Test bank for leadership

test bank for leadership
r r r




Whatnstatementnisntruenregardingndecisionnmaking?

A) Itnisrannanalysisnofnansituation

B) Itnisncloselynrelatedntonevaluation

C) Itrinvolvesnchoosingnbetweenncoursesnofnaction

D) Itnisndependentnuponnfindingnthencausenofnanproblemn-

Ans:nCnFeedback:
r



Decisionnmakingnisnancomplexncognitivenprocessnoftenndefinednasnchoosingnanparticularn

courserofnaction.nProblemnsolvingnisrpartnofndecisionnmakingrandnisnansystematicnprocessnt

hatnfocusesronnanalyzingnandifficultnsituation.nCriticalnthinking,nsometimesrreferredntonasnr

eflectiverthinking,nisnrelatedntorevaluationnandnhasranbroadernscoperthanndecisionnmaking

r andnproblemnsolving.



Whatnisnanweaknessnofnthentraditionalnproblem-solvingnmodel?

A) Itsnneednfornimplementationntime

B) Itsnlacknofnanstepnrequiringnevaluationnofnresults

C) Itsnfailurentongathernsufficientndata

D) Itsnfailurentonevaluatenalternativesn-

n Ans:nAnFeedback:

Thentraditionalnproblem-

solvingnmodelnisnlessneffectivenwhenntimenconstraintsnarenanconsideration.nDecisionnmak

ingncannoccurnwithoutnthenfullnanalysisnrequiredninnproblemnsolving.nBecausenproblemnsol

vingnattemptsntonidentifynthenrootnproblemninnsituations,nmuchntimenandnenergynarenspe

ntnonnidentifyingnthenrealnproblem.



Whichnofnthenfollowingnstatementsrisntruenregardingndecisionnmaking?

A) Scientificrmethodsnprovidenidenticalndecisionsnbyndifferentnindividualsnfornthe

n samenproblems

,B) Decisionsnarengreatlyninfluencednbyneachnperson'snvaluensystem

C) Personalnbeliefsncannbenadjustednfornwhennthenscientificrapproachntonproblem

n solvingnisnused

D) Pastnexperiencenhasnlittlentondonwithnthenqualitynofnthendecisionn-

r Ans:nBnFeedback:

Values,nlifenexperience,nindividualnpreference,nandnindividualnwaysnofnthinkingnwillninflu

encenanperson'srdecisionnmaking.nNonmatternhownobjectiventhencriterianwillnbe,nvaluenjudg

mentsnwillnalwaysnplaynanpartninnanperson'sndecisionnmaking,neithernconsciouslynornsubc

onsciously.



Whatninfluencesnthenqualitynofnandecisionnmostroften?

A) Thendecisionnmaker'snimmediatensuperior

B) Thentypenofndecisionnthatnneedsntorbenmade

C) Questionsnaskednandnalternativesngenerated

D) Thentimerofndaynthendecisionnisnmaden-

n Ans:nCnFeedback:

Thengreaternthennumbernofnalternativesnthatncannbengeneratednbynthendecisionnmaker,nth

enbetternthenfinalndecisionnwillnbe.nThenalternativesngeneratednandntherfinalnchoicesrarenli

mitednbyneachnperson'snvaluensystem.



Whatndoesrknowledgenaboutngoodndecisionnmakingnleadnonentonbelieve?

A) Goodndecisionnmakersnarenusuallynright-brain,nintuitiventhinkers

B) Effectivendecisionnmakersnarersensitiventonthensituationnandntorothers

C) Goodndecisionsnarenusuallynmadenbynleft-brain,nlogicalnthinkers

D) Goodndecisionnmakingnrequiresranalyticalnrathernthanncreativerprocessesn-

n Ans:nBnFeedback:

Goodndecisionnmakersnseemntonhaverantennaerthatnmakerthemnparticularlynsensitiventon

othernpeoplenandnsituations.nLeft-

brainnthinkersnarentypicallynbetternatnprocessingnlanguage,nlogic,nnumbers,nandnsequenti

alnordering,nwhereasnright-brainnthinkersnexcelnat

,nonverbalnideationnandnholisticnsynthesizing.



Whatnisnthenbestrdefinitionnofndecisionnmaking?

A) Thenplanningnprocessnofnmanagement

B) Thenevaluationnphasenofnthenexecutivenrole

C) Onenstepninnthenproblem-solvingnprocess

D) Requiredntonjustifynthenneednfornscarcenitemsr-

Ans:nCnFeedback:
n



Decisionnmakingnisnancomplex,ncognitivenprocessroftenndefinednasnchoosingranparticularnc

oursenofnaction.nDecisionnmaking,nonenstepninnthenproblem-

solvingnprocess,nisnannimportantntasknthatnreliesrheavilynonncriticalnthinkingnandnclinicalnr

easoningrskills.



Ifndecisionnmakingnisrtriggerednbynanproblemnwithnwhatndoesnitnend?

A) Annalternativerproblem

B) Archosenncoursenofnaction

C) Annactionnthatnguaranteesnsuccess

D) Arrestatementnofnthensolutionn-

Ans:nBnFeedback:
n



Ardecisionnisrmaderwhennancoursenofnactionnhasnbeennchosen.nProblemnsolvingnisnpartrofnd

ecisionnmakingnandnisnansystematicnprocessnthatnfocusesnonnanalyzingnandifficultnsituatio

n.nProblemnsolvingnalwaysnincludesnandecision-makingnstep.



Whyndonournvaluesnoftenncausenpersonalnconflictninndecisionnmaking?

A) Somervaluesrarennotnrealisticnornhealthy

B) Notnallnvaluesnarenofnequalnworth

C) Ournvaluesnremainnunchangednoverntime

D) Ournvaluesnoftenncollidenwithnonenanothern-

Ans:nDnFeedback:
n



Values,nlifenexperience,nindividualnpreference,nandnindividualnwaysnofnthinkingnwill

, influencenanperson'srdecisionnmaking.nNonmatternhownobjectiventhencriterianwillnbe,nvalue

n judgmentsnwillnalwaysnplaynanpartninnanperson'sndecisionnmaking,neithernconsciouslynorn

subconsciously.



Whichnstatementnisntruenconcerningncriticalnthinking?

A) Itnisransimplenapproachntordecisionnmaking

B) Itrisnnarrowerninnscopenthanndecisionnmaking

C) Itnrequiresnreasoningnandncreativenanalysis

D) Itrisnansynonymnfornthenproblem-solvingnprocessr-

r Ans:nCnFeedback:

Criticalnthinkingnhasnanbroadernscopenthanndecisionnmakingnandnproblemnsolving.nItni

snsometimesnreferredntonasnreflectiventhinking.nCriticalnthinkingnalsoninvolvesnreflectin

gnuponnthenmeaningnofnstatements,nexaminingnthenofferednevidencenandnreasoning,nan

dnformingnjudgmentsnaboutnfacts.



Howndonadministrativenmannmanagersnmakenthenmajoritynofntheirndecisions?

A) Afterngatheringnallnthenfacts

B) Innanmannerngoodnenoughntonsolventherproblem

C) Innanrational,nlogicalnmanner

D) Afterngeneratingrallnthenalternativesrpossiblen-

n Ans:nBnFeedback:

Manynmanagersnmakerdecisionsnthatnarenjustnìgoodnenoughînbecausenofnlacknofntime,nen

ergy,norncreativityntongeneratenannumbernofnalternatives.nThisnisnalsoncallednìsatisficing.

înMostnpeoplenmakendecisionsntoonquicklynandnfailntorsystematicallynexaminenanproblemn

ornitsralternativesrfornsolution.



Whatnneedsntonbenconsideredninnevaluatingnthenqualitynofnone'sndecisions?

A) Isrevaluationnnecessarynwhennusingnangoodndecision-makingnmodel?

B) Cannevaluationnbeneliminatednifnthenproblemnisnresolved?