" !&ch a! #hat %ind of technology to p&rcha!e. 0he!e are %no#n a! ============== pro$lem!. a. poorly-structured (moderate) $. (aria$le c. random d. hit7and7mi!! e. (ag&e 113. Bhen a c&!tomer call! &p and #ant! a ref&nd for a partial month<! &!age of ca$le" the fact that !&ch !it&ation! are ro&tine and mo!t li%ely ha(e a !tandard re!pon!e" #o&ld ma%e the re!pon!e a ============== deci!ion. a. !tandard $. ro&tine c. policy d. f&ndamental e. programmed (moderate) 11:. Sometime! Sharon follo#! a =============="a !erie! of interrelated !eF&ential !tep! for re!ponding to a !tr&ct&red pro$lem. a. r&le $. policy c. procedure (moderate) d. !&gge!tion e. order 11>. Sometime! Sharon in!tr&ct! her local manager! to follo# ============== #hen confronted #ith pro$lem !it&ation!. 0he!e e!ta$li!h parameter! for the manager ma%ing the deci!ion rather than !pecifically !tating #hat !ho&ld or !ho&ld not $e done. a. r&le! $. proced&re! c. policies (moderate) d. order! e. !&gge!tion!

Deci!ion7Ma%ing ,ondition! 8Scenario9 Sandy Mo i! the manager for 0r&c%!RK!" a medi&m7!i3ed ha&ling !er(ice located in the So&thea!t. She i! re!pon!i$le for !ched&ling tr&c%!" initiating ne# ro&te!" and !taffing $oth e)i!ting and ne# ro&te!. She i! c&rrently !tr&ggling #ith e)i!ting information a$o&t the profita$ility of e)i!ting and f&t&re tr&c% ro&te!. 11?. L&$$a" Sandy Mo<! $e!t dri(er tell! her that he $elie(e! that he can e!timate that there i! a A>G pro$a$ility that they can get the $&!ine!! of /or% Lrother! Inc. if they initiate a tr&c% ro&te thro&gh r&ral North ,arolina. L&$$a i! operating &nder a condition of ==============. a. certainty. b. risk. (difficult) c. &ncertainty. d. ma)ima). e. ma)imin. 11A. Sandy Mo can ma%e acc&rate deci!ion! if !he i! #illing to pay N>"EEE for re!earch a$o&t the profita$ility of (ario&! tr&c% ro&te!. If !he pay! for the re!earch" !he $elie(e! that !he i! operating &nder a condition of ==============. a. certainty. (difficult) $. ri!%. c. &ncertainty. d. ma)ima). e. ma)imin. 11C. Sandy Mo %no#! that !he i! operating in an &ncertain en(ironment. She i! $a!ically an optimi!t" and #e #o&ld" therefore" e)pect her to follo# a ============== !trategy. a. certainty $. ri!% c. &ncertainty d. maximax (moderate) e. ma)imin 11D. Sandy Mo %no#! that !he i! operating in an &ncertain en(ironment. She i! $a!ically a pe!!imi!t" and #e #o&ld" therefore" e)pect her to follo# a ============== !trategy. a. certainty $. ri!% c. minima) d. ma)ima) e. maximin (moderate) 1*E. Sandy Mo #i!he! to minimi3e her regret and #ill pro$a$ly opt for a ============== !trategy. a. certainty. $. ri!%. c. minimax (moderate) d. ma)ima). e. ma)imin.