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Test Bank for Judgment in Managerial Decision Making, 8th Edition by Max H. Bazerman, Don A. Moore

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Test Bank for Judgment in Managerial Decision Making, 8th Edition, Max H. Bazerman, Don A. Moore. Table of Contents: Chapter 1 Introduction to Managerial Decision Making 1 The Anatomy of Decisions 1 System 1 and System 2 Thinking 3 The Bounds of Human Attention and Rationality 5 Introduction to Judgmental Heuristics 7 An Outline of Things to Come 10 Chapter 2 Overconfidence 14 The Mother of All Biases 14 Overprecision 16 Overestimation 22 Overplacement 26 Let's Hear it for Well-Calibrated Decision Making 28 Chapter 3 Common Biases 31 Biases Emanating from the Availability Heuristic 34 Biases Emanating from the Representativeness Heuristic 38 Biases Emanating from the Confirmation Heuristic 46 Integration and Commentary 57 Chapter 4 Bounded Awareness 60 Inattentional Blindness 65 Change Blindness 66 Focalism and the Focusing Illusion 67 Bounded Awareness in Groups 69 Bounded Awareness in Strategic Settings 71 Discussion 81 Chapter 5 Framing and the Reversal of Preferences 82 Framing and the Irrationality of the Sum of Our Choices 85 We Like Certainty, Even Pseudocertainty 87 Framing and The Overselling of Insurance 90 What's It Worth to You? 91 The Value We Place on What We Own 93 Mental Accounting 94 Rebate/Bonus Framing 96 Joint-versus-Separate Preference Reversals 98 Conclusion and Integration 100 Chapter 6 Motivational and Emotional Influences on Decision Making 103 When Emotion and Cognition Collide 105 Self-Serving Reasoning 112 Emotional Influences on Decision Making 114 Summary 117 Chapter 7 The Escalation of Commitment 119 The Unilateral Escalation Paradigm 121 The Competitive Escalation Paradigm 123 Why Does Escalation Occur? 127 Integration 131 Chapter 8 Fairness and Ethics in Decision Making 132 Perceptions of Fairness 133 When We Resist "Unfair" Ultimatums 135 When We are Concerned about the Outcomes of Others 139 Why do Fairness Judgments Matter? 142 Bounded Ethicality 143 Overclaiming Credit 145 In-Group Favoritism 146 Implicit Attitudes 147 Indirectly Unethical Behavior 151 When Values Seem Sacred 152 The Psychology of Conflicts of Interest 154 Conclusion 158 Chapter 9 Common Investment Mistakes 160 The Psychology of Poor Investment Decisions 162 Active Trading 170 Action Steps 171 Chapter 10 Making Rational Decisions in Negotiations 175 A Decision-Analytic Approach to Negotiations 176 Claiming Value in Negotiation 179 Creating Value in Negotiation 180 The Tools of Value Creation 185 Summary and Critique 191 Chapter 11 Negotiator Cognition 193 The Mythical Fixed Pie of Negotiation 193 The Framing of Negotiator Judgment 195 Escalation of Conflict 196 Overestimating Your Value in Negotiation 198 Self-Serving Biases in Negotiation 200 Anchoring in Negotiation 203 Conclusions 205 Chapter 12 Improving Decision Making 206 Strategy 1: Use Decision-Analysis Tools 208 Strategy 2: Acquire Expertise 213 Strategy 3: Debias Your Judgment 216 Strategy 4: Reason Analogically 219 Strategy 5: Take an Outsider's View 222 Strategy 6: Understand Biases in Others 223 Strategy 7: Nudge Wiser and More Ethical Decisions 226 Conclusion 228

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Institution
Judgment In Managerial Decision Making
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Judgment in Managerial Decision Making











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Institution
Judgment in Managerial Decision Making
Course
Judgment in Managerial Decision Making

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Uploaded on
June 6, 2024
Number of pages
60
Written in
2024/2025
Type
Exam (elaborations)
Contains
Questions & answers

Subjects

  • 8th edition

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Chapter 1-12, 8e
Chapter 1 Introduction to Managerial Decision Making
M
MULTIPLE CHOICE

1) An optimal search for alternatives should last:
ED
a. As long as needed to find the best solution.
b. As long as needed to find the first good enough solution.
c. As long as the cost of the search does not outweigh the value of the added information.
d. As long as the cost of the search is within the appropriate limits set by the decision maker.
C
Ans: c

Response: p. 2-3
O

2) Rating alternatives on each of the decision criteria is considered the most difficult stage of the
N
decision-making process, because:
a. It assumes we have precisely defined our priorities.
N
b. It requires us to forecast how each alternative solution will achieve each of our decision
criteria.
c. It requires us to compare all of the alternatives simultaneously.
O
d. It is likely to fail if our problem is not defined correctly, and this failure will not be detected.

Ans: b
IS

Response: p. 3
SE

3) In the interplay between system 1 and system 2 thinking, the key goal for managers is:
a. To improve their use of system 1 thinking.
b. To attempt to use system 2 thinking as much as possible.
c. To apply both systems in making decisions in order to perform a more thorough and
U
complex search for alternatives.
d. To identify when they should move from system 1 to system 2 thinking. Ans: d
R
Response: p. 4

, 4) Which of the following is a typical characteristic of heuristics?
a. They provide us with a simple way of dealing with complex problems.
M
b. They have the best likelihood of reaching an optimal solution to a problem.
c. They are time and resource consuming.
d. They are used mainly by irrational decision makers.
ED
Ans: a

Response: p. 6
C
Questions 5-8 describe examples of heuristics outlined in the chapter. For each question, indicate which
heuristic it describes:
O
a. The representativeness heuristic.
b. The availability heuristic.
N
c. The confirmation heuristic.
d. The affect heuristic.
N

5) Inner city crime in the U.S. gets considerable media coverage, such that every homicide is
O
reported in the news. In contrast, a story of a person who died from a heart attack rarely makes
the news. This leads people to overestimate the frequency of deaths due to homicides relative
to those due to heart failure.
IS
Ans: b

Response: p. 7-8
SE

6) John is over seven feet tall. When asked whether John is a professional basketball player or a
software programmer, many people predict the former, even though there are many more
U
software programmers, even very tall ones, than professional basketball players. Ans: a

Response: p. 8-9
R

, 7) After reading about the positive effect chocolate has on student performance, a teacher gives
each student in a class a chocolate bar before taking an exam. 15 out of 22 students in that class
get an A on the exam. The teacher therefore concludes that chocolate enhances performance.
Ans: c
M
Response: p. 9-10
ED
8) A common wisdom in politics is that the more an argument is repeated, the more it will be
considered by the public as reliable and true.

Ans: b
C
Response: p. 7-8
O
9) The affect heuristic can explain why
a. People who live in California are assumed to be happier than people who live in the
N
Midwest.
b. Students predict they will be sadder after getting a bad grade on a test than they
actually are in these situations.
N
c. People do not remember sad events from their early childhood.
d. Stock prices go up on sunny days.
O

Ans: d
IS
Response: p. 10
SE
True/False


10) Succumbing to heuristics is inevitable, and there is no way to make judgment less prone them.
Rather, one can only be aware of the biasing effect heuristics have on one’s judgment.
U

Ans: False
R
Response: p. 11

, 11) A search for alternatives may be too short to find the best possible alternative, but still be
considered rational and optimal.

Ans: True
M

Response: p. 2-3
ED

12) The main disadvantage of system 2 thinking is its high resource consumption.

Ans: true
C
Response: p. 3
O
13) This book takes a descriptive, rather than a prescriptive approach, to studying decision making,
meaning that it provides ways to understand actual human decision making, but does not
N
provide tools for improving one’s decision processes.

Ans: false
N
Response: p. 5
O

Short answer
14) Which of the two cognitive systems (System 1 and System 2) is most often used, and in what
IS
kinds of decision is it typically used?

Ans: System 1 thinking is used more often. It is used typically in routine, everyday choices.
SE
Response: p. 3-4



13-15. Identify three constraints on rational thought that may lead to suboptimal outcomes:
U
15) Time and cost constraints that limit information search.
16) Memory constraints on the amount of information stored.
R
17) Intelligence limitations and perceptual errors that constrain the ability to choose the optimal
alternative.

Response: p. 5-6

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