1. Managers typically face ill-structured
problems that have no previously proven
answers.
2. Bill
Simmons is the manager of a small restaurant and must decide how much money he
owes his suppliers. This is an example
of a non-programmed decision.
3. The
risk involved with decision-making can never be accurately predicted.
4. In
the fourth stage of decision-making, problem diagnosis is linked to the
development of alternatives.
5. Total
and consistent agreement among group members helps avoid groupthink.
6. Incremental
decision-making occurs when people don’t know how to achieve a goal or solve a
problem.
7. The
garbage can model of decision-making arises when people disagree on goals or
compete with one another for resources.
8. The
six steps in the formal planning process are comparable to the six
decision-making steps.
9. Situational
Analysis, as part of the Formal Planning Process, focuses on internal forces at
work within the organization and examines influences from the external
environment.
10. The
final step in the formal planning process, monitor and control, is often
overemphasized.
11. An
organization’s strategic and tactical plans must be based upon the original operational
plans.
12. An
organization’s mission statement is long-term oriented while a strategic vision
is short-term oriented.
13. An
internal analysis provides an inventory of an organization’s resources, skills,
and potential competitive threats.
14. If
resources are difficult to imitate they provide a source of competitive
advantage.
15. SWOT
analysis refers to the situation, weaknesses, options, and technology.
16. A
concentration strategy involves expanding the domain of the organization into
supply channels and to distributors.
17. Businesses
using a low-cost strategy attempt to be efficient and offer a standard,
no-frills product.
1. Managers typically face ill-structured
problems that have no previously proven answers.2. Bill
Simmons is the manager of a small restaurant and must decide how much money he
owes his suppliers. This is an example
of a non-programmed decision.3. The
risk involved with decision-making can never be accurately predicted.4. In
the fourth stage of decision-making, problem diagnosis is linked to the
development of alternatives.5. Total
and consistent agreement among group members helps avoid groupthink.6. Incremental
decision-making occurs when people don’t know how to achieve a goal or solve a
problem.7. The
garbage can model of decision-making arises when people disagree on goals or
compete with one another for resources.8. The
six steps in the formal planning process are comparable to the six
decision-making steps.9. Situational
Analysis, as part of the Formal Planning Process, focuses on internal forces at
work within the organization and examines influences from the external
environment. 10. The
final step in the formal planning process, monitor and control, is often
overemphasized.11. An
organization’s strategic and tactical plans must be based upon the original operational
plans.12. An
organization’s mission statement is long-term oriented while a strategic vision
is short-term oriented.13. An
internal analysis provides an inventory of an organization’s resources, skills,
and potential competitive threats.14. If
resources are difficult to imitate they provide a source of competitive
advantage.15. SWOT
analysis refers to the situation, weaknesses, options, and technology.16. A
concentration strategy involves expanding the domain of the organization into
supply channels and to distributors.17. Businesses
using a low-cost strategy attempt to be efficient and offer a standard,
no-frills product.
