1. The initial step in a problem solving, decision situation is:
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a.
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problem recognition
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b.
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data analysis
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c.
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generation of alternatives
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d.
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feedback
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2. In the rational model, the decision maker strives to:
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a.
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satisfice
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b.
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optimize
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c.
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select the alternative agreeable to the majority
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d.
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apply a heuristic
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3. An important element of the bounded rationality model is:
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a.
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certainty
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b.
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satisficing
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c.
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unlimited information search
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d.
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optimizing
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4. You own and operate a small pizza shop. The shop has been profitable but it needs renovation. You start the renovation only to discover that a pizza chain has bought a vacant building two blocks away and plans to open a shop within 120 days. Undoubtedly, competition will intensify. You decide to accelerate renovation work. You are trying to:
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a.
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escalate the risk
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b.
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avoid risk
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c.
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greatly minimize risk
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d.
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better manage risk by trying to improve your shop significantly before the other one opens
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5. Continuing to support a failing course of action is known as:
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a.
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the theory of sunk costs
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b.
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stubbornness
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c.
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conflicted reason theory
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d.
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escalation of commitment
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6. The right side of the brain is best used for which type of activity or decision?
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a.
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flowchart work process
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b.
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develop visions and strategic plans
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c.
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day-to-day operations
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d.
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tax preparations
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7. An organization should do or provide all of the following except __________ if it wants to encourage employee creativity.
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a.
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close supervision
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b.
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participative decision making
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c.
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peer support
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d.
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flexible organizational structure
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8. Participative decision making tends to be associated with:
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a.
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interpersonal rivalry within a group
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b.
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less creativity among employees
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c.
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rapid decision making
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d.
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higher levels of employee job satisfaction
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9. An approach to minimize groupthink is to:
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a.
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manipulate group members in order to increase peer pressure
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b.
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encourage rationalization
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c.
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denigrate the opposition
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d.
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re-examine the preferred solution even if consensus has been reached
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10. High cohesiveness, directive leadership, and high stress are antecedent conditions for:
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a.
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a low quality group decision
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b.
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group polarization
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c.
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groupthink
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d.
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satisficing
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11. A good group decision approach when an objective is to maximize the number of alternatives is:
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a.
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brainstorming
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b.
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dialectical inquiry
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c.
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the Delphi technique
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d.
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nominal grouping
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12. A technique that is valuable in its ability to generate a number of independent judgments without the requirement of a face-to-face meeting is:
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a.
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the nominal group technique
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b.
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dialectical inquiry
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c.
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brainstorming
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d.
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the Delphi technique
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13. In a subordinate role, you may have __________ over your boss.
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a.
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authority
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b.
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command
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c.
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power
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d.
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influence
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14. Enlarging an individual's zone of indifference is best accomplished through:
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a.
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authority
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b.
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politics
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c.
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power
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d.
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influence
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15. A manager who withholds information to make another manager look bad by making an incorrect decision is displaying _________ power.
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a.
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reward
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b.
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coercive
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c.
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social
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d.
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personal
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16. As a supervisor, you will most likely exercise __________ power in an employee disciplinary situation.
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a.
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referent
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b.
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normative
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c.
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coercive
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d.
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personal
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17. Which of the following conditions would LEAST encourage political activity?
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a.
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abundant resources
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b.
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unclear goals
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c.
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performance appraisal process
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d.
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uncertainty
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18. The least effective influence tactic, regardless of the circumstance of the situation, involves:
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a.
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consultation
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b.
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upward appeals
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c.
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pressure
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d.
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ingratiation
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19. Which of the following is NOT a structural cause of conflict in organizations?
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a.
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skills and abilities
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b.
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interdependence
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c.
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status inconsistencies
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d.
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goal differences
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20. Conflict that occurs between teams in an organization is referred to as:
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a.
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intraorganizational conflict
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b.
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interorganizational conflict
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c.
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intergroup conflict
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d.
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interpersonal conflict
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21. An ineffective technique for dealing with conflict where a delaying action is used to buy time is referred to as:
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a.
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secrecy
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b.
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avoidance
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c.
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administrative orbiting
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d.
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nonaction
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22. The most visible and accessible level of culture is:
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a.
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values
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b.
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assumptions
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c.
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artifacts
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d.
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socialization processes
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23. The process by which newcomers are transformed from outsiders to effective, participating members of the organization refers to:
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a.
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recruitment
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b.
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the interview process
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c.
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organizational socialization
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d.
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organizational revitalization
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24. A person's most significant career achievements are likely to occur in the __________ career stage.
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a.
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establishment
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b.
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entry and apprenticeship
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c.
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advancement
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d.
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maintenance
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25. All of the following are stages of the mentoring relationship except:
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a.
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initiation
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b.
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cultivation
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c.
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redefinition
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d.
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learning
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SECTION II - TRUE/FALSE (1 point each) Total 20 points
Instruction: Please mention whether the statement is TRUE or FALSE in the space provided
1. Heuristics are shortcuts in decision making that save mental activity. ( )
2. Satisficing is the practice of adopting an acceptable solution. ( )
3. Time constraints don't prevent managers from using group decision techniques. ( )
4. The tendency to continue to support a failing course of action is known as consistency theory.
( )
5. A police officer exercises both legitimate and coercive power when she subdues a criminal.
( )
6. Referent power has the strongest relationship with performance and satisfaction. ( )
7. While Kanter's symbols focus on the ability to help others, Korda's symbols focus on status.
( )
8. Conflict between groups can lead to increased cohesiveness within the group. ( )
9. Emotional intelligence relates positively to the ability to manage conflict. ( )
10. Values are the deepest level of culture. ( )
11. Symbols of organizational culture are called rituals. ( )
12. Initial efforts to change organizational cultures usually focus on adjusting behavior. ( )
13. Occupational excellence means continually sharpening skills that can be marketed across organizations. ( )
14. Almost 40% of new managers fail within the first eighteen months on the job. ( )
15. A career path can be very similar to a career ladder. ( )
16. Top managers may be less willing to grant alternative work arrangements to men than to women.
( )
17. The Left side of the brain is best used to develop visions and strategic plans ( )
18. In the garbage can model of the decision-making process, decisions are sequentially. ( )
19. Values reflected in the way individuals actually behave are called enduring values. ( )
20. Clear goals encourage political activity. ( )
SECTION III-MATCH THE FOLLOWING (5 points each) Total 25 points
Instruction: Please match the appropriate in the space provided
- Match the following:
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a.
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The greater outcome and quality of decision options resulting from the group process.
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b.
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An undesirable group decisional phenomenon that results from within group pressure.
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c.
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Tendency of group's position to shift to more extreme options than individuals alone would do.
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d.
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Gathering independent judgments through iterative process and combining them into a group decision even though persons are not in a face-to-face situation.
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e.
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An open, non-evaluative group problem-solving technique that produces the greatest number of options.
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- Delphi Technique ( )
- Group Polarization ( )
- Groupthink ( )
- Brainstorming ( )
- Synergy ( )
- Match the following:
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a.
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A simple decision rule.
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b.
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An inclination to choose options displaying minimal risk.
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c.
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A decisional situation where options have probabilities of success.
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d.
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Delegating and giving employees authority to make decisions.
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e.
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A situation where a person continues to follow/implement an option even though its chances of success are minimal and possibly declining.
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1. Risk Aversion ( )
2. Empowerment ( )
3. Escalation of Commitment ( )
4. Heuristics ( )
5. Risk ( )
- Match the following:
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a.
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Influence based on threats to punish or through fear intimidation.
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b.
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Individuals evaluate the benefits and limitations of belonging to an organization.
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c.
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Type of organizational membership in a coercive power situation.
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d.
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The type of power found in a religious organization.
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e.
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Access to early information.
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1. Alienative Membership ( )
2. Symbol of Power ( )
3. Coercive Power ( )
4. Normative Power ( )
5. Calculative Membership ( )
- Match the following:
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a.
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Deliberate decision to take no action in resolving a conflict.
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b.
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Concerned about another person's goals more than your own so you give in to or assist the other person.
|
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c.
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You continue to pursue your goal despite the objection of someone else and the correctness of his/her position.
|
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d.
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Both parties to a conflict move toward each other.
|
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e.
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The disputing parties recognize that it is in their best interest to work together.
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1. Compromising ( )
2. Collaborating ( )
3. Accommodating ( )
4. Avoiding ( )
5. Competing ( )
- Match the following:
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a.
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An organizational culture with consensus on the values that drive the company with intensity recognizable to outsiders.
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b.
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Examples are the customer is correct, employees desire to learn, and service is foremost.
|
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c.
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A risk taking, change-oriented culture.
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d.
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A decentralized structure and employee empowerment indicate this cultural perspective.
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e.
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Beliefs and concerns of great importance.
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1. Strong Culture ( )
2. Adaptive Culture ( )
3. Fit Perspective ( )
4. Core Values ( )
5. Values ( )
- Match the following:
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a.
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Discretionary work schedule.
|
|
b.
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Disengagement career stage.
|
|
c.
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A significant set of career problems for many after retirement.
|
|
d.
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Lack of upward career mobility.
|
|
e.
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Career stage with little job and career change.
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1. Career Plateau ( )
2. Dual Careers ( )
3. Maintenance ( )
4. Flextime ( )
5. Withdrawal ( )
- What are advantages and disadvantages of group decision making?
- What are some of the symbols of power found in many business organizations?
- What are basic functions of corporate culture?
- Cite at least 6 differences between a manager and a leader
- Why do some modern executives & managers fail?