18 Oct Critical thinking may be stored for use in future decision making. Examples of mechanisms used to “store” critical thinking for future programmed decisions include

Critical thinking may be stored for use in future decision making. Examples of mechanisms used to “store” critical thinking for future programmed decisions include

 

A.  a Pareto Chart

 

B.  a Stakeholder Analysis

 

C.  a SWOT Analysis

 

D.  a regression analysis

 

E.  a troubleshooting decision tree

 

 

 

2. When facing a critical decision, a manager should use critical thinking in order to ______ uncertainty

 

A. eliminate

 

B. increase

 

C. reduce

 

D. randomize

 

 

 

3. Decision tools and techniques influence the use of critical thinking in decision making. According to the decision steps model, what is a proper response when an unstructured problem is presented?

 

A. Frame alternatives

 

B. Implement a decision

 

C. Measure the impact of a decision

 

D. Frame the problem

 

E. Make the decision

 

 

 

4. When faced with a decision opportunity, a critical thinker must sort through a variety of readily apparent symptoms in order to focus on important considerations that may be hidden. Based on the decision steps model, when framing a problem a helpful step is to

 

A. identify the problem

 

B. determine root causes

 

C. develop a contingency plan

 

D. frame alternatives

 

E. measure the decision

 

 

 

5. When faced with a decision opportunity, a critical thinker must sort through a variety of readily apparent symptoms in order to focus on important considerations that may be hidden. Based on the decision steps model, when framing a problem a helpful step is to

 

A. develop a contingency plan

 

B. determine root causes

 

C. measure the decision

 

D. frame alternatives

 

E. evaluate effects of the problem

 

 

 

6. A critical thinker balances effectiveness and efficiency when deciding how to approach a problem. Depending upon the situation, a proper approach may be to do nothing, to use a ready-made solution, or to design a custom made solution. Choosing a ready-made solution, rather than designing a custom made solution, implies

 

A. more time spent evaluating alternatives

 

B. increased costs

 

C. greater specificity to the circumstances of the current problem

 

D. time savings

 

E. gathering diverse perspectives

 

 

 

7. Tactics for increasing the diversity of opinion brought to bear on a decision include

 

A. following the chain of command

 

B. brainstorming

 

C. reliance on precedent

 

D. an autocratic decision process

 

E. reference to the policy manual

 

 

 

8. The completeness of our thought is limited by selective perception of relevant inputs one example is

 

A. evaluating which stakeholders are most directly affected by a decision

 

B. using starbursting to ensure that we are considering all relevant questions

 

C. overreliance on past and current experience

 

D. using brainstorming to gather a number of ideas

 

E. considering the ways in which the current situation differs from substantially similar past experiences

 

 

 

9. Critical thought involves the consideration of diverse perspectives. Advantages of this include

 

A.  the leader maintains tighter control over decisions 

 

B.  quicker decisions for urgent problems 

 

C.  decisions that are more narrowly focused

 

D.  a decision that accounts for the interests of multiple stakeholders 

 

E.  greater security over confidential information

 

 

 

10. Considerations when framing a problem include

 

A.  identifying causes of the problem

 

B.  framing alternative courses of action

 

C.  developing contingency plans

 

D.  measuring the impacts of a decision

 

E.  identification of stakeholders affected by the problem

 

 

 

11. The outcome of the process of framing the problem includes

 

A. the measurements one will use to evaluate the decision

 

B. an assessment of resources needed to execute a decision

 

C. a list of potential alternative courses of action

 

D. a list of criteria, goals, and objectives for a decision

 

E. a timeline for decision implementatio

 

 

 

12. A programmed decision is generally applied to a ________, routine problem, while a non-programmed decision is used for a more ________, unusual problem.

 

A. critical, non-critical

 

B. complex, simple

 

C. hidden, obvious

 

D. urgent, non-urgent

 

E. simple, complex

 

 

 

13. During problem formulation, the establishment of proper goals may be hampered by the failure to ask enough questions concerning a problem. This tactic can increase the use of the creative thinking style to increase the probability of asking the right questions.

 

A. Programmed decision rules

 

B. Deduction

 

C. Starbursting

 

D. Linear thinking

 

E. Limiting the influence of external stakeholders

 

 

 

14. What is the most comprehensive definition of a problem?

 

A. An increase in the cost of doing business.

 

B. Gap between current situation and some future desired state

 

C. A negative situation that requires action to mitigate damage

 

D. A positive situation that requires action in order to fully leverage an opportunity.

 

E. A declining economy resulting in reduced revenues

 

 

 

15. This thinking style may be used to frame a problem in general terms through the use of sample data.

 

A. Deductive logical style

 

B. Creative thinking style

 

C. Inductive logical style

 

D. Persuasive thinking style

 

E. All of the above thinking styles frame a problem in general terms through the use of sample data

 

 

 

16. Problems may become apparent to stakeholders through the use of tools which compare actual results to expected results. An example of such a tool is a

 

A.  SWOT analysis

 

B.  Force Field Analysis

 

C.  Financial report 

 

D.  Fishbone diagram

 

E.  Pareto chart

 

 

 

17. An important step toward framing a problem in a manner that is sensitive to relevant stakeholder perspectives is to

 

A. be sure to remain situated in one’s personal context

 

B. do not allow public relations concerns to influence decision making

 

C. use projection when ascribing motivation to others

 

D. determine who is affected by a problem

 

E. filter non-financial input from the process

 

 

 

18. While this decision style offers an opportunity for stakeholder input, it most lessens accountability for decision making.

 

A. Democratic

 

B. Consensus

 

C. Leader decides

 

D. Collaborative/participative

 

E. Autocratic

 

 

 

19. Identifying programmed decision opportunities—problems with objectively correct answers, solvable through the use of simple rules, policies, or numerical computations—promises this benefit in terms of decision making.

 

A.  Ensures that problems are dealt with in a unique fashion according to their differences

 

B.  Ensures that multiple solutions are applied to common problems in order to find the best one

 

C.  Greater efficiency 

 

D.  Provides senior managers with greater visibility to each routine decision made

 

E.  Provides decision makers with opportunities for creative problem solving

 

 

 

20. Urgent crisis conditions might call for a decision making style that is

 

A. democratic

 

B. consensus

 

C. autocratic

 

D. collaborative

 

E. participative

 

 

 

21. Identifying programmed decision opportunities—problems with objectively correct answers, solvable through the use of simple rules, policies, or numerical computations—promises this benefit in terms of decision making.

 

A. Ensures that problems are dealt with in a unique fashion according to their differences

 

B. Provides decision makers with opportunities for creative problem solving

 

C. Provides decision makers with helpful tools

 

D. Provides senior managers with greater visibility to each routine decision made

 

 

 

22. A decision tool that can be helpful in identifying risks to contemplated decisions is

 

A.  a Force Field Analysis 

 

B.  a Fishbone diagram

 

C.  a Pareto chart

 

D.  a periodic table

 

E.  a histogram

 

 

 

23. The state that exists when the probability of success is less than 100% is

 

A.   Uncertainty

 

B.   Risk

 

C.   Standard deviation

 

D.   Certainty

 

 

 

24. When a manager is attempting to identify root causes, the following tool may be helpful:

 

A.  SWOT analysis

 

B.  Financial Balance sheet

 

C.  Force field analysis

 

D.  profit and loss statements

 

E.  Fishbone diagram

 

 

 

25. In the course of developing a SWOT analysis, Bob determines that a large competitor is moving into one of his company’s key service areas. Bob has uncovered

 

A.  a weakness

 

B.  a positive trigger point

 

C.  a threat 

 

D.  an opportunity

 

E.  a strength

 

 

 

26. When deciding between decision alternatives, this tool helps the manager to focus scarce resources on the most common causes of a problem.

 

A.  Venn Diagram

 

B.  Pareto chart 

 

C.  SWOT analysis

 

D.  Force Field Analysis

 

E.  Benchmarking

 

 

 

27. The initial step in framing the problem is to ______, and the first step in making the decision is to ______.

 

A. identify the problem, frame alternatives

 

B. select an alternative, identify the problem

 

C. evaluate the decision, determine who is affected

 

D. identify the problem, identify causes of the problem

 

E. identify the cause of the problem, implement the decision

 

 

 

28. Bob has been assigned to implement his company’s decision to expand its construction business to its first international market. After bidding on their first project, Bob learns that the power tools purchased for this expansion will not operate on the voltage provided by the host country location. Bob’s implementation plan was most deficient in its consideration of

 

A. ethical standards

 

B. cultural factors

 

C. trade restrictions

 

D. unique standards

 

E. the legal environment

 

 

 

29. One way to manage the risk of a far reaching decision is to

 

A. reduce the number of contingency plans in order to avoid confusion

 

B. implement the decision gradually, in phases

 

C. insist on compliance from key stakeholders

 

D. implement the decision quickly, in order to prevent problems from affecting the decision that has been made

 

E. ensure that ample financial resources are dedicated to implementation

 

 

 

30. A decision tool that can help identify possible sources of resistance to change is a

 

A. Pareto chart

 

B. Force Field Analysis

 

C. Scatter diagram

 

D. profit and loss statement

 

E. Fishbone diagram

 

 

 

31. Since unforeseen circumstances will arise during implementation, a company should invest resources in teaching employees to

 

A. be consistent in their actions

 

B. stay the course in spite of any difficulty

 

C. follow direction

 

D. follow the plan to the letter

 

E. make decisions

 

 

 

32. Freda is analyzing the prospects for a new gambling casino that her company is considering. In the course of her analysis, Freda has identified potential stakeholder resistance to this venture, in that she has discovered that the areas is very densely populated with houses of worship. She has also discovered a potential source of support for this venture, in that the local government has established tax credits for new businesses in an effort to stimulate employment. Freda is, in all likelihood, developing a

 

A.  financial proforma income statement

 

B.  Force Field Analysis

 

C.  ROI analysis

 

D.  Scatter diagram

 

E.  resource allocation survey

 

 

 

33. Resistance to change during implementation could be a result of

 

A.  sensitivity to the needs of external stakeholders

 

B.  a decision that has been delayed by a lengthy collaborative/participative decision making style

 

C.  a problem statement that is not representative of relevant stakeholder interests 

 

D.  The manager’s decision to allow discussion of both internal and external stakeholder concerns, which introduced conflicting objectives into the problem formulation and identification process

 

 

 

34. A system of rules that governs the ordering of values is referred to as:

 

A. Ethics

 

B. Corporate legitimacy

 

C. Justice

 

D. Legal system

 

 

 

35. A company applying a ______ view of ethics would probably find fewer impediments to decisions involving cross cultural factors than one applying a ______ view.

 

A. compliant, non-compliant

 

B. virtue, utlitatarian

 

C. deontological, rule based

 

D. relativist, universalist

 

E. universalist, relativist

 

 

 

36. Bill is an automotive mechanic, paid on the basis of the repair dollars that he generates for his employer. A customer has informed Bill that he believes he needs major repair work to his automobile. Upon examination of the car, Bill discovers that an inexpensive adjustment is all that is needed. He knows that if he informs the customer of this, he will miss out on the substantial commission he would earn by performing the work that the customer already expects. The compensation structure employed by Bill’s garage has created the ethical dilemma of

 

A.  proper allocation of resources

 

B.  a conflict of interest 

 

C.  joint and several liability dilemma

 

D.  impartial third party mediator

 

E.  the good of the individual vs the good of society

 

 

 

37. A tool that is helpful in monitoring, evaluating, and changing a decision as needed during implementation is the

 

A. balance sheet cause of change analysis

 

B. financial effectiveness audit

 

C. contingency plan effectiveness audit

 

D. Plan, Do, Check, Act (PDCA) cycle

 

E. stakeholder summary analysis

 

 

 

38. A measurement that identifies the degree to which goals and objectives are obtained is a measure of

 

A. organizational fluctuation

 

B. organizational stability

 

C. organizational efficiency

 

D. organizational precision

 

E. organizational effectiveness

 

 

 

39. In order to develop meaningful measurements to guide decision implementation and evaluation, it is important to develop ______ when framing a problem.

 

A. a thorough SWOT analysis

 

B. relevant job descriptions

 

C. specific task responsibilities for each member of the team

 

D. specific criteria, goals and objectives

 

E. multiple alternative courses of action

 

 

 

40. When evaluating the decision processes in an organization, leaders should consider doing which of the following?

 

A.  Ensure that the process is consistent for all significant decisions.

 

B.  Make sure the process is sufficiently autocratic. Make sure the process is sufficiently autocratic.Make sure the process is sufficiently autocratic.

 

C.  Make sure to focus on results of the decision rather than the process.

 

D.  Make a list of those affected by the decision, and determine if those interests are represented in the process under consideration. 

 

E.  Ensure that all of a company’s stakeholders provide input all of a company’s decisions

 

 

 

41. In order to apply continuous improvement in decision making, a company should take the time to record not only the results of its decisions, but also the

 

A. impact to employees

 

B. customer satisfaction data

 

C. process through which the decision was made

 

D. impact to external stakeholders         

 

E. financial results

 

 

 

42. As noted in our texts, a key measurement of our decisions is: “are they ethical.” In order to achieve a superior level of ethical behavior in its decision making processes, leaders should instill a(n) ______ in those charged with making decisions.

 

A.  legal approach to ethical considerations

 

B.  utilitarian approach to ethical considerations

 

C.  integrity based approach to ethical considerations 

 

D.  compliance based approach to ethical considerations