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Foundations of Decision Making 2
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Foundations of Decision Making 2
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25 Questions

1. Because heuristics simplify the decision-making process, they are unlikely to lead to errors.
2. A drawback of group decision making is groupthink.
3. Managerial decisions are likely to become more programmed as managers rise in an organizational hierarchy.
4. Creative solutions to problems are valued because they are new and different from traditional solutions.
5. A rational decision will never fail to provide the best and most successful solution to a problem.
6. Group decisions tend to provide more complete information than individual decisions.
7. Intuitive decision making cannot be a part of the rational decision-making process.
8. The expression 'throwing good money after bad' is an example of an escalation of commitment.
9. Implementing a procedure requires more judgment and interpretation than implementing a policy.
10. Two major advantages of electronic meetings are anonymity and honesty.
11. Decision makers who 'cherry-pick' information that matches what they already know are guilty of confirmation bias.
12. A synonym for the word satisfice is maximize.
13. Programmed decisions tend to be routine.
14. Emotions should always be strictly ignored in a decision-making process.
15. An advantage of group decisions is that they increase the perception of the legitimacy of the solution.
16. In decision making, a problem can be defined as a discrepancy between what exists and what the problem solver desires to exist.
17. The final step of the decision-making process is to implement the alternative that has been selected.
18. A basketball coach who takes a very good shooter out of a game because she missed her last two shots has availability bias.
19. A decision criterion defines factors that are relevant in a decision.
20. One assumption of bounded rationality is that managers can analyze all relevant information about all alternatives for a situation.
21. A rule is simpler than a policy or a procedure to implement.
22. Intuitive decision making is systematic, logical, and orderly.
23. Maximizing value means a decision will have the best possible outcome for the parties involved.
24. A country with high uncertainty avoidance and high power distance is more likely to engage in groupthink than a country with low uncertainty avoidance and low power distance.
25. A manager is more confident of his assessment of a situation if it involves risk rather than uncertainty.

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