Answer:
Once an organization grows past a certain size, the impact of size on organization structure strengthens.
FALSE
The strength of the functional structure is that it focuses on results because managers are responsible for what happens to their products and services.
FALSE
A simple structure is characterized by low spans of controls and high formalization.
FALSE
In divisional structures, the parent corporation typically acts as an external overseer to coordinate and control the various divisions of the organization.
TRUE
The decision-making process begins by identifying decision criteria.
FALSE
A decision criterion defines what is important or relevant to resolving a problem.
TRUE
In the decision-making process, after allocating weights to the decision criteria, the decision maker lists viable alternatives that could resolve the problem.
TRUE
Once the alternatives to solving a problem have been identified, the next step in the decision-making process is selecting one of these alternatives.
FALSE
Implementing an alternative refers to the process of choosing the best alternative.
FALSE
Decision making is a part of the planning, organizing, leading, and controlling functions and thus, the essence of management.
TRUE
One assumption of rational decision making is that the decision maker is not aware of all possible alternatives and consequences.
FALSE
According to the concept of bounded rationality, managers make decisions rationally, but are limited by their ability to process information.
TRUE
The phenomenon of escalation of commitment refers to an increased commitment to a previous decision despite evidence that it may have been wrong.
TRUE
Intuitive decision making complements rational decision making but not bounded rational decision making.
FALSE
A programmed decision is a repetitive decision that can be handled by a routine approach.
TRUE
Rules and policies are the same.
FALSE
A policy is an explicit statement that tells a manager what can or cannot be done.
FALSE
Nonprogrammed decision making relies on procedures, rules, and policies.
FALSE
Risk is the condition in which a decision maker is able to estimate the likelihood of certain outcomes.
TRUE
The anchoring effect describes when decision makers fixate on initial information as a starting point and then, once set, fail to adequately adjust for subsequent information.
TRUE
