.ADMINISTRATION AND MANAGEMENT
1. What a person gives up when making a decision is commonly called:
a. The time value of money.
b. A personal risk.
c. An opportunity cost ★
d. Spontaneity.
2. The decision-making process is a set of eight steps that begins with:
a. Analysis of alternatives
b. Identification of alternatives
c. Identification of the problem ★
d. Evaluation of decision effectiveness
3. When purchasing a new car, consumers will consider _______ such as price, gas mileage, color, and style.
a. Alternatives
b. Weights
c. Problems criteria
d. Decision
4. _______ includes putting a decision into action, conveying the decision to those affected, and getting their commitment to it.
a. Brainstorming
b. Decision implementation ★
c. Representative heuristic
d. Escalation of commitment
5. Managerial decision making is assumed to be _______ in that managers make consistent, value-maximizing choices within specific constraints.
a. Creative
b. Certain
c. Rational ★
d. Procedural
6. _______ implies that managers can make accurate decisions because the outcome of every alternative is known.
a. Risk
b. Certainty ★
c. Rationality
d. Procedure
7. When managers assign probabilities to outcomes that may result, they are dealing with:
a. Uncertainty
b. Risk ★
c. Alternative evaluation
d. Rationality
8. Creativity can be limited by the organizational factor _______.
a. Intangible rewards
b. Teamwork
c. Constrained choices ★
d. Autonomy
9. When managers construct simplified models that extract the essential features from problems without capturing all their complexities, managers are making decisions based on _______.
a. Certainty
b. Risk
c. Bounded rationality ★
d. Groupthink
10. When decision makers behave rationally within the limits of the bounded rationality model, the result is a _______ decision.
a. Satisficing ★
b. Optimizing
c. Maximizing
d. Poor
11. Which of the following is a common pitfall in the shared decision-making process?
a. Group members offer a variety of alternatives for consideration
b. Groupthink develops ★
c. Investment in the decision-making process is increased
d. Decisions are reached too rapidly
12. If standardized test data are used in the principal’s study, which of the following should the principal consider to assess the test’s ability to measure students’ performance across repeated test administrations?
a. Reliability ★
b. Validity
c. Generalizability
d. Reproducibility
ADMINISTRATION AND MANAGEMENT (continued)
1. What is the first step of the standard agenda?
a. Criteria Selection
b. Solution Generation
c. Problem Analysis
d. Problem Identification ★
2. The nominal group technique is a good way to allow all group members to have a say in the group’s final decision?
a. True ★
b. False
3. Which decision-making rule has all the group members agreeing on the final decision?
a. Compromise
b. Consensus ★
c. Majority Rule
d. Arbitration
4. Which decision-making rule has the group give up its say in the final decision?
a. Compromise
b. Decision by Leader ★
c. Arbitration
d. B & C ★
5. Organizational behavior is all of the following EXCEPT:
a. A field of study
b. An applied field
c. Studying what people do in an organization
d. An intuitive analysis of human behavior ★
6. The four management functions include all of the following EXCEPT:
a. Controlling
b. Planning
c. Staffing ★
d. Organizing
7. According to the text, the best approach for obtaining knowledge about human behavior is:
a. The common sense approach
b. An observational approach
c. A systematic approach ★
d. A theoretical approach
8. The _______ assumption is being replaced by one that recognizes and values differences.
a. Melting pot; differences
b. Melting pot; similarities ★
c. Affirmative action
d. Organizational culture
9. When Lilly overstates the risk of swimming due to the risk of shark attack, she is employing a(n):
a. Availability heuristic ★
b. Programmed decision-making process
c. Escalation of commitment
d. Representative heuristic
10. _______ represents the tendency to stay the course, despite negative data that suggest one should do otherwise.
a. Escalation of commitment ★
b. Nominal group technique
c. Groupthink
d. Neural networking
11. The statement that “we promote from within, whenever possible” is an example of a _______.
a. Rule
b. Programmed decision
c. Procedure
d. Policy ★
12. Which of the following is an example of a non-programmed decision?
a. Completing a performance appraisal
b. Reordering office supplies
c. Approving a leave request for an employee with a sick child
d. Creating a new strategic plan ★
13. Organizational design decisions are typically made by _______.
a. Department heads
b. Middle managers
c. Supervisors
d. Senior managers ★
14. In _______, a job is broken down into a number of steps, and each step is completed by a separate individual.
a. Simple structures
b. Organizational culture
c. Chain of command
d. Work specialization ★
15. For a manager to control or direct the work of an employee, the manager must have _______.
a. Responsibility
b. Line authority
c. Staff authority ★
d. Referent power
16. Jean is a staffing manager at a manufacturing plant. Her function would be best described as having _______.
a. Line authority
b. Matrix structure
c. Staff authority ★
d. Functional structure
1. Which of the following is NOT one of the types of power described by French and Raven?
a. Coercive
b. Charismatic ★
c. Expert
d. Referent
2. Gary is considered powerful because he has the authority to make year-end bonus decisions. This is referred to as:
a. Coercive power
b. Reward power ★
c. Expert power
d. Legitimate power
3. _______ is a function of how much decision-making authority is pushed down to lower levels in the organization.
a. Responsibility
b. Span of control
c. Departmentalization
d. Centralization ★
4. A plant that is organized into human resources, engineering, purchasing, and accounting departments is organized on the basis of:
a. Product departmentalization
b. Process departmentalization
c. Functional departmentalization ★
d. Customer departmentalization
5. An organic organization is characterized by _______.
a. Fixed duties
b. Few rules ★
c. Taller structures
d. Formalized communication channels
6. Which organizational structure defies the long-held belief that employees should have only one boss but does so to maintain economies possible when functional specialists are grouped together?
a. Functional
b. Divisional
c. Matrix ★
d. Boundaryless
7. Organizations that have developed the capacity to continuously adapt and change because their members take an active role in identifying and resolving work-related issues are called _______ organizations.
a. Learning ★
b. Interdependent
c. Visionary
d. Community
8. Which characteristic of organization culture reflects the degree to which management decisions take into consideration the effect of outcomes on people within the organization?
a. Member identity
b. Open-systems focus ★
c. People focus
d. Unit integration
9. The stronger the organization’s _______ the less managers need to be concerned with developing formal rules and regulations.
a. Departmentalization
b. Centralization
c. Chain of command
d. Culture ★
10. Organizational behavior is the study of _______.
a. Motivation
b. Both individual and group behavior ★
c. Personality, perception, and learning
d. Norms, roles, and conflict
