1. Michelle Caldwell, finance manager, told her president, "David, I have determined appropriate revenue recognition for each of the 16 projects this month, based upon company policy and our standard procedures. Each of the projects has routine revenue accrual. I have prepared the monthly financial affidavits for each of these 16 projects, and I recommend that you approve the revenues by signing the affidavits." David's decision to approve the revenues is an example of a programmed decision because the underlying problem A) is frequent, repetitive, and routine. B) is novel and unstructured. C) is trivial. D) has a predetermined outcome. E) is risk-free.

2) Zorah, the manager of a gift shop, needs a fast solution when an employee asks for a day off during the busiest shopping week of the year. In the past, Zorah has made this decision based on the number of other employees working that day and has been successful. She looks at the number of employees working that day and makes her decision. This is an example of using a ________blank solution. A) customized B) ready-made C) creative D) personal E) one-time

3) "We have 75 qualified candidates for the quarterly training program but only 25 slots," said Toby Spencer, production manager. "In that case, randomly select 25, and we will train the other candidates later this year during the next rounds of training," said Amelia Stone, division manager. Toby Spencer says, "That will work." This is an example of A) ignoring. B) satisficing. C) favoring. D) optimizing. E) maximizing.

4) Gemma, an administrative assistant in the print shop of a large company, orders office supplies biweekly; today, she needs copier paper and ink cartridges. She looks at the office supply catalog and, because the consequences are not huge, quickly picks a selection for each product that is priced acceptably. In this scenario, Gemma is using A) management by exception. B) optimizing. C) satisficing. D) the garbage can model. E) maximizing.

5) Managers at Avalon Computing work in a fast-paced business environment. To make higher-quality decisions in this environment, Avalon's managers do not use traditional tactics, e.g., relying on old data, long-range planning, and futuristic forecasts. Instead, they focus on real-time information, by constantly monitoring daily operating measures such as work in process rather than checking periodically the traditional accounting-based indicators such as profitability. In this manner, Avalon's managers strive to overcome the barrier to effective decision making known as

A) illusion of control. B) framing effects. C) discounting the future. D) time pressures. E) social realities.

6) Illusion of control, discounting the future, and framing effects are all examples of ________blank in decision making. A) confirmation B) psychological biases C) goal displacement D) vigilance E) time pressures

7) Devon's workers come from a predominantly transient population. However, he believes as long as he pays his employees good wages and treats them fairly, he can keep employee turnover to a minimum. Devon's belief is an example of which psychological bias? A) illusion of control B) framing effects C) discounting the future D) time pressure E) social realities

8.) During a managers' meeting, there is difficulty reaching a decision on which project to fund in the upcoming year. In arguing for funding for her project, Valentina states that she has experience in making all projects succeed. She even states that she is immune to failure. Valentina is displaying A) illusion of control. B) framing effects. C) discounting the future. D) bargaining. E) benchmarking.

9) "My idea will make us a lot of money, and it's by far the best idea offered!" John exclaimed. His division manager replied, "I agree that your idea has promise. However, your idea has no supporting data or facts. Meanwhile, your two colleagues submitted business plans for their ideas that specified gains of 15 and 22 percent, respectively, and their plans were submitted last week before the deadline expired." John was using ________blank to advance his position. A) illusion of control B) framing effects C) discounting the future D) groupthink E) devil's advocacy

10) Neal, European division manager, instructed his direct reports to meet without him to collectively discern the top 12 percent of all division employees who were worthy of promotion. Arguments ensued, as the managers stubbornly championed their own subordinates and blindly criticized their peers' subordinates. The managers were unable to select the top 12 percent of the entire staff for promotion. Instead, they reported back to Neal that they wanted to promote all the candidates, representing 35 percent of all employees. In failing to make a group decision to use discernment in identifying the top 12 percent as instructed by Neal, the managers were guilty of A) goal displacement. B) individual dominance. C) satisficing. D) groupthink. E) social loafing.