unit6

Chapter 6 Decision Making: The Essence of the Manager’s Job

THE DECISION-MAKING PROCESS 决策过程中

1. Problem identification is purely objective. 纯粹客观的问题的认识。(False; moderate; p. 157)

2. The second step in the decision-making process is identifying a problem 第二步的决策过程是识别问题(False; easy; p. 158

3. A decision criterion defines what is relevant in a decision. 决策准则来决定什么是有关在决定的。(True; moderate; p. 158)

4. The fourth step of the decision-making process requires the decision maker to list viable alternatives that could resolve the problem.

第四步的决策过程需要决策者列出可行的选择方案,能解决这个问题(True; easy; p. 159) 5. Once the alternatives have been identified, a decision maker must analyze each one

一旦之外的确认后,决策者必须分析每一个(True; moderate; p. 159)

6. The step in the decision-making process that involves choosing a best alternative is termed implementation. 这一步的决策的过程,其中牵涉到选择一个最好的选择也可以被称为实施。(False; moderate; p. 160)

THE MANAGER AS DECISION MAKER

经理为决策者

7. Making decisions is with the essence of management. 做决定是本质的管理(True; easy; p. 161)

8. Managerial decision making is assumed to be rational. 管理决策也都假设是合理的。(True; moderate; p. 162)

9. One assumption of rationality is that we cannot know all of the alternatives. 一个假设的合理性,我们无法知道的替代方案。(False; difficult; p. 162) * 10. Managers tend to operate under assumptions of bounded rationality

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经理易于操作在一定条件下的有限理性(True; moderate; p. 163)

11. Studies of the events leading up to the Challenger space shuttle disaster point to an escalation of commitment by decision makers. 研究息息相关的宇宙飞船挑战者号的灾难的指升级决策者的承诺。(True; moderate; p. 163)

* 12.Managers regularly use their intuition in decision making. 经理定期使用他们的直觉决策。(True; easy; p. 164)

*13. Rational analysis and intuitive decision making are complementary 理性分析和直观的决策是互补的(True; moderate; p. 164) 14. Programmed decisions tend to be repetitive and routine. 程序化决策往往是重复和程序。(True; easy; p. 165) *15. Rules and policies are basically the same 规则和政策基本上是一致的。(False; moderate; p. 166)

16. A policy is an explicit statement that tells a manager what he or she ought or ought not to do

. 一项政策有一个明确的声明,讲述了一个经理他或她应该或不应该做的事(False; moderate; p. 166)

17. The solution to nonprogrammed decision making relies on procedures, rules, and policies.

解决nonprogrammed决策依赖于程序、制度、政策上的问题(False; moderate; p. 166) 18. Most managerial decisions in the real world are fully nonprogrammed. 多数管理决策,在现实世界中被充分地nonprogrammed。(False; easy; p. 167) *19. The ideal situation for making decisions is low risk. 理想的情况是低风险决策。(False; moderate; p. 167)

*20. Risk is the condition in which the decision maker is able to estimate the likelihood of certain outcomes.

在这种情况下,风险是决策者能够估计某种结果的可能性。(True; easy; p. 167) 21． Risk is a situation in which a decision maker has neither certainty nor reasonable probability estimates.

风险是一种情形:一名决策者也不确定性也不合理概率的估计。(False; difficult; p. 168) 22.People who have a low tolerance for ambiguity and are rational in their way of thinking are said to have a directive style.

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有一个低的人是理性的宽容,在模糊和在他们的思维方式,据说是一项指令的风格。(True; moderate; p. 171)

*23. Decision makers with an analytic style have a much lower tolerance for ambiguity than do directive types.

决策者和一种分析方式有一个比较低的容忍歧义比指令类型。(False; moderate; p. 171) *24．Individuals with a conceptual style tend to be very broad in their outlook and will look at many alternatives.

个人风格与一个概念往往是很广阔的前景,将在他们看许多选择。(True; moderate; p. 171) 25. Behavioral-style decision makers work well with others Behavioral-style决策者,能与他人良好合作。(True; easy; p. 171) 26. Most managers have characteristics of analytic decision makers. 大多数经理特性的解析决策者。(False; moderate; p. 171)

27.According to the boxed feature, “Managing Workforce Diversity,” diverse employees tend to make decisions faster than a homogeneous group of employees. 根据包装盒上的特征,“管理”的工作方式,多样化的员工往往作出决策的速度比同类的一组员工。(False; moderate; p. 172; AACSB: Diversity)

28. The anchoring effect describes when decision makers fixate on initial

information as a starting point and then, once set, they fail to adequately adjust for subsequent information.

描述当锚效应的初步信息决策者停留在作为一个起始点,然后,曾创下,他们没有能够充分地调整为后续信息。(True; moderate; p. 173)

29. The availability bias describes when decision makers try to create meaning out of random events.、

描述了可用性偏见当决策者试图创造意义的随机事件。(False; moderate; p. 173) 30. The sunk cost error is when decision makers forget that current choices cannot correct the past.

沉没成本的错误是当决策者忘记当前的选择,不能改正过去。(True; moderate; p. 173)

DECISION MAKING FOR TODAY’S WORLD

决策为今天的世界

31. Today’s business world revolves around making decisions, usually with complete or adequate information, and under minimal time pressure.

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今日的商业世界围绕着做出决定时,通常与完整的或足够的信息,并在最小的时间压力。(False; difficult; p. 175)

32. Managers need to understand cultural differences to make effective decisions in today’s fast-moving world.

经理们需要了解中西文化的差异做出有效的决定,在今天快速变化的世界。(True; moderate; p. 175; AACSB: Diversity)

33. According to the boxed feature, “Focus on Leadership,” when identifying problems, managers might be from a culture that is focused on problem solving, or their culture might be one of situation acceptance.

根据包装盒上的特征,“集中领导,“当发现问题,管理者可能是一种文化,那是专注于问题的解决,或他们的文化可能是一名情况的认可。(True; easy; p. 175; AACSB: Diversity) 34. According to the boxed feature, “Focus on Leadership,” findings from studies by Geert Hofstede and from GLOBE researchers show that in high uncertainty avoidance countries, decision making tends to be based more on intuition than on formal analysis.

根据包装盒上的特征,“集中领导,“中发现的问题,从研究全球的标语牌霍夫斯泰德的研究人员表明在高不确定性规避国家,决策往往是更多基于直觉,而不是正式的分析。(False; moderate; p. 175)

35. Highly reliable organizations (HROs) are easily tricked by their success 高度可靠的组织(对)很容易被他们的成功(False; easy; p. 176)

* 36. Decision making is typically described as ________________, which is a view that is too simplistic.（决策制定通常被描述在不同的方案中作出的选择，这种观点太过于简单化。）

a. deciding what is correct（正确的决策） b. putting preferences on paper （书上的爱好） c. choosing among alternatives （选择方案）

d. processing information to completion（完成信息的加工） (c; moderate; p. 156)

37. A series of eight steps that begins with identifying a problem and concludes with evaluating the decision’s effectiveness is the __.（决策过程是一系列开始于识别问题结束于评估决策效力的八个步骤） a. decision-making process（决策方法） b. managerial process（管理过程） c. maximin style（极值风格）

d. bounded rationality approach（有限理性方案） (a; easy; p. 156)

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* 38. ________________ is the existence of a discrepancy between an existing and a desired state of affairs.（一个存在性的问题是现状与希望状态之间的差异） a. An opportunity（机会） b. A solution（解决方案） c. A weakness（弱点） d. A problem (d; easy; p. 156)

* 39. In identifying the problem, a manager _________________.识别那个问题，管理者会 ??.

a. compares the current state of affairs with where they would like to be（比较当前事物的状态他们想在那里）

b. expects problems to be defined by neon lights（关于霓虹灯的预期问题） c. looks for discrepancies that can be postponed（看起来没有差错,可以延期） d. will not act when there is pressure to make a decision（当他面对做决策的压力时将没有动作） (a; easy; p. 158)

40. Which of the following statements is true concerning problem identification?（关于问题的识别下列的陈述哪个是正确的？） a. Problems are generally obvious.（问题是通常明显的）

b. A symptom and a problem are basically the same.（症状和问题基本是相同的） c. Well-trained managers generally agree on what is considered a problem.（训练有素的管理者通常同意被认为是问题的意见）

d. The problem must be such that it exerts some type of pressure on the manager to act. （问题必须是这样的，它运用一些压力来驱使管理者去行动） (d; moderate; p. 158)

41. What is the second step in the decision-making process?（第二个决策过程的步骤的是什么？）

a. identifying decision criteria（识别决策标准） b. allocating weights to the criteria（分配权重的标准） c. analyzing alternatives（分析备选方案） d. identifying a problem （识别问题） (a; moderate; p. 158)

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