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هذي اسئلة وحلول كويز شابتر 3


) The second step in the decision-making process is identifying a problem. (1point)

True False



Score: 1
Answer(s): False
Feedback: Correct. The identification of a problem is the first step in the decision-making process. Once you have identified a problem, you can decide how to solve it.




2) Managers identify a problem by comparing the current state of affairs to some standard. (1point)

True False



Score: 0
Answer(s): True
Feedback: Incorrect. The standard for comparison might be a goal that has been set, or comparison with some historical standard or standard set by a competitor. For example, a manager might detect a discrepancy between a goal of 100 units sold, and the existing state of only 50 units sold. This discrepancy constitutes a problem that must be solved.




3) Identifying the wrong problem is just as much a failure for a manager as identifying the right problem and failing to solve it. (1point)

True False



Score: 1
Answer(s): True
Feedback: Correct. Problem identification is a critical part of problem solving and decision making. Solving the wrong problem does nothing to further a manager's goals so it is no value.




4) A heuristic can simplify the decision-making process. (1point)

True False



Score: 1
Answer(s): True
Feedback: Correct. A heuristic is a rule of thumb that is used to simplify the decision-making process by allowing the decision maker to focus on just a few variables, rather than all variables. When used wisely, heuristics make decision making easier and simpler.




5) Decision makers who "cherry-pick" information that matches what they already know are guilty of confirmation bias. (1point)

True False



Score: 1
Answer(s): True
Feedback: Correct. Confirmation bias means that the decision maker has already made up his or her mind and is seeking only the information that will confirm that position. Cherry-picking is a way of preferentially selecting information that supports your position and ignoring all other information.




6) A rational decision will never fail to provide the best and most successful solution to a problem. (1point)

True False



Score: 0
Answer(s): False
Feedback: Incorrect. A rational decision is logical, objective and will maximize the likelihood of solving a problem or achieving a goal. That said, a decision can be arrived at through a rational process and still be wrong due to the decision maker lacking complete information about the situation.




7) One assumption of bounded rationality is that managers can analyze all relevant information about all alternatives for a situation. (1point)

True False



Score: 0
Answer(s): False
Feedback: Incorrect. The idea of bounded rationality says that decision makers can never analyze all information for the alternatives involved. So decision makers need to put limits on how much information they will analyze.




8) One assumption of bounded rationality is that managers usually make rational decisions. (1point)

True False



Score: 1
Answer(s): True
Feedback: Correct. Bounded rationality assumes that managers are logical, objective, and fairly rational when they make decisions. However, since managers often don't have access to all of the relevant information for a given situation, they must bound their rationality within the limits of the information they actually have.




9) Intuitive decision making cannot be a part of the rational decision-making process. (1point)

True False



Score: 0
Answer(s): False
Feedback: Incorrect. Intuitive decisions are not arrived at in a deliberative, systematic manner, but they can be objective and logical, so they are considered rational.




10) Emotions should always be strictly ignored in a decision-making process. (1point)

True False



Score: 0
Answer(s): False
Feedback: Incorrect. Decisions that were accompanied by strong feelings were found to be more reliable than those that did not have an emotional component, according to one study, especially in cases in which decision makers acknowledged their feelings. So emotions should not be ignored during the decision-making process.




11) A rule is simpler than a policy or a procedure to implement. (1point)

True False



Score: 1
Answer(s): True
Feedback: Correct. A rule is a simple statement that can be applied directly to a situation. For example, a broker can easily follow a rule to sell a specific stock when it reaches a specific price point. A procedure or policy may have an identical outcome, but a more complicated series of steps must be taken to arrive at that outcome.




12) A highway speed limit is an example of a policy. (1point)

True False



Score: 1
Answer(s): False
Feedback: Correct. A highway speed limit is an example of a rule, not a policy. Policies require the decision maker to exercise judgment and interpretation. Following a speed limit, on the other hand, involves no interpretation. The driver simply must not exceed the posted speed.




13) Most managerial decisions include an element of risk. (1point)

True False



Score: 1
Answer(s): True
Feedback: Correct. Few situations involve certainty, in which a manager knows all outcomes in a situation and can choose between them. Instead, situations usually involve risk, in which the manager must estimate the probability of different outcomes.




14) A manager is more confident of his assessment of a situation if it involves risk rather than uncertainty. (1point)

True False



Score: 0
Answer(s): True
Feedback: Incorrect. With risk, a manager is able to estimate the likelihood of specific outcomes. With uncertainty, not enough is known even to make estimates. So a manager would be more confident of a position involving risk.




15) An advantage of group decisions is that they increase the perception of the legitimacy of the solution. (1point)

True False



Score: 1
Answer(s): True
Feedback: Correct. When decisions that affect many people are made without their consent they tend to be less well accepted than group decisions in which all parties are consulted. A group decision is perceived to be more legitimate because it was made in a more democratic manner