Decision Making And Creativity

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Questions Bank

Introduction to the Field of Organizational Behaviour
Individual Behaviour
Perceiving Ourselves and Others in Organizations
Workplace Emotions
Foundations of Employee Motivation
Applied Performance Practices
Decision Making and Creativity
Team Dynamics
Communicating in Organizations
Power and Influence in the Workplace
Conflict and Negotiation in the Workplace
Leadership in Organizational Settings
Designing Organizational Structures
Organizational Culture
Organizational Change

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Question 1

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Decision making is an unconscious process of moving toward a desirable state of affairs.

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Question 2

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The rational choice paradigm states that effective decision makers begin at any step in the model.

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Question 3

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Subjective expected utility refers to how much the selected alternative benefits or satisfies the decision maker.

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Question 4

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Ill-defined problems require a nonprogrammed decision process.

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Question 5

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If a decision maker encounters the same problem several times, he or she can increasingly rely on nonprogrammed decision routines to solve the problem.

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Question 6

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The last step in the rational decision-making model is to evaluate the decision outcomes

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Question 7

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The rational choice paradigm is inherently logical, as such it an always be applied in realistic situations.

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Question 8

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The textbook argues that problem identification is usually the least important step in the rational choice paradigm.

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Question 9

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One reason why the problem identification stage is imperfect is that various stakeholders try to "frame" the decision maker's view of the situation.

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Question 10

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Our mental models of the world can prevent us from recognizing emerging problems in the workplace.

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Question 11

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The decision-making process is more effective when problems are defined in terms of their solutions.

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Question 12

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Decision makers have a need to reduce uncertainty, so they tend to focus on solutions before fully understanding the problem.

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Question 13

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One way to improve problem identification is for leaders to create a norm of "divine discontent," in which they are never satisfied with the status quo, and this aversion to complacency creates a mindset that more actively searches for problems and opportunities.

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Question 14

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Decision makers can discover blind spots in problem identification by discussing the situation with other people.

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Question 15

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According to bounded rationality theory, people make better decisions when their perceptions are "bounded" or framed by past experience.

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Question 16

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Bounded rationality adopts the main assumptions of the rational choice paradigm of decision making.

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Question 17

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The rational choice paradigm assumes that decision makers have well-articulated and agreed-on organizational goals.

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Question 18

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The rational choice paradigm assumes that people rely on logic to evaluate and choose alternatives.

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Question 19

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Decision makers typically look at alternatives sequentially and compare each alternative to an implicit favourite.

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Question 20

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Decision heuristics automatically distort either the probability of outcomes or the value (utility) of those outcomes.

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