How to pass and answers multiple choice question bellow of Decision Making Module training of Harvard? - Custom Assignment help online

How to pass and answers multiple choice question bellow of Decision Making Module training of Harvard?

How to pass and answers multiple choice question bellow of Decision Making Module training of Harvard?

How to pass and answers multiple choice question bellow of Decision Making Module training of Harvard?

Question: Which of the following actions should you avoid when implementing a decision?

Provide feedback to employees that focus on accountability and plan execution.

Develop an implementation plan using information gathered in earlier phases of the decision-making process.

Check on people’s attitudes toward the project throughout the implementation process.

When problems arise, stick to the plan you ensure that the project stays on track.

Question: A six-person decision-making team at Imatics Manufacturing Ltd. is working on a problem of cost overruns and missed deadlines. In trying to identify its decision-making objectives, the team had a heated debate and found it had trouble limiting the number of distinct objectives. After the meeting, Joan, the team leader, described the situation to Frank, a colleague with more experience in business decision making. Frank pointed out that…

The team is working well since it is generating as many creative objectives as possible.

The team should create a prioritization matrix to help determine its objectives.

The team may be showing excessive “groupthink.”

The team may be trying to resolve more than one issue.

Question: You are trying to move a team towards a consensus decision using a balance of advocacy and inquiry approaches. There is one leading solution alternative that most people on the team believe is the best choice. However, the proponents of this alternative have not made a compelling case for it and a few people on the team remain unconvinced. Time is running out. What is the best method to use when trying to reach a final decision while maintaining your balanced, consensus-oriented approach?

Directive leadership.

Point-counterpoint technique.

Intellectual watchdog technique.


Question: You are managing a group that is considering the relocation of a major manufacturing facility. During a meeting, one of the team members raises a concern that moving a large employer will have a negative impact on the community in which the facility is currently located. Another team member responds that the company’s economic goals should take priority. When the discussion stalls, the team looks to you for guidance. How should you respond?

Ask the group to establish criteria for evaluating the decision that include both its social and economic impacts.

Tell the group that personal judgment should not be used in business decision making.

Ask the group to table the discussion about the impact to the community so that you can focus on the interests of the company first.

Tell the group that the best way to make a decision that involves community issues is to assess whether any decision made would violate the law or any company regulations.

Question: Linda Pratt asked her colleague Callum to review her plan for leading a decision-making process. Callum saw immediately that Linda’s plan did not include an evaluation of the process. Which of the following is the best time for her to evaluate her process?

After the decision has been made, but before it is implemented.

After the decision is made and implemented.

Throughout the decision-making process.

After each key phase is completed.

Question: Jason Smith is deciding whom to invite to the initial meetings of a team that is charged with deciding how to restructure the accounting department. His core team includes the four accountants that were involved with the original restructuring decision. Aside from the core team, he is considering including Amy, a senior accountant who has expressed opposition to the restructuring initiative. He is also considering inviting Ralph, a junior accountant whose role will be significantly affected by any decision made but who will not be directly involved in implementing it. Who should Jason include in the meetings?

Include Ralph, but leave out Amy in the interest of time since the decision has already been made to restructure the department.

Include Amy, but leave out Ralph because he will not play a direct role in the decision’s implementation.

Leave out both Amy and Ralph because they were not involved in the original decision.

Include both Amy and Ralph because of the different viewpoints they bring to the discussion.

Question: You are preparing your decision-making team’s meeting schedule. What location would be the best for your next four-hour meeting?

A meeting room in a conference center outside your office that you haven’t met in before.

The executive conference room on the top floor of the building that has spectacular views, a good white board, and plenty of room.

Your department meeting room, which is a comfortable and familiar location.

Your manager’s office, which has a white board and is spacious and quiet.

Question: If a group interacts primarily in an advocacy mode, you may often find excessive…

Bias toward the status quo.

Group harmony.


Directive leadership.

Question: Vronski asked Anna to help him choose an analytical technique to help his team make a decision. He wanted a method that clearly ranked the different alternatives and identified a preferred course of action. Anna looked at the list of techniques Vronski was considering and said, “That’s easy. You should use a…”

Decision tree.

Inquiry approach.

Prioritization matrix.

Trade-off technique.

Question: Ridley, leader of a decision-making team, had to assert a directive-leadership approach and make a decision in order to end the process in time. In communicating his decision during a staff meeting, he explained how the decision would affect his staff-how responsibilities would change and the penalties for failure to perform those new responsibilities. In his follow-up e-mail, he mentioned the names and roles of those who participated and recognized their contribution. Despite his efforts at communication, his staff ended up feeling the process wasn’t fair and many weren’t willing to support the final outcome. What did Ridley do wrong?

He should not have mentioned the repercussions for failing to perform new responsibilities.

He did not use a sufficiently consensus-based method to arrive at the decision.

He should not have identified the other members of the team in his e-mail.

He did not explain the rationale behind his decision.