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business
understanding management

Questions and Answers of Understanding Management

How can a decision model help in the process of making a decision?LO.1
The decisions I make are usually:a. direct and practicalb. systematic or abstractc. broad and flexibled. sensitive to others’ needs LO.1
What I dislike most is:a. not being in controlb. doing boring workc. following rulesd. being rejected by others LO.1
Other people consider me:a. aggressiveb. disciplinedc. creatived. supportive LO.1
In social situations, I generally:a. talk to othersb. think about what is being discussedc. observed. listen to the conversation LO.1
When I do not have much time, I:a. make decisions and act quicklyb. follow established plans or prioritiesc. take my time and refuse to be pressuredd. ask others for guidance and support LO.1
I am especially good at:a. remembering dates and factsb. solving complex problemsc. seeing many possible solutionsd. getting along with others LO.1
When I have a problem, I usually:a. rely on what has worked in the pastb. apply careful analysisc. consider various creative approachesd. seek consensus with others LO.1
The people I most enjoy working with are:a. energetic and ambitiousb. capable and organizedc. open to new ideasd. agreeable and trusting LO.1
I enjoy jobs that:a. are technical and well-definedb. have varietyc. allow me to be independent and creatived. involve working closely with others LO.1
In performing my job or class work, I look for:a. practical resultsb. the best solutionc. creative approaches or ideasd. good working conditions LO.1
Do you believe information overload is a problem for today’s students? For employees? What could you do to deal more effectively with information overload?16. How is e-business affecting the way
In what ways might access to an MIS change the way decisions are made at a large package delivery company?LO.1
What types of IT do you use as a student on a regular basis? How might your life be different if this technology was not available to you?LO.1
Why is it important for managers to understand the difference between data and information?LO.1
What do you see as the advantages and disadvantages of electronic brainstorming versus face-to-face brainstorming?LO.1
How might rigorous debate contribute to better decision making?LO.1
Do you see a conflict between today’s emphasis on risk taking and decision learning and the six steps in Exhibit 6.3 that are associated with effective decision making? Discuss.LO.1
Do you think intuition is a valid approach to making decisions in an organization? Why or why not? How might intuition be combined with a rational decision approach?LO.1
List some possible advantages and disadvantages to using computer technology for managerial decision making.LO.1
What are the major differences between the administrative and political models of decision making?LO.1
The Vroom-Jago model describes five decision styles. How should a manager go about choosing which style to use?LO.1
Why are many decisions made by groups rather than by individuals?LO.1
Analyze three decisions you made over the past six months. Which of these were programmed and which were nonprogrammed?LO.1
Explain the difference between risk and ambiguity. How might decision making differ for each situation?LO.1
Why is decision making considered a fundamental part of management effectiveness?LO.1
When working on a project, I like to explore various options rather than maintain a narrow focus 1 2 3 4 5 LO.1
I prefer clear, precise data.1 2 3 4 5 LO.1
I like to work on something I have done before rather than take on a complicated problem.1 2 3 4 5 LO.1
I typically acquire all possible information before making a final decision.1 2 3 4 5 LO.1
When working on a project, I narrow, not broaden, the scope so it is clearly defined.1 2 3 4 5 LO.1
When reading something, I confine my thoughts to what is written rather than search for additional understanding.1 2 3 4 5 LO.1
I try to generate more than one satisfactory solution for the problem faced.1 2 3 4 5 LO.1
I seek information sources or people that will provide me with many ideas and details.1 2 3 4 5 LO.1
I act on logical analysis of the situation rather than on my “gut feelings”about the best alternative.1 2 3 4 5 LO.1
I want just enough data to make a decision quickly.1 2 3 4 5 LO.1
To make decisions, I often use information that means different things to different people.1 2 3 4 5 LO.1
I like to keep gathering data until an excellent solution emerges.1 2 3 4 5 LO.1
I prefer information that can be interpreted in several ways and leads to different but acceptable solutions.1 2 3 4 5 LO.1
I like to wait until all relevant information is examined before deciding something.1 2 3 4 5 LO.1
Form. The information should be provided in a form that is easy for the user to understand and that meets the user’s needs for the level of detail. The presentation should be ordered and use the
Content. Useful information is error free, suited to the user’s needs, complete, concise, relevant (that is, it excludes unnecessary data), and an accurate measure of performance.LO.1
Time. Information should be available and provided when needed, timely, and related to the appropriate time period (past, present, or future).LO.1
Team competence: How skilled and committed are group members to working together as a team to solve problems? When subordinates have high skills and high desire to work together cooperatively to
Group expertise: What is the level of group members’ knowledge and expertise in relation to the problem? If subordinates have a high level of expertise in relation to the problem, more
Group support for goals: What is the degree of subordinate support for the team’s or organization’s objectives at stake in this decision? If subordinates have low support for the goals of the
Likelihood of commitment: If the leader were to make the decision alone, would subordinates have high or low commitment to the decision? If subordinates typically go along with whatever the leader
Leader expertise: What is the level of the leader’s expertise in relation to the problem?If the leader does not have a high amount of information, knowledge, or expertise, the leader should involve
Importance of commitment: How important is subordinate commitment to carrying out the decision? If implementation requires a high level of commitment to the decision, leaders should involve
Decision significance: How significant is this decision for the project or organization?If the quality of the decision is important to the success of the project or organization, the leader has to be
The behavioral style is often the style adopted by managers having a deep concern for others as individuals. Managers using this style like to talk to people one-onone and understand their feelings
People who tend toward a conceptual style like to consider a broad amount of information.However, they are more socially oriented than those with an analytical style and like to talk to others about
Managers with an analytical style like to consider complex solutions based on as much data as they can gather. These individuals carefully consider alternatives and often base their decisions on
The directive style is used by people who prefer simple, clear solutions to problems.Managers who use this style often make decisions quickly because they do not like to deal with a lot of
Overconfidence: Most people overestimate their ability to predict uncertain outcomes. Before making a decision, managers have unrealistic expectations of their ability to understand the risk and to
Being influenced by problem framing: The decision response of a manager can be influenced by the mere wording of a problem. For example, consider a manager faced with a decision about salvaging the
Perpetuating the status quo: Managers may base decisions on what has worked in the past and fail to explore new options, dig for additional information, or investigate new technologies. For example,
Seeing what you want to see: People frequently look for information that supports their existing instinct or point of view and avoid information that contradicts it. This bias affects where managers
Justifying past decisions: Many people fall into the trap of making choices that justify their past decisions, even if those decisions seem invalid. For example, managers may invest tremendous time
Being influenced by initial impressions: When considering decisions, the mind often gives disproportionate weight to the first information it receives. These initial impressions, statistics, or
Managers engage in the push and pull of debate to decide goals and discuss alternatives.Decisions are the result of bargaining and discussion among coalition members.LO.1
Managers do not have the time, resources, or mental capacity to identify all dimensions of the problem and process all relevant information. Managers talk to each other and exchange viewpoints to
Information is ambiguous and incomplete. The attempt to be rational is limited by the complexity of many problems as well as personal and organizational constraints.LO.1
Organizations are made up of groups with diverse interests, goals, and values.Managers disagree about problem priorities and may not understand or share the goals and interests of other managers.LO.1
Most managers settle for a satisficing rather than a maximizing solution. This is partly because they have limited information and because they have vague criteria for what constitutes a maximizing
Managers’ searches for alternatives are limited because of human, information, and resource constraints.LO.1
Rational procedures are not always used, and when they are, they are confined to a simplistic view of the problem that misses the complexity of real organizational events.LO.1
Decision goals are often vague, conflicting, and lack consensus among managers.Managers often are unaware of problems or opportunities that exist in the organization.LO.1
The decision maker is rational and uses logic to assign values, order preferences, evaluate alternatives, and make the decision that will maximize the attainment of organizational goals.LO.1
Criteria for evaluating alternatives are known. The decision maker selects the alternative that will maximize the economic return to the organization.LO.1
The decision maker strives for conditions of certainty, gathering complete information.All alternatives and the potential results of each are calculated.LO.1
The decision maker operates to accomplish known and agreed upon goals.Problems are precisely formulated and defined.LO.1
Describe the importance of information technology (IT)for organizations and the attributes of quality information.LO.1
Identify techniques for improving decision making in today’s turbulent environment.LO.1
Discuss the advantages and disadvantages of participative decision making.LO.1
Explain four personal decision styles used by managers.LO.1
Identify the six steps used in managerial decision making.LO.1
Describe the classical, administrative, and political models of decision making and their applications.LO.1
Explain the difference between programmed and nonprogrammed decisions and the decision characteristics of risk, uncertainty, and ambiguity.LO.1
Explain why decision making is an important component of good management.LO.1
Using what you know about Timbuk2, write a brief mission statement for the organization.LO.1
Does Timbuk2 represents a high performance approach to planning? Why or why not?LO.1
Do Timbuk2’s goals have the characteristics of effective goals?Why or why not?LO.1
Was Bourne’s plan successfully carried out? Why or why not? How does this scene relate to organizational strategic planning?LO.1
Does Bourne assess the plan’s execution to determine if it conforms to his goal? If so, what does he do?LO.1
Does Jason Bourne describe a plan to Conklin? If he does, what are the plan’s elements? What is Bourne’s goal?LO.1
What goal-setting behavior is being used here to reach agreement among H.I.D.’s managers? Do managers typically disagree about the direction of their organization?LO.1
What do you think H.I.D.’s mission, strategic goals, and strategic plans are likely to be at the end of this planning session? Why?LO.1
What is H.I.D.’s mission at present? How may this mission change?LO.1
Contingency Plans. The Federal Emergency Management Agency (FEMA), founded in 1979, became part of the U.S. Department of Homeland Security on March 1, 2003. FEMA’s continuing mission within the
Goal Setting. You have learned in this chapter about organizational goal setting. Many similarities exist between organizational and personal goal setting. The skills you develop in setting personal
Mission Statement. Select a company you are interested in or choose one from the Company Index at the back of this text. Using a search engine, such as http://www.alltheweb.com, key in the company
Get as much specific information as you can from top management about the merger and impending job reductions.Put together a group to develop an action plan, including a severance package that can
Tell the team members that their jobs are not in jeopardy.Keeping the project moving to a successful completion is your first priority.LO.1
Level with the Project WebFirst team members that some of them will probably be let go. Emphasize, however, that the success of the project will benefit each one of them, whether they stay with
Using Porter’s competitive strategies, how would you describe the strategies of Wal-Mart, Bloomingdale’s, and Target? Do any of these companies use partnership strategies? Discuss.LO.1
What is meant by the core competence and synergy components of strategy? Give examples.LO.1
Perform a situation (SWOT) analysis for the university you attend. Do you think university administrators consider these factors when devising their strategy?LO.1
Assume Southern University decides to raise its admission standards and initiate a business fair to which local townspeople will be invited. What types of plans might it use to carry out these two
How is planning changing in today’s organizations? Do you think planning becomes more important or less important in a world where everything is changing quickly and crises have become a regular

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