Organizational Behaviour Chapter 7
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- 1.A conscious process of making choices among alternatives with the intention of moving toward some desired state of affairs.
- A.
Problems with prolem identification
- B.
Rational choice paradigm
- C.
Decision making
- D.
Postdecisional justication
- E.
Subjective expected utility
- 2.A deeply held perspective that people should or actually do make decisions based on pure logic or rationality. The model asumes pople are efficient and logical information processing machines. People cannot process the huge volume of information needed to identify the best solution. Focuses on logical thinking and completely ignores the fact that emotions also influence - perhaps even dominate - the decision-making process.
- A.
Rational choice paradigm
- B.
Subjective expected utility
- C.
Problems with problem identification
- D.
Intuition
- E.
Decision making
- 3.A rational choice calculation of the expected satisfaction of positive emotion experienced by choosing a specific alternative in a decision.
- A.
Decision making
- B.
Subjective expected utility
- C.
Prospect theory
- D.
Rational choice paradigm
- E.
Prolems with problem identification
- 4.Recognizing this will always be a challenge, but the process can be improved through awareness of these perceptual and diagnostic limitations. Keeping in mind that mental models restrict a person's perspective of the world is ideal. A second method is to discuss the situation with colleagues. Outsiders explore this information from their different mental models. Five of the most recognized concerns are stakeholder fraing, perceptual defence, mental models, decisive leadership, and solution-focused problems.
- A.
Escalation of commitment
- B.
Prolems with problem identification
- C.
Rational choice paradigm
- D.
Subjective expected utility
- E.
Decision making
- 5.Selecting a solution that is satisfactor or good enough rather than optimal or the best.
- A.
Employee involvement
- B.
Prolems with problem identification
- C.
Intution
- D.
Satisficing
- E.
Escalation of commitment
- 6.Employees, clients, and other stakeholders with vested interests try to frame the situation by persuading decision makers that the available information points to a problem, an opportunity, or does not have any importance at all. This tends to short-circuit the decision maker's full assessment of the situation.
- A.
Mental models
- B.
Perceptual defence
- C.
Decisive leadership
- D.
Solution-focused problems
- E.
Stakeholder framing
- 7.People sometimes block out bad news as a coping mechanism. Their brain refuses to see information threatens their self-concept. Some people inherently avoid negative information, whereas others are more sensitive to it.
- A.
Decisive leadership
- B.
Mental models
- C.
Stakeholder framing
- D.
Perceptual defence
- E.
Solution-focused problems
- 8.Visual or relational images in our mind of the external world - are vital to help us understand and navigated in our surrounding environment. Unfortunately, they also blind us from seeing unique problems or opportunities. If an idea doesn't fit the existing one of how things should work, then the idea is dismissed as unworkable or undesirable.
- A.
Mental models
- B.
Solution-focused problems
- C.
Decisive leadership
- D.
Mental models
- E.
Perceptual defence
- 9.People view leaders as more effective decision makers when they are decisive. This includes quickly forming an opinion whether an event signals a problem or opportunity.
- A.
Decisive leadership
- B.
Perceptual defence
- C.
Stakeholder framing
- D.
Solution-focused problems
- E.
Mental models
- 10.
- A.
Stakeholder framing
- B.
Mental models
- C.
Decisive leadership
- D.
Perceptual defence
- E.
Solution-focused problems
- 11.A systematic process of thinking about alternative futures and what the organizations should do to anticipate and react to those environments. Systematically assessing alternatives. Decisions are influenced by both rational and emotional processes.
- A.
Prospect theory
- B.
Escalation of commitment
- C.
Intuition
- D.
Postdecisional justification
- E.
Scenario planning
- 12.The ability to know when a problem or opportunity exists and to select the best course of action without conscious reasoning.
- A.
Intuiton
- B.
Scenario planning
- C.
Satisficing
- D.
Problems with problem identification
- E.
Decision making
- 13.
- A.
Postdecisional justification
- B.
Intuition
- C.
Scenario planning
- D.
Escalation of commitment
- E.
Prospect theory
- 14.The tendency to repeat an apparently bad decision or allocate more resources to a failing course of action.
- A.
Scenario planning
- B.
Satisficing
- C.
Escalation of commitment
- D.
Prospect theory
- E.
Postdecisional justification
- 15.An effect in which losing a particular amount is more disliked than gaining the same amount. The negative emotions we experience whne losing a particular amount are stronger than the positive emotions we experience when gaining the same amount. Consequently, we are more willing to take risks to avoid losses than to increase our gains.
- A.
Postdecisional justification
- B.
Escalation of commitment
- C.
Satisficing
- D.
Prospect theory
- E.
Activities that encourage creativity
- 16.Individuals are motivated to maintain their course of action when they have a high need to justify their decision. Particularly evident when decision makers are personally identified with the project and have staked their reputation to some extent on the project's success.
- A.
Escalation of commitment
- B.
Prospect theory effect
- C.
Perceptual blinders
- D.
Closing costs
- E.
Self-justification
- 17.Escalation of commitment sometimes occurs because decision makers do not see the problems soon enough. They nonconsciously screen out or explain away negative information to protect self-esteem.
- A.
Perceptual blinders
- B.
Closing costs
- C.
Prospect theory
- D.
Self-justification
- E.
Postdecisional justification
- 18.Even when a project's success is in doubt, decision makers will persist because the costs of ending the project are high or unknown.
- A.
Prospect theory
- B.
Closing costs
- C.
Self-justification
- D.
Subjective expected utility
- E.
Perceptual blinders
- 19.This separation of roles minimizes the self-justification effect because the person responsible for evaluating the decision is not connected to the original decision. A second strategy is to publicly establish a preset level at which the decision is abandoned or re-evaluated. A third strategy is to find a source of systematic and clear feedback.
- A.
Scenario planning
- B.
Escalation of commitment
- C.
Employee involvement
- D.
Postdecisional justification
- E.
Evaluating decision outcomes more effectively
- 20.The degree to which employees influence how their work is organized and carried out. Potentially improves decision quality by recognizing problems more quickly and defining them more accurately. Can also potentially improve the number and quality of solutions generated. Improves the likelihood of choosing the best alternative. Tends to strengthen employee commitment to the decision.
- A.
Evaluating decision outcomes more effectively
- B.
Creativity
- C.
Employee involvement
- D.
Activities that encourage creativity
- E.
Characteristics of creative people
- 21.The rational and emotional brain centres alert us to problems, they also influence our choice of alternatives. Emotions affect the evaluation of alternatives.
- A.
Emotions and making choices
- B.
Intuition and making choices
- C.
Activities that encourage creativity
- D.
Emotions change the decision evaluation process
- E.
Emotions as information when evaluating alternatives
- 22.The emotional marker process determines our preferences for each alternative. Our brain quickly attaches specific emotions to information about each alternative, and our preferred alternative is strongly influenced by those initial emotional markers.
- A.
Emotions and making choices
- B.
Solution-focused problems
- C.
Emotions form early preferences
- D.
Emotions as information when evaluating alternatives
- E.
Emotions change the decision evaluation process
- 23.Moods and specific emotions influence the process of evaluating alternatives. We pay more attention to details when in a negative mood because a negative mood signals that there is something wrong that requires attention. When in a positive mood, we pay less attention to details.
- A.
Emotions form early preferences
- B.
Emotions and making choices
- C.
Emotions as information when evaluating alternatives
- D.
Emotions change the decision evaluation process
- E.
Mental models
- 24.The way that emotions influence the evaluation of alternatives. Marketing experts have found out that we listen in on our emotions to provide guidance when making choices.
- A.
Emotions from early preferences
- B.
Emotions as information when evaluating alternatives
- C.
Decisive leadership
- D.
Emotions change the decision evaluation process
- E.
Emotions and making choices
- 25.Some decisions are programmed, whereas others are nonprogrammed. Programmed decisions are less likely to need employee involvement because the solutions are already worked out from past incidents. In other words, the benefits of employee involvement increase with the novelty and complexity of the problem or opportunity.
- A.
Decision making
- B.
Decision commitment
- C.
Decision structure
- D.
Source of decision knowledge
- E.
Risk of conflict
- 26.Subordinates should be involved in some level of decision making when the leader lacks sufficient information and subordinated have additional information to improve decision quality. In complex decisions, employees are more likely to possess relevant information.
- A.
Source of decision knowledge
- B.
Decision structure
- C.
Risk of conflict
- D.
Decision commitment
- E.
Employee involvement
- 27.Participating tends to improve employee commitment to the decision. If employees are unlikely to accept a decision made without their involvement, then some level of participation is usually necessary.
- A.
Source of decision knowledge
- B.
Decision commitment
- C.
Decision structure
- D.
Risk of conflict
- E.
Employee involvement
- 28.Employee goals and norms conflict with the organization's goals, then only a low level of employee involvement is advisable. Second, the degree of involvement depends on whether employees will reach agreement on the preferred solution. If conflict is likely, then high involvement would be difficult to achieve.
- A.
Risk of conflict
- B.
Activities that encourage creativity
- C.
Source of decision knowledge
- D.
Decision commitment
- E.
Decision structure
- 29.Four of the main characteristics that give individuals more creative potential are intelligence, persistence, knowledge/experience, and a cluster of personality traits and values representing independent imagination.
- A.
Employee involvement
- B.
Characteristics of creative people
- C.
Creativity
- D.
Scenario planning
- E.
Activities that encourage creativity
- 30.Encourages employees to redefine the problem. Revisiting old projects that have been set aside. Asking people unfamiliar with the issue. Includes associative play, ranging from art classes to impromptu storytelling and acting. Includes morphological analysis, which involves listing different dimensions of a system and the elements of each dimension, then looking at each combination. Various forms of cross-pollination occuring when people from different areas of the organization exchange ideas. Teams show off their products and make presentations to other teams in the organization. A similar effect is mixing together employees from different past projects so they share new knowledge with each other.
- A.
Creativity
- B.
Characteristics of creative people
- C.
Activities that encourage creativity
- D.
Emotions and making choices
- E.
Satisficing
- 31.The development of original ideas that make a socially recognized contribution. Part of the desion-making process. We rely on creativity to find problems, identify alternatives, and implement solutions.
- A.
Creativity
- B.
Emotions and making choices
- C.
Activities that encourage creativity
- D.
Characteristics of creative people
- E.
Scenario planning
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