Decision Making Questions and Answers

Answer: B

Maninder Vohra is not selected.

His family income of Rs.55000 exceeds the Rs.50,000 limit in (v). He does not work in a State Corporation, so (viii) does not help, and the waiver in (ix) covers only conditions (vi) and (vii), not income. His age (33), nationality, residence (12 years) and graduation are fine, but the income fails.

Answer: C

The best course is to show your friend the Government instructions and persuade him to accept the amount prescribed in the rules.

As District Magistrate you must apply the 30 kg limit to everyone; releasing extra sugar for a friend would be favouritism and a misuse of office during a shortage. Showing him the written order makes clear that the limit is the Government's, not a personal refusal, and explaining it patiently can preserve the friendship while the rule is upheld.

Releasing the extra amount breaks the rules. A blunt refusal follows the rules but ignores the human side the situation asks you to handle. Sending him to the allotting authority while claiming not to interfere evades your responsibility, since the limit applies whoever allots the sugar.

Answer: B

An existing condition that the group considers undesirable is a Problem.

In problem-solving theory a problem is a gap between the situation as it is and the situation people want: something exists, and those affected regard it as undesirable and wish to change it. Recognising that gap is the first step of any problem-solving process.

A rule and a law are prescriptions for conduct, not conditions people dislike, and parameters are the facts that describe a problem (who, what, the stakes), not the problem itself.

Answer: C

The key gives Evaluation of the situation as the last step.

Five-step problem-solving models typically run: identify and define the problem, analyse it and generate alternatives, select an alternative (decide), implement it, and finally evaluate the results, checking whether the situation has improved and the problem is solved. Evaluation closes the cycle and may start it again if the problem remains.

Selecting an alternative and decision-making are the middle steps, before implementation, and 'problem solving' is the name of the whole process, not one of its steps.

Answer: C

Choosing a course of action from two or more alternatives is decision-making.

Decision-making is the process of identifying the possible courses of action and selecting one of them. It is a part of problem solving: problem solving is the wider process of defining the problem, finding alternatives, deciding, implementing and evaluating.

Appreciative inquiry is a change approach that builds on what works well in an organisation, and rationalising the problem means explaining it away, so neither describes selecting among alternatives.

Answer: A

Implementation starts with developing an action plan.

Once a solution has been chosen, putting it into effect begins with an action plan that sets out the tasks, who will carry them out, the timeline and the resources required. The other implementation activities follow from that plan.

Determining objectives belongs to the earlier stage of defining the problem and the desired outcome. Identifying resources is one part of drawing up the action plan rather than its starting point, and 'building a plan' is the vaguer description of the same step that the key words as developing an action plan.

Answer: B

An environment where participants are free to think aloud is Brainstorming.

Brainstorming, popularised by Alex Osborn, asks a group to produce as many ideas as possible, saying whatever comes to mind. Criticism is postponed, unusual ideas are welcomed and participants build on one another's suggestions, so that quantity leads to quality.

Analysing examines ideas critically, which brainstorming deliberately postpones. Discussion and debate involve evaluating and arguing positions, so participants are not free from judgement.

Answer: B

Problem parameters do not include Who is not involved ?

Defining the parameters of a problem means describing it: who is involved or affected, what is happening, when and where it occurs, and what the stakes are, that is, what will be gained or lost. These questions mark the boundaries of the problem and guide the search for solutions.

Listing everyone who is not involved adds nothing to the description, so it is not one of the parameters, while the other three options are standard questions in defining a problem.

Answer: D

Routine decisions are Repetitive in nature.

Routine (programmed) decisions deal with recurring, well-structured situations, such as reordering stock or approving leave. Because the same situation comes up again and again, the organisation sets rules or procedures so the decision can be made quickly, often at lower levels.

They are not necessarily internal (some concern customers or suppliers), the situations they handle vary in detail rather than being constant, and they are far from irrelevant, since they keep daily operations running.

Answer: A

A decision taken by one person is an Individual decision.

Organisational decisions are classed by who makes them. An individual decision is made by one manager or employee alone, usually for routine matters within that person's authority, and it is quicker but draws on less information. A group decision is made jointly by a committee or team.

Group and collective decisions involve several people, so they are the opposite case, and 'separate decision' is not a standard category.