For more classes visit www.snaptutorial.com 1) Decision opportunities arise when problems or opportunities are recognized through critical thinking. Which of the following components may be a reason that managers ignore problems? A. The manager’s sense of urgency toward problems precludes action. B. The manager is exercising intellectual courage in the face of resistance to problem solving. C. A lack of intellectual empathy makes it difficult to recognize stakeholder considerations.

1. MGT 350 Final Exam Guide 6
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1) Decision opportunities arise when problems or opportunities are recognized
through critical thinking. Which of the following components may be a reason that
managers ignore problems?
A. The manager’s sense of urgency toward problems precludes action.
B. The manager is exercising intellectual courage in the face of resistance to
problem solving.
C. A lack of intellectual empathy makes it difficult to recognize stakeholder
considerations.
D. Some businesses exist in a problem free environment.
E. The manager prefers risk over certainty.
2) 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 SWOT Analysis
C. a troubleshooting decision tree
D. a Stakeholder Analysis
E. a regression analysis
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. Implement a decision
B. Make the decision
C. Frame the problem
D. Frame alternatives
E. Measure the impact of a decision
4) 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. increased costs
B. gathering diverse perspectives
C. time savings

2. D. more time spent evaluating alternatives
E. greater specificity to the circumstances of the current problem
5) Despite all the measures followed, successful decisions are not always guaranteed
so it is important to
A. develop appropriate measurements for the impacts of decisions
B. use logical thinking to guarantee a correct outcome
C. develop contingency plans
D. only allow the most senior leaders to influence decisions
E. accept that some decisions will not work and move on to other issues
6) Kathy is a manager deciding between two applicants for a position reporting to
her. One applicant for the position is a close personal friend of Kathy’s. Because
Kathy is concerned that self serving bias may influence her to incorrectly see her
friend as the best candidate, she should
A. eliminate her bias by not allowing her friend to apply
B. seek input from others before making the decision.
C. allow someone else to make the decision.
D. any of the above would be an equally valid choice from a critical thinking
perspective
E. ignore her bias and be strictly objective
7) Critical thought involves the consideration of diverse perspectives. Disadvantages
of group decision making include
A. increased security of confidential information
B. a more autocratic environment
C. a decision that accounts for the interests of diverse stakeholders
D. all of the above are disadvantages of group decision making
E. a process that is more time consuming
8) One way for a leader to develop alternative perspectives for decision making is to
A. consult with internal stakeholders in other departments
B. apply past decision successes to current decision opportunities
C. increase the use of the logical thinking style
D. rely on the intellectual component of stereotyping
E. increase the homogeneity of his or her team
9) The completeness of our thought is limited by selective perception of relevant
inputs one example is
A. using starbursting to ensure that we are considering all relevant questions
B. evaluating which stakeholders are most directly affected by a decision
C. considering the ways in which the current situation differs from substantially
similar past experiences
D. using brainstorming to gather a number of ideas
E. overreliance on past and current experience

3. 10) Considerations when framing a problem include
A. measuring the impacts of a decision
B. identification of stakeholders affected by the problem
C. framing alternative courses of action
D. identifying causes of the problem
E. developing contingency plans
11) During problem formulation, the decision maker must account for the interests of
diverse stakeholders. An important step toward this outcome is the establishment of
A. contingency plans
B. decision Implementation Processes
C. measurements for the decision
D. criteria, goals, and objectives
E. timelines and resource allocations
12) The characteristics of a problem may influence the thinking and tactics used in
problem formulation and identification. A decision opportunity or problem that is
important and not time-sensitive is
A. non-urgent and non-critical
B. complex and critical
C. obvious and urgent
D. urgent and non-critical
E. critical and non-urgent
13) A deductive logical argument in proper form is said to be
A. functional
B. scientific
C. true
D. valid
E. sound
14) What is the most comprehensive definition of a problem?
A. An increase in the cost of doing business.
B. A declining economy resulting in reduced revenues
C. A positive situation that requires action in order to fully leverage an opportunity.
D. A negative situation that requires action to mitigate damage
E. Gap between current situation and some future desired state
15) Survey data, combined with this thinking style, can be used to identify a problem
through statistical analysis.
A. Inductive logical
B. Deductive logical
C. Scientific
D. Creative
16) Problems may become apparent to stakeholders through the use of tools which

4. compare actual results to expected results. An example of such a tool is a
A. Fishbone diagram
B. Financial report
C. SWOT analysis
D. Force Field Analysis
E. Pareto chart
17) Of the decision styles listed below, this one should be used for a non-urgent, yet
critical and unusual problem affecting multiple stakeholders.
A. Programmed decision making
B. Autocratic
C. Collaborative/participative
D. Leader decides
18) While this decision style offers an opportunity for stakeholder input, it most
lessens accountability for decision making.
A. Consensus
B. Collaborative/participative
C. Democratic
D. Leader decides
E. Autocratic
19) A manager may properly choose to ignore a problem
A. when a SWOT analysis indicates an environmental opportunity
B. when the costs of doing nothing are less than the cost of addressing the problem
C. when the problem is surfaced through a positive trigger point
D. when a Pareto chart has properly clarified the causes of a problem
E. because of a bias against change
20) Jan is the owner of a retail store, and is evaluating the need for changes to the
store’s commission structure for sales personnel. She has decided to exclude the sales
personnel affected from the decision making process. Jan is probably seeking to
minimize this force of influence on the decision making process.
A. Lack of political support
B. Resource availability
C. Resistance from external stakeholders
D. Ethical considerations
E. Self serving bias
21) Urgent crisis conditions might call for a decision making style that is
A. collaborative
B. democratic
C. autocratic
D. participative

5. E. consensus
22) Upon review of the customer comment cards dropped in the box in his
convenience store, Bob sees that 61% of the customers filling out a card have
expressed dissatisfaction with waiting times. Bob decides to add an additional cashier
during the day. Bob is using the ______ thinking style in order to make this decision.
A. metaphorical
B. deductive logical
C. inductive logical
D. creative
23) Managers would typically use this tool to develop an overall strategic approach to
their business.
A. Financial reports
B. Gantt chart
C. Surveys
D. SWOT Analysis
E. Fishbone diagram
24) Shakil works for a large contractor. Company policy requires that in hiring
subcontractors, at least three bids must be received and that the lowest bid which
meets specifications will be accepted. This programmed decision structure provides
for ______ as a benefit, but does not account for ______.
A. faster decision making, cost control
B. quality control, reduced costs
C. reduced costs, feed forward control
D. creativity, special orders
E. reduced costs, quality considerations
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. an opportunity
B. a positive trigger point
C. a strength
D. a weakness
E. a threat
26) When deciding between decision alternatives, this tool helps the manager to focus
scarce resources on the most common causes of a problem.
A. Force Field Analysis
B. Pareto chart
C. Benchmarking
D. Venn Diagram
E. SWOT analysis
27) The initial step in framing the problem is to ______, and the first step in making

6. the decision is to ______.
A. identify the cause of the problem, implement the decision
B. evaluate the decision, determine who is affected
C. select an alternative, identify the problem
D. identify the problem, frame alternatives
E. identify the problem, identify causes of the problem
28) In response to declining profits, a company decides that it needs to become world
class, but is having difficulty developing an implementation plan around the goal of
“becoming world class.” Rather than implement this decision, the company would be
well advised to return to the ______ step of decision making.
A. determine measurements
B. frame alternatives
C. develop criteria, goals, and objectives
D. evaluate the decision
E. make the decision
29) One way to manage the risk of a far reaching decision is to
A. ensure that ample financial resources are dedicated to implementation
B. insist on compliance from key stakeholders
C. implement the decision gradually, in phases
D. reduce the number of contingency plans in order to avoid confusion
E. implement the decision quickly, in order to prevent problems from affecting the
decision that has been made
30) The best way to mitigate employee resistance to a decision is to
A. write clear policies outlining permitted and forbidden actions
B. establish clear penalties for non compliance with decisions
C. clearly communicate the “who what when and why” during implementation
D. ensure that all employee concerns are fully solved for in every decision
E. limit influence over decisions to senior leadership
31) ______ plans might be referred to as what-if plans.
A. Contingency
B. Strategic
C. Single-use
D. Standing
32) 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

7. 33) When implementing a decision, a company must ensure that its actions remain
consistent with its
A. past practices and procedures
B. organizational mission
C. current resource allocations
D. manager’s thinking styles
E. employee’s preferences
34) A situation, problem, or opportunity in which an individual must choose among
several actions that must be evaluated as morally right or wrong is called
A. an ethical issue
B. business ethics
C. a personal issue
D. morale issue
35) Susan has the opportunity to choose among several options, including going along
with her coworkers and filling out inaccurate time records, telling her manager what
is happening, attempting to persuade her coworkers to stop doing this, or, doing
nothing. This is an example of
A. an ethical issue
B. a time when Susan should ignore the problem
C. a situation that is not a problem
D. a moral rights issue
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. a conflict of interest
B. joint and several liability dilemma
C. proper allocation of resources
D. impartial third party mediator
E. the good of the individual vs the good of society
37) A measurement that evaluates the amount of inputs used to achieve outputs is a
measure of
A. organizational precision
B. organizational stability
C. organizational efficiency
D. organizational fluctuation
E. organizational effectiveness
38) The objective to “reduce rework significantly within 6 months” is not sufficiently

8. meaningful nor measurable because it is not sufficiently
A. relevant
B. specific
C. time bound &