Understanding Management 8Th Edition Daft Test Bank Full Chapter PDF

Understanding Management 8th Edition
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Chapter 6—Managerial Decision Making
TRUE/FALSE
1. Decision making is easy, given that everybody makes decisions everyday.
ANS: F PTS: 1 DIF: 1 REF: 208

NAT: AACSB: Analytic | AACSB: Individual Dynamics MSC: F
2. Decision-making must not be done amid ever-changing factors, unclear information, and conflicting
points of view.

NAT: AACSB: Analytic | AACSB: Strategy MSC: F
3. A decision is a choice made from available alternatives.
ANS: T PTS: 1 DIF: 1 REF: 208

4. Programmed decisions are decisions that are made for situations that have occurred often in the past
and allow decision rules to be developed to guide future decisions.

5. Two classifications of management decisions are programmed and structured.

6. Two employees in Stacey's department quit which is normal for her department. She is faced with the
decision to fill these positions. This would be considered a nonprogrammed decision.

NAT: AACSB: Analytic | AACSB: Individual Dynamics MSC: A
7. Gerald's Groceries and Marty's Market decided to merge their operations. This would be considered a
nonprogrammed decision.

NAT: AACSB: Analytic | AACSB: Creation of Value MSC: A
8. WorldCom, a telecommunications company, decided to buy Skytel in 1999. This would be considered
a programmed decision.

9. Uncertainty means that a decision has clear-cut goals, and that good information is available, but the
future outcomes associated with each alternative are subject to chance.
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10. The main difference between risk and uncertainty is that with risk you know the probabilities of the
outcomes.

11. Uncertainty is by far the most difficult decision situation.

12. A situation where the goals to be achieved or the problem to be solved is unclear, alternatives are
difficult to define, and information about outcomes is unavailable refers to ambiguity.

13. The classical decision making model assumes that the decision-maker is rational, and makes the
optimal decision each time.

14. Normative means it defines how a decision maker should make decisions.

15. The political model represents an "ideal" model of decision making that is often unattainable by real
people in real organizations.

16. The administrative model of decision making describes how managers actually make decisions in
difficult situations.

17. Normative decision theory recognizes that managers have only limited time and cognitive ability and
therefore their decisions are characterized by bounded rationality.

18. Satisficing behavior occurs when we choose the first solution alternative that satisfies minimal
decision criteria regardless of whether better solutions are expected to exist.

19. The administrative model is considered to be normative.

20. Goals often are vague, conflicting, and lack consensus among managers, according to the
administrative model of decision making.

21. According to the administrative model of decision making, managers' searches for alternatives are
limited because of human, information, and resource constraints.

22. Intuition is a quick apprehension of a decision situation based on past experience but without
conscious thought.

23. According to both research and managerial experience, intuitive decisions are best and always work
out.

24. Managers need to take a balanced approach for effective decision making.

25. According to the New Manager Self-Test, linear means to use primarily intuition to make decisions;
nonlinear means using logical rationality to make decisions.

26. The process of forming alliances among managers is called coalition building.

27. The administrative model closely resembles the real environment in which most managers and
decision makers operate.

28. The political model consists of vague problems and goals, limited information about alternatives and
their outcomes, and a satisficing choice for resolving problems using intuition.
29. Nonprogrammed decisions require six steps, however, programmed decisions being structured and
well understood require only one step.

30. Managers confront a decision requirement in the form of either a problem or an opportunity.

31. Once the problem or opportunity has been recognized and analyzed, the decision-maker should
implement the alternative.

32. Step one in the managerial decision-making process is recognition of decision requirement.

33. For a non-programmed decision, feasible alternatives are hard to identify and in fact are already
available within the organization's rules and procedures.

34. For decisions made under conditions of low uncertainty, managers may develop only one or two
custom solutions that will satisfice for handling the problem.

35. The best alternative is the one in which the solution best fits the overall goals and values of the
organization and achieves the desired results using the fewest resources.
ANS: T PTS: 1 DIF: 2 REF: 222-223

36. The formulation stage involves the use of managerial, administrative, and persuasive abilities to ensure
that the chosen alternative is carried out.

37. Risk propensity refers to the willingness to undertake risk with the opportunity of gaining an increased
payoff.
38. Feedback provides decision-makers with information that can precipitate a new decision cycle.

39. In the implementation stage, decision makers gather information that tells them how well the decision
was implemented and whether it was effective in achieving its goals.

40. Feedback is the part of monitoring that assesses whether a new decision needs to be made.

41. People who prefer simple, clear-cut solutions to problems use the directive style.

42. Managers with an analytical decision style like to consider complex solutions based on as much data
as they can gather.

43. The behavioral style is often adopted by managers who like to consider complex solutions based on as
much data as they can gather.

44. The most effective managers are consistent in using their own decision style rather than shifting
among styles.

45. Most bad decisions are errors in judgment that originate in the human mind's limited capacity and in
the natural biases of the manager.
ANS: T PTS: 1 DIF: 2 REF: 226-227

46. Justifying past decisions is a common bias of managers.

47. The rapid pace of today's business environment requires only top management to make decisions and
have the information, skills, and freedom they need to respond immediately to problems and questions.
48. Most people underestimate their ability to predict uncertain outcomes.

49. Brainstorming uses a face-to-face interactive group to spontaneously suggest a wide range of
alternatives for decision making.

NAT: AACSB: Analytic | AACSB: Group Dynamics MSC: F
50. Interestingly, major decisions in the business world are commonly made by an individual.

51. Devil's advocate technique is similar to brainstorming in that both techniques prevent individuals from
challenging other group member's assumptions.

52. Brainwriting refers to the tendency of people in groups to suppress contrary opinions.

53. Point-counterpoint is a decision-making technique in which people are assigned to express competing
points of view.

54. Decision making involves effort both before and after the actual choice.

55. Making a choice is the most significant part of the decision-making process.

56. In the real world, few decisions are certain.

57. A highly ambiguous situation can create what is sometimes called a wicked decision problem.
58. The approach that managers use to make decisions usually falls into one of three types – the classical
model, the administrative model, and the political model.

59. The growth of quantitative decision techniques that use computers has reduced the use of the classical
approach.

60. According to the classical model of decision making, managers’ searches for alternatives are limited
because of human, information, and resource constraints.

61. Good intuitive decision making is based on an ability to recognize patterns at lightning speed.
ANS: T PTS: 1 DIF: 2 REF: 216-217

62. The classical model of decision-making works best in organizations that are made up of groups with
diverse interests, goals, and values.

63. Administrative and political decision making procedures and intuition have been associated with high
performance in unstable environments in which decisions must be made rapidly and under more
difficult conditions.

64. Managers should be asking questions such as “What is the urgency of the problem?” during the
development of alternatives stage of managerial decision-making.

65. Individuals with a conceptual decision-making style are more socially oriented than those with an
analytical style.

66. When managers look for information that supports their existing instinct or point of view, avoiding
information that contradicts it, they are justifying past decisions.
67. Studies show that electronic brainstorming generates about 20 percent fewer ideas than traditional
brainstorming.

68. Groupthink refers to the tendency of people in groups to suppress contrary opinions.

69. One area where speed is not particularly crucial is when an organization faces a crisis.

MULTIPLE CHOICE
1. Managers are often referred to as

a. decision makers.
b. peace makers.
c. conflict creators.
d. unnecessary layer of employees.
e. profit suppressor.
ANS: A PTS: 1 DIF: 1 REF: 208
2. ____ is a vital part of good management because decisions determine how the organization solves its
problems, allocates resources, and accomplishes its goals.
a. Organizing
b. Competitive visioning
c. Proper alignment
d. Good decision making
e. Leadership
ANS: D PTS: 1 DIF: 1 REF: 208
3. Which of the following is a choice made from available alternatives?

a. Decision
b. Plan
c. Goal
d. Tactic
e. Strategy
4. Choosing between a differentiation strategy and an overall cost leadership strategy is an example of
a. a plan.
b. an objective.
c. an alternative.
d. a decision.
e. a strategy.
5. Mark, a production manager at Kaylie's Kookware, recently chose to schedule his workers to work
overtime. His alternative was to hire more workers. He is now monitoring the consequences of his
choice. This is an example of
a. planning.
b. decision-making.
c. organizing.
d. controlling.
e. leading.
ANS: B PTS: 1 DIF: 2 REF: 209
6. ____ refers to the process of identifying problems and then resolving them.
a. Organizing
b. Controlling
c. Decision-making
d. Planning
e. Leading
ANS: C PTS: 1 DIF: 1 REF: 209
7. ____ decisions are associated with decision rules.

a. Nonprogrammed
b. Unique
c. Programmed
d. Ill-structured
e. Novel
8. Programmed decisions are made in response to ____ organizational problems.

a. unusual
b. recurring
c. significant
d. minor
e. unique
9. Bierderlack has a policy that states that more than three absences in a six-month period shall result in a
suspension. Colleen, the manager, has just decided to suspend one of her shift employees for violating
this policy. This is an example of
a. a programmed decision.
b. a nonprogrammed decision.
c. an insignificant decision.
d. poor management.
e. personal grudge.
NAT: AACSB: Analytic | AACSB: Strategy MSC: A
10. Nordstrom Department Store's "No questions asked - Return's Policy" is an example of a(n)
a. programmed decision.
b. nonprogrammed decision.
c. novel decision.
d. poor management.
e. unstructured decision.
11. If your instructor has an attendance policy, she/he is using a(n)

b. unique approach.
c. condition of ambiguity.
d. nonprogrammed decision.
e. none of these.
NAT: AACSB: Analytic | AACSB: Individual Dynamics MSC: A
12. Nonprogrammed decisions are made in response to situations that are

a. unique.
b. unstructured.
c. important to the organization.
d. all of these
e. unique and important to the organization.
13. Examples of nonprogrammed decisions would include the decision to

a. reorder supplies.
b. develop a new product or service.
c. perform routine maintenance on one of the machines in manufacturing.
d. terminate an employee for violation of company rules.
e. fill a position.
14. Good examples of ____ decisions are strategic decisions.

a. nonprogrammed
b. programmed
c. insignificant
d. recurring
e. structured
15. When a small community hospital decides to add a radiation therapy unit, it is considered a
b. structured decision.
c. nonprogrammed decision.
d. poor management decision.
e. certainty decision.
NAT: AACSB: Analytic | AACSB: Creation of Value MSC: F
16. Two area banks, Bank A and Bank B, decided to merge their operations. This is an example of a
b. nonprogrammed decision.
c. decision rule.
d. structured decision.
e. bad community decision.
17. Associated with the condition of ____ is the lowest possibility of failure.
a. ambiguity
b. uncertainty
c. certainty
d. risk
e. all of these
18. Which of the following means that all the information the decision-maker needs is fully available?
a. Certainty
b. Risk
c. Uncertainty
d. Ambiguity
e. None of these
19. Under conditions of ____, statistical analyses are useful.

a. certainty
b. ambiguity
c. risk
d. uncertainty
e. conflict
20. Which of the following means that a decision has clear-cut goals and that good information is
available, but the future outcomes associated with each alternative are subject to chance?
a. Certainty
b. Risk
c. Uncertainty
d. Ambiguity
e. Brainstorming
21. ____ means that managers know which goals they wish to achieve, but information about alternatives
and future events is incomplete.
a. Certainty
b. Risk
c. Uncertainty
d. Ambiguity
e. Advocacy
22. Bobby, a product manager, wants to increase the market share of his product. He is unsure about how
to go about it, not knowing for sure how costs, price, the competition, and the quality of his product
will interact to influence market share. Bobby is operating under a condition of
a. risk.
b. ambiguity.
c. certainty.
d. uncertainty.
e. brainstorming.
23. When managers know which goals they wish to achieve, but information about alternatives and future
events is incomplete, the condition of ____ exists.
a. risk
b. uncertainty
c. ambiguity
d. certainty
e. problem
24. ____ has the highest possibility of failure.

a. The condition of certainty
b. The condition of ambiguity
c. The condition of uncertainty
d. The condition of risk
e. All of these
25. ____ is by far the most difficult situation for a decision-maker.

a. Certainty
b. Risk
c. Uncertainty
d. Ambiguity
e. Brainstorming
26. Which of the following means that the goals to be achieved or the problem to be solved is unclear,
alternatives are difficult to define, and information about outcomes is unavailable?
a. Certainty
b. Risk
c. Uncertainty
d. Ambiguity
e. Brainstorming
27. The condition under which ambiguity occurs is when:

a. alternatives are difficult to define.
b. objectives are well defined.
c. information about outcomes is readily available.
d. all the alternatives are known.
e. decisions are already made.
28. The classical model of decision making is based on ____ assumptions.

a. philosophical
b. irrational
c. economic
d. uncertainty
e. technological
29. Riley is a manager at the Tinker Tools. She is expected to make decisions that are in the organization's
best economic interests. Her decisions should be based on which of the following models?
a. The administrative model of decision making
b. The garbage can model of decision making
c. The scientific management model of decision making
d. The classical model of decision making
e. The humanistic model of decision making
30. Which of these assumptions are included in the classical model of decision making?
a. Problems are unstructured and ill defined.
b. The decision-maker strives for conditions of certainty.
c. Criteria for evaluating alternatives are unknown.
d. The decision-maker selects the alternatives that will minimize the economic return to the
organization.
e. The situation is always uncertain.
31. Which approach defines how a decision-maker should make decisions?

a. normative
b. scientific
c. descriptive
d. reflective
e. humanistic
32. ____ is the approach that defines how a decision maker should make decisions and provides guidelines
for reaching an ideal outcome for the organization.
a. Administrative
b. Descriptive
c. Normative
d. Bounded rationality
e. None of these
33. The ____ model of decision making is most valuable when applied to ____.
a. administrative, programmed decisions
b. classical, nonprogrammed decisions
c. classical, programmed decisions
d. classical, ambiguous decisions
e. administrative, structured decisions
34. ____ approach describes how managers actually make decisions, where as ____ approach defines how
a decision-maker should make decisions.
a. Normative, descriptive
b. Normative, classical
c. Descriptive, normative
d. Descriptive, administrative
e. Normative, administrative
ANS: C PTS: 1 DIF: 2 REF: 214-215
35. Which model of decision making is associated with satisficing, bounded rationality, and uncertainty?
a. classical
b. administrative
c. quantitative
d. rational
e. political
36. The ____ model of decision making describes how managers actually make decisions in situations
characterized by nonprogrammed decisions, uncertainty, and ambiguity.
a. normative
b. classical
c. administrative
d. scientific management
e. objective
37. The concept that people have the time and cognitive ability to process only a limited amount of
information on which to base decisions is known as
a. satisficing.
b. bounded rationality.
c. classical model of decision making.
d. normative approach.
e. scientific approach.
38. The essence of ____ is to choose the first solution available.

a. bounded rationality
b. creativity
c. decision maximization
d. satisficing
e. the classical model of decision making
39. Melissa is a manager at InStylez Clothing. Her job is very complex and she feels that she does not
have enough time to identify and/or process all the information she needs to make decisions. Melissa's
situation is most consistent with which of the following concepts?
a. Bounded rationality
b. The classical model of decision making
c. Satisficing
d. Brainstorming
e. Scientific management
40. Intuition is based on ____, but lacking in ____.

a. conscious thought, practicality
b. experience, applicability
c. a solid analysis, applicability
d. experience, conscious thought
e. thought-process, guts
41. Most managers settle for a ____ rather than a(n) ____ solution.
a. minimizing; maximizing
b. satisficing; maximizing
c. top-level; bottomline
d. maximizing; satisficing
e. challenging; simple
42. Which of the following is the process of forming alliances among managers during the decision
making process?
a. Networking
b. Socializing
c. Coalition building
d. Satisficing
e. Passing the buck
43. The ____ model closely resembles the real environment in which most managers and decision-makers
operate.
a. normative
b. administrative
c. descriptive
d. classical
e. political
ANS: E PTS: 1 DIF: 2 REF: 218
44. All of these are basic assumptions of the political model EXCEPT
a. organizations are made up of groups with diverse interests, goals, and values.
b. information is clear and complete.
c. managers do not have the time, resources, or mental capacity to identify all dimensions of
the problem.
d. managers engage in the push and pull of debate to decide goals and discuss alternatives.
e. all of these are basic assumptions of the political model.
45. All of the following are characteristics of the classical decision making model EXCEPT
a. clear-cut problems and goals.
b. conditions of certainty.
c. rational choice by individual for maximizing outcomes.
d. limited information about alternatives and their outcomes.
e. all of these are characteristics of classical decision making model.
46. All of the following are characteristics of the administrative decision making model EXCEPT
a. vague problem and goals.
b. conditions of certainty.
c. limited information about alternatives and their outcomes.
d. satisficing choice.
e. all of these are characteristics of administrative decision making model.
47. Shirley works in the human resource department at Turtle Shells, Inc. She believes she is seeing an
increase in drinking problems among the workforce. She thinks she needs to investigate further. She is
at what stage of the managerial decision making process?
a. Diagnosis and analysis of causes
b. Development of alternatives
c. Recognition of decision requirement
d. Evaluation and feedback
e. Selection of desired alternatives
48. A(n) ____ occurs when the organizational accomplishment is less than established goals.
a. strength
b. threat
c. diagnosis
d. opportunity
e. problem
49. ____ is the step in the decision-making process in which managers analyze underlying causal factors
associated with the decision situation.
a. Analysis
b. Diagnosis
c. Recognition
d. Judgment
e. Identification
50. Which of the following is the first step in the managerial decision making process?
a. Evaluation and feedback
c. Recognition of decision requirement
d. Diagnosis and analysis of causes
e. Selection of desired alternatives
51. ____ is the last step in the decision making process.

a. Evaluation and feedback
c. Implementation of chosen alternative
d. Selection of desired requirement
e. Recognition of decision requirement
52. "When did it occur" and "how did it occur" are questions associated with which step of the decision
making process?
a. Diagnosis and analysis of causes
b. Recognition of decision requirement
c. Development of alternatives
d. Selection of desired alternative
e. None of these
53. The recognition of the decision requirement step in the managerial decision making process requires
managers to
a. develop alternative solutions.
b. integrate information in novel ways.
c. use the classical model of decision making.
d. focus on generating ideas.
e. select undesirable alternatives.
54. The decision-maker must ____ once the problem has been recognized and analyzed.
a. evaluate and provide feedback
b. choose among alternatives
c. generate alternatives
d. prioritize the alternatives
e. reanalyze the problem
55. For a programmed decision,

a. alternatives are usually difficult to identify.
b. alternatives are usually easy to identify.
c. there are usually few alternatives.
d. there are usually few alternatives and they are difficult to identify.
e. there are no alternatives.
56. Ryan is a manager at Dream Catchers. Dream Catchers is currently operating in an environment of
high uncertainty. As a result, Ryan will
a. likely be making programmed decisions.
b. probably have an easy time generating alternatives.
c. probably have a difficult time generating alternatives.
d. likely rely on the classical model of decision making.
e. wait until environment becomes certain.
57. Once the desired alternative is developed, it should be

a. analyzed.
b. evaluated.
c. selected.
d. recognized.
e. identified.
58. Which of the following refers to the willingness to undertake risk with the opportunity to increase
one's return?
a. Tunnel vision
b. Risk propensity
c. Risk averse
d. Thrill seeking
e. Ineffective investment philosophy
59. The ____ step in the decision making process involves using managerial, administrative, and
persuasive abilities to translate the chosen alternative into action.
a. recognition
b. analysis
c. evaluation
d. implementation
e. feedback
60. Feedback is important because

a. decision making is a continuous process.
b. it provides decision-makers with new information.
c. it helps determine if a new decision needs to be made.
d. it provides decision-makers with new information and it helps determine if a new decision
needs to be made.
e. all of these.
61. Genna is collecting data on how well the organization has done since their new strategy was
implemented. She is in what stage of the managerial decision making process?
a. The generation of alternatives
b. Implementation of the chosen alternative
c. Evaluation and feedback
d. Recognition of the decision requirement
e. Selection of desired alternative
62. Which style is used by people who prefer simple, clear-cut solutions to problems?
a. Behavioral
b. Conceptual
c. Directive
d. Analytical
e. Classical
63. Personal ____ style refers to differences among people with respect to how they perceive problems
and make decisions.
a. risk taking
b. behavior
c. decision
d. strategic
e. analysis
64. Managers are considered as having ____ style, when they like to consider complex solutions based on
as much data as they can gather.
a. behavioral
b. conceptual
c. directive
d. analytical
e. classical
65. Which of these styles is adopted by managers having a deep concern for others as individuals?
a. Behavioral
b. Classical
c. Analytic
d. Logical
e. Conceptual
66. People with a(n) ____ style usually are concerned with the personal development of others and may
make decisions that help others achieve their goals.
a. classical
b. analytic
c. logical
d. behavioral
e. conceptual
67. All of the following are cognitive biases that can affect manager's judgment EXCEPT
a. being influenced by initial impressions.
b. justifying past decisions.
c. seeing what you don't want to see.
d. perpetuating the status quo.
e. overconfidence.
ANS: C PTS: 1 DIF: 2 REF: 227-228
68. The ability to make ____ decisions is a critical skill in today's fast-moving organizations.
a. fast
b. widely supported
c. high-quality
d. frequent
e. all of these
69. According to Spotlight on Skills in Chapter 6, which of the following is not an idea for applying
evidence-based decision making?
a. Demand evidence.
b. Perform secondary research.
c. Do a postmortem review.
d. Balance decisiveness and humility.
e. Practice the five whys.
70. Which of the following defines a technique that uses a face-to-face group to spontaneously suggest a
broad range of alternatives for decision making?
a. Brainstorming
b. Groupthink
c. Point-counterpoint
d. Brainwriting
e. Devil's advocate
71. The ____ is the individual who is assigned the role of challenging assumptions made by the group.
a. group gadfly
b. multiple advocate
c. devil's advocate
d. brainstormer
e. inferior member
72. Which of the following is a decision-making technique in which people are assigned to express
competing points of view?
a. Point-counterpoint
b. Devil's advocate
c. Debate
d. Groupthink
e. Brainwriting
73. The tendency of organizations to invest time and money in a solution despite strong evidence that is
not appropriate is referred to as
a. technological decisions.
b. collective intuition.
c. decision learning.
d. team delay.
e. escalating commitment.
74. At the start of every shift, Carl, a delivery truck driver, plans out his route based on the addresses that
he will be visiting to drop off packages. This can best be described as what kind of decision?
a. Programmed
b. Nonprogrammed
c. Wicked
d. Administrative
e. Intuitive
75. The four positions on the possibility of failure scale include certainty, risk, ambiguity, and:
a. Uncertainty
b. Conflict
c. Necessity
d. Indecision
e. Possibility
76. ________ decisions are associated with conflicts over goals and decision alternatives, rapidly changing
circumstances, fuzzy information, and unclear links among decision elements.
a. Nonprogrammed
b. Programmed
c. Wicked
d. Conventional
e. Irrational
ANS: C PTS: 1 DIF: 2 REF: 212-213
77. During the fallout of the global financial crisis of the late 2000s, finance companies had to make
important decisions in a highly ambiguous environment. The decision to buyout failed banks could
best be described as what type of decision?
a. Bounded
b. Programmed
c. Conventional
d. Wicked decision problem
e. Irrational decision
ANS: D PTS: 1 DIF: 3 REF: 212-213
78. The growth of quantitative decision techniques that use computers has expanded the use of which
decision-making approach?
a. Administrative
b. Classical
c. Intuitive
d. Political
e. Bureaucratic
NAT: AACSB: Analytic | AACSB: Information Technologies MSC: F
79. Rodney doesn’t always realize that within his role as an air traffic controller, he must continuously
perceive and process information based on knowledge and experience that he is not consciously aware
of. This describes what type of decision-making?
a. Administrative
b. Right-brained
c. Satisficing
d. Rational
e. Intuitive
80. The __________ model of decision-making is useful for making nonprogrammed decisions when
conditions are uncertain, information is limited, and there are managerial conflicts about what goals to
pursue or what course of action to take.
a. Classical
b. Functional
c. Bureaucratic
d. Political
e. Administrative
81. Jefferson Inc. is an information technology consulting firm located in Washington D.C. Decisions at
Jefferson are complex and involve many people, with a significant amount of disagreement and
conflict. Which decision-making model fits best for this organization?
a. Political
b. Functional
c. Classical
d. Administrative
e. Bureaucratic
82. When managers ask questions such as “What is the state of disequilibrium affecting us?”, they are in
which stage of the managerial decision-making process?
a. Selection of a desired alternative
c. Diagnosis and analysis of causes
d. Recognition of decision requirement
e. Evaluation and feedback
83. When quality control measures at the local tire plant were found to be inadequate, managers were
asking themselves, “How did this occur?” and “What is the result?” The company is in which stage of
the managerial decision-making process?
a. Selection of a desired alternative
c. Diagnosis and analysis of causes
d. Recognition of decision requirement
e. Evaluation and feedback
ANS: C PTS: 1 DIF: 3 REF: 221-222
84. Research has identified four major decision styles. These include all of the following EXCEPT:
a. Behavioral
b. Conceptual
c. Analytical
d. Authoritative
e. Directive
85. Finance managers at Big Bend Inc. made a financial blunder when they solely looked at the previous
year’s sales to estimate sales for the coming year. This is an example of which management bias?
a. Being influenced by emotions
b. Perpetuating the status quo
c. Seeing what you want to see
d. Justifying past actions
e. Being influenced by initial impressions
86. When managers base decisions on what has worked in the past and fail to explore new options, they
are:
a. Perpetuating the status quo
b. Being influenced by emotions
c. Being overconfident
d. Justifying past actions
e. Seeing what they want to see
87. As a top manager, Joanna works with others within her team every day in making important corporate
decisions. Her preferred decision-making approach is to generate as many alternatives to problems as
possible in a short amount of time. This approach is referred to as:
a. Groupthink
b. Devil’s advocacy
c. Point-counterpoint
d. Escalating commitment
e. Brainstorming
NAT: AACSB: Analytic | AACSB: Group Dynamics MSC: A
88. __________refers to the tendency of people in groups to suppress contrary opinions.

a. Point-counterpoint
b. Groupthink
c. Devil’s advocacy
d. Escalating commitment
e. Brainstorming
CASE
Scenario - Vaughn Bately
Vaughn Bately manages a group of eight electrical engineers at Defiance Designs. His team is highly
trained and well respected by experts both inside and outside the company. Recently one of Vaughn's
engineers suggested a new technique for the development and use of an argon laser. There appeared to
be rich potential for this technology, but Vaughn wasn't certain that developing this technology was
the best use of his limited resources. Vaughn was facing a significant decision.
1. If Vaughn uses the classical model of decision making, which of these assumptions would he reject?
a. The decision maker is rational and uses logic in assigning values and evaluating
alternatives.
b. The desired decision will maximize attainment of organizational objectives.
c. The decision-maker strives for complete certainty, gathering complete information.
d. Problems are precisely formulated and defined.
e. All of these are accepted.
ANS: e
PTS: 1 DIF: 2 REF: 214

NAT: AACSB: Analytic | AACSB: Strategy KEY: Scenario Questions
MSC: A
2. If Vaughn uses the administrative model of decision making, which of these assumptions would he
reject?
a. Decision-makers settle for a satisficing rather than maximizing solution
b. The search for alternatives is limited because of information, human and resource
constraints
c. Rational procedures will normally lead to the best solution in a complex organization
d. Decision objectives are often vague, conflicting, and lack consensus among managers
e. All of these are accepted
ANS: c

MSC: A
3. Which of the following steps would Vaughn not take in making his decision?
a. Sense and recognize the decision requirement
b. Implement the chosen alternative
c. Create a set of alternatives
d. Diagnose and analyze problem causes
e. All of these would be included
ANS: e

MSC: A
COMPLETION
1. A(n) ____________________ is a choice made from available alternatives.
ANS: decision

2. ____________________ is the process of identifying problems and opportunities and then resolving
them.
ANS: Decision making

3. ____________________ decisions involve situations that have occurred often enough to enable
decision rules to be developed and applied in the future.
ANS: Programmed

4. ____________________ decisions are made in response to situations that are unique, are poorly
defined and largely unstructured, and have important consequences for the organization.
ANS: Nonprogrammed

5. ____________________ means that all the information the decision-maker needs is fully available.
ANS: Certainty

6. ____________________ means that a decision has clear-cut goals and that good information is
available, but the future outcomes associated with each alternative are subject to chance.
ANS: Risk

7. Under conditions of ____________________, managers know what goal they wish to achieve, but
information about alternatives and future events is incomplete.
ANS: uncertainty

8. ____________________ means that the goals to be achieved or the problem to be solved is unclear,
alternatives are difficult to define, and information about outcomes is unavailable.
ANS: Ambiguity

9. The ____________________ model of decision making is based on economic assumptions.
ANS: classical

10. A normative decision making model defines how a manager ____________________ make decisions.
ANS: should

11. In many respects, the ____________________ model represents an "ideal" model decision-making
and can't usually be attained by real people in real organizations.
ANS: classical

12. The ____________________ model of decision making describes how managers actually make
decisions in difficult situations, such as those characterized by nonprogrammed decision, uncertainty,
and ambiguity.
ANS: administrative

13. The recognition that people have limits on how rational they can be is known as
____________________.
ANS: bounded rationality

14. ____________________ means that decision-makers choose the first solution alternative that satisfies
minimal decision criteria.
ANS: Satisficing

15. A(n) ____________________ approach describes how managers actually make decisions, not how
they should.
ANS: descriptive

16. ____________________ represents a quick apprehension of a decision situation based on past

experience but without conscious thought.
ANS: Intuition

17. ____________________ is the process of forming alliances among managers.
ANS: Coalition building

18. A(n) ____________________ occurs when organizational accomplishment is less than established
goals.
ANS: problem
19. ____________________ exists when managers see potential of enhancing performance beyond
current levels.
ANS: Opportunity

20. The step in the decision making process in which managers analyze the underlying causal factors
associated with the situation is called ____________________.
ANS: diagnosis

21. ____________________ is the willingness to undertake risk with the opportunity of gaining an
increased payoff.
ANS: Risk propensity

22. The ____________________ stage involves the use of managerial, administrative, and persuasive
abilities to ensure that the chosen alternative is carried out.
ANS: implementation

23. ____________________ is important because decision making is a continuous, never ending process.
ANS: Feedback

24. Differences among people with respect to how they perceive problems and make decisions is called
____________________.
ANS: decision style

25. The ____________________ style is often the style adopted by managers having a deep concern for
others as individuals.
ANS: behavioral
26. People with a(n) ____________________ style usually are concerned with the personal development
of others and may make decisions that help others achieve their goals.
ANS: behavioral

27. A(n) ____________________ is assigned the role of challenging the assumptions and assertions made
by the group.
ANS: devil's advocate

SHORT ANSWER
1. List four of the eight questions Kepner and Tregoe recommend that managers ask when diagnosing
and analyzing causes.
ANS:
Students can answer with any four of the following questions: (1) What is the state of disequilibrium
affecting us? (2) When did it occur? (3) Where did it occur? (4) How did it occur? (5) To whom did it
occur? (6) What is the urgency of the problem? (7) What is the interconnectedness of events? (8) What
result came from which activity?
PTS: 1 DIF: 2 REF: 221-222

2. List the three guidelines of innovative group decision-making in today's businesses.
ANS:
Start with brainstorming, Know when to bail, Avoid groupthink, Engage in rigorous debate
PTS: 1 DIF: 2 REF: 230-231

ESSAY
1. Explain the difference between programmed and nonprogrammed decisions and give an example of
each.
ANS:
Programmed decisions involve situations that have occurred enough to enable decision rules to be
developed and applied in the future. Examples include job skills required to fill certain positions, the
reorder point for manufacturing inventory, and selection of freight routes for product deliveries.
Nonprogrammed decisions are made in response to situations that are unique, are poorly defined and
largely unstructured, and have important consequences for the organization. Examples are decisions to
build a new factory, develop a new product or service, and enter a new geographical market.
PTS: 1 DIF: 2 REF: 210-211

2. Compare decision conditions of certainty, risk, uncertainty, and ambiguity.
ANS:
Decisions made under the condition of certainty have a high possibility of success. All of the
information that the decision-maker needs is available. The decision-maker knows the alternatives, the
objectives, and the outcomes. Risk is a situation where the decision-maker knows the alternatives and
the objectives. However, the outcomes are not known with certainty, but the probabilities of the
outcomes are known. Under conditions of uncertainty, the decision-maker does not know the
probabilities of the outcomes, while she knows some of the alternatives and the objectives. With
ambiguity, the objectives are unclear, alternatives are difficult to define, and information about
outcomes is incomplete or unavailable.
PTS: 1 DIF: 3 REF: 211-212

3. Briefly describe the assumptions underlying the classical model of decision making.
ANS:
The classical model of decision making is based on four assumptions. First, the decision-maker
attempts to accomplish goals that are known and agreed upon. In addition, problems are specified and
defined precisely. Second, the decision-maker attempts to gather complete information, going for a
condition of certainty. Third, the criteria for evaluating the alternatives are known and the decision-
maker will select the alternative that maximizes the economic return to the organization. Fourth, the
decision-maker is rational and relies upon logic to make sense of the information available.

4. Explain the four underlying assumptions of the administrative model.
ANS:
(1) The decision maker operates to accomplish goals that are vague and conflicting. (2) All alternatives
and the potential results are based on simplistic views of organizational events. (3) Alternatives are
limited based on human constraints. (4) Managers settle for satisficing.

5. List and describe the four basic assumptions of the political model.
ANS:
(1) Organizations are made up of groups with diverse interests, goals, and values. Managers disagree
about problem priorities and may not understand or share the goals and interests of other managers. (2)
Information is ambiguous and incomplete. The attempt to be rational is limited by the complexity of
many problems as well as personal and organizational constraints. (3) Managers do not have the time,
resources, or mental capacity to identify all dimensions of the problem and process all relevant
information. Managers talk to each other and exchange viewpoints to gather information and reduce
ambiguity. (4) Managers engage in the push and pull of debate to decide goals and discuss alternatives.
Decisions are the result of bargaining and discussion among coalition members.

6. What are the six steps in the managerial decision making process?
ANS:
The six steps are (1) recognize the decision requirement; (2) diagnose and analyze the causes; (3)
develop alternatives; (4) select the desired alternative; (5) implement the chosen alternative; and (6)
evaluate and determine feedback.

7. Explain how a manager selects the desired decision in the managerial decision making process.
ANS:
The manager tries to select the choice with the least amount of risk and uncertainty. Because some risk
is inherent for most nonprogrammed decisions, managers try to gauge prospects for success. Under
conditions of uncertainty, they might have to rely on their intuition and experience to estimate whether
a given course of action is likely to succeed. Basing choices on overall goals and values can also
effectively guide selection of alternatives. Decision about how to cope should be selected by relying
on the company's values and goals of treatment of employees and building long-term relationships.
Making choices depends on managers' personality factors and willingness to accept risk and
uncertainty.

8. Briefly describe the four major personal decision styles.
ANS:
Directive, analytical, conceptual, and behavioral style.
PTS: 1 DIF: 2 REF: 225-226

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[281] Place, Ninive, vol. i. p. 58.
[282] Botta, Monument de Ninive, plate 113.
[283] Ibid. plates 43 and 53.
[284] Botta, Monument, &c. plate 62.
[285] Ibid. plates 61 and 76, and vol. v. p. 124.
[286] See especially at the south end of the Nimroud Gallery,
the upper part of a male figure, numbered 17 a. The black of the
hair and beard has preserved much of its strength.
[287] “At Kouyunjik there were no traces whatever of colour.”
Nineveh, vol. ii. p. 310.
[288] Heuzey, Catalogue des Figurines en terre cuite du
Musée du Louvre, p. 18.
[289] Heuzey, Catalogue, &c. p. 19.
[290] Ibid. p. 20. Layard also found many of these blue
statuettes at Khorsabad (Discoveries, p. 357).
[291] These fragments were found by Layard in one of the
small temples at Nimroud (Discoveries, pp. 357, 358).
[292] M. Sully Prudhomme has lately embodied this idea in
his verses addressed to the Venus of the Louvre (Devant la
Vénus de Milo in the Revue politique for 6 January, 1883):—
“Dans les lignes du marbre où plus rien ne subsiste

De l’éphémère éclat des modèles de chair,
Le ciseau de sculpteur, incorruptible artiste,
En isolant le Beau, nous le rend chaste et clair.
Si tendre à voir que soit la couleur d’un sein rose,

C’est dans le contour seul, presque immatériel,
Que le souffle divin se relève et dépose
La grâce qui l’exprime et ravit l’âme au ciel.
* * * * *
Saluons donc cet art qui, trop haut pour la foule.

Abandonne des corps les éléments charnels.
Et, pur, du genre humain ne garde que le moule,
N’en daigne consacrer que les traits éternels!
[293] Herodotus, i. 195. Strabo says the same thing, but in
a passage (xvi. i. 20), in which he borrows from Herodotus
without acknowledgment.
[294] There are fine series of these seals, or cylinders, both in
the Louvre and in the Cabinet des Antiques of the French
National Library. But the collection of the British Museum is the
richest of all. It possesses about 660 examples, against the 500
of the Cabinet des Antiquités, and the 300 of the Louvre. The
cabinet at the Hague has 150. A single French collector, M. de
Clercq, possesses more than 400, most of them in very fine
condition and of great interest. He is preparing to publish a
descriptive catalogue of his treasures, accompanied by
photogravure facsimiles of every cylinder. According to M.
Ménant, the total number of these cylinders now in European
galleries can fall very little short of three thousand.
[295] M. Fr. Lenormant explains this talismanic value of the
cylinders very clearly in his Étude sur la Signification des Sujets
de quelques Cylindres babyloniens et assyriens (Gazette
archéologique, 1879, p. 249).
[296] We have derived most of the information contained in
this chapter from the works of M. Ménant, who, for many years
past has given more study to these cylinders than any other
savant. We have found his Essai sur les Pierres gravées de l’Asie
occidentale of special value, but we have also made use of the
various reports he has published in the Archives des Missions,
relating to the foreign collections visited by him, and of his papers
read before the Académie des Inscriptions. We have, moreover,
consulted the following works, not, we hope, without profit: De
Gobineau, Catalogue d’une Collection d’Intailles asiatiques
(Revue archéologique, new series, vol. xxvii.); E. Soldi, Les
Cylindres babyloniens, leur Usage et leur Classification (ibid. vol.
xxviii.); and Les Arts méconnus, by the same author (1 vol. 8vo.
Leroux, 1881), chapter i., Les Camées et les Pierres gravées.
[297] The thickest cylinders are found among those that
appear the most ancient. I measured one, in the Cabinet des
Antiquités, that was barely less than an inch in diameter. On the
other hand, there are some very small ones in existence.
[298] Ménant, Essai sur les Pierres gravées de l’Asie
occidentale, Introduction, p. 19. In the British Museum M. Ménant
made a careful examination of a tablet on which these successive
impressions from a cylinder allowed the whole of the scene with
which it was engraved to be studied (Rapport sur les Cylindres
Assyro-Chaldéens du Musée britannique, p. 95, in the Archives
des Missions scientifiques, 1879). Even as late as 1854, a fine
connoisseur like De Longperier could think that the cylinders
were purely amulets and were never used as seals (Notice des
Antiquités assyriennes exposées dans les Galeries du Louvre,
3rd edition, p. 87). No such assertion could be made now.
Hundreds of impressions are to be found on the terra-cotta tablets
from Mesopotamia, and moreover, we find this formula in the
inscription borne by many of the cylinders: “Seal (kunuku) of so-
and-so, son of so-and-so.” In Assyrian the word kunuku meant, as
the word seal with us, both the instrument used and the
impression it gave (Ménant, Essai, Introduction, p. 17). Some of
these impressions are figured in Layard, Discoveries, chapters vi
and xxv. See also his Monuments, second series, plate 69.
[299] The Louvre possesses a cylinder mounted in this
fashion. It was found by Place in the foundations of the
Khorsabad palace. See De Longperier, Notice, p. 98, (No. 469
in the Catalogue).
[300] Taylor, Notes on the Ruins of Mugeyer, p. 270 (in the
Journal of the Royal Asiatic Society, vol. xv.).
[301] Layard, Discoveries, p. 563.
[302] A few cylinders of fine stone dating apparently from the
early monarchy, are exceptions to this rule. M. Ménant quotes a
cylinder of sapphirine chalcedony, which he ascribes to the reign
of Dungi, the son of Ourkam (Essai sur les Pierres gravées, pp.
141–143); elsewhere he mentions an onyx cylinder in the Cabinet
des Antiques (No. 870), which bears an inscription proving it to
have been the seal of the scribe or secretary who served the son
of Karigalzu, whom he places at the end of the fifteenth century
b.c. We also find jasper cylinders that appear, so far as their
execution and the costume of the figures engraved on them may
show, to have come from the same workshops (ibid. p. 123) as
those of the softer materials. This, we acknowledge, is a difficulty.
But in the first place they may have now and then succeeded,
even in the early years of the art, in fashioning materials harder
than those with which they were familiar, by redoubling the
patience and time spent upon the work; and, secondly, several
kings separated from each other by centuries must have borne
the same name, and it is perhaps a little bold to determine the
age of a monument from the fact that it is engraved with this or
that royal name. Who can say that none of these little monuments
were reworked in the time of Nebuchadnezzar? Archaism was
then in fashion. The writing of the early monarchy was imitated in
official documents. Is it not probable enough that, while they were
in the vein, they copied the seals of the old and almost legendary
kings? They would reproduce them in their entirety, both images
and texts, but in obedience to the taste of the day, they would
execute the copies in those harder and more precious materials
which his increased skill permitted the workman to attack. In spite
of a few doubtful instances, we may repeat the general rule we
have laid down: That the great majority of those cylinders that
bear incontestable marks of a high antiquity, are cut from
materials inferior in hardness to the precious stones, or even to
the quartzes.
[303] E. Soldi, Les Cylindres babyloniens (Revue
archéologique, vol. xxviii. p. 147).
[304] Ibid. p. 149.
[305] The three pages in which M. Soldi sums up the result of
his inquiries, may be studied with advantage (Les Arts méconnus,
pp. 62–64).
[306] See J. Ménant, Observations sur trois Cylindres
orientaux (Gazette des Beaux-Arts, December, 1879).
[307] Or, more correctly, Dioscurides (Διοσκουρίδης),
according to the texts.—Ed.
[308] As to the connection of the Greek Heracles with Izdubar,
see a passage quoted from Sayce by Mansell (Gazette
archéologique, 1879, pp. 116, 117?). The New York cylinder is
only 1.52 inches high. It has been slightly enlarged in our
woodcut, so that its workmanship might be better shown.
[309] Upon the exploits of these two individuals, and the place
they occupy upon the cylinders, see Ménant, Essai, &c., pp. 66,
et seq.
[310] Ménant, Essai sur les Pierres gravées, Fig. 86.
[311] Ibid. p. 138.
[312] De Longpérier, Œuvres, vol. i. p. 335. Compare our
Fig. 17, Vol. i., and M. Ménant’s observations upon the double-
faced individual in whom the original androgynous type of the
human race has been recognised by some (Essai, &c., pp. 111–
120). We are inclined to agree with him in supposing the double
profile to be no more than a convention, whose strangeness is
diminished when we remember that it occurred upon the convex
sides of a cylinder, where the eye of the spectator did not grasp it
all at once, as upon the flat impression. In choosing such an
arrangement, the artist seems to have desired to connect the
figure both with the seated god and the figures on the other side;
it is an expedient of the same nature as the five legs of the
Ninevite bulls.
[313] Ménant, Essai, &c., p. 166. M. Ménant mentions some
other myths, with which this scene may be connected. The true
explanation cannot be decided, however, until the Chaldee
mythology is better known than at present.
[314] Ibid. p. 153.
[315] Art in Ancient Egypt, Vol. i. Fig. 85.
[316] Ménant, Essai, &c., pp. 61–96.
[317] Ménant, Essai, p. 94. Izdubar contends not only with
monsters; he pursues, for his own pleasure, all the beasts of the
desert and mountain; like the Nimrod of Genesis, he is a “mighty
hunter before the Lord.” See the cylinders figured and explained
by S. Haffner (La Chasse de l’Hercule assyrien, in the Gazette
archéologique, 1879, p. 178–184).
[318] Ménant, Essai, p. 91.
[319] See above, page 144, and Fig. 70.
[320] Ménant, Essai, pp. 55–62.
[321] Berosus, fragment 1, § 4, in vol. ii. of the Fragmenta
historicorum Græcorum of Ch. Müller.
[322] Botta, Monument de Ninive, vol. v. p. 2. Layard,
Discoveries, p. 605.
[323] These two cylinders are respectively numbered 937 and
942 in the Cabinet des Antiques.
[324] Ménant, Catalogue des Cylindres orientaux du Cabinet
royal des Médailles de La Haye (The Hague, 4to.), No. 135.
[325] Upon these types see Ménant, Archives des Missions,
1879, pp. 128–9. The signet figured above belonged to a member
of the tribe called Egibi, a group of merchants and bankers who
seem to have held the highest rank upon the market of Babylon,
both under the last national kings, and under the Achæmenidæ.
[326] Archives des Missions, 1879, p. 115.
[327] The charging animal seems rather to be a wild boar. The
shape of its head and body, the ridge of hair along the spine, the
shape of the legs and feet, and its action in charging, all suggest
a boar, a suggestion confirmed by the action of the hunter, who
receives the rush of the animal on a kind of scarf or cloak, while
he buries his boar-spear in its back.—Ed.
[328] The cylinder published by Layard, Introduction à l’Étude
du Culte public et des Mystères de Mithra, plate xxv. No. 4. See
on the subject of the inscription upon it, Levy, Siegel und
Gemmen, plate 1, No. 15. A certain number of intaglios with
Aramaic characters, which belong to the same class, have been
studied and described by M. de Vogué, in his Mélanges
d’Archéologie orientale, pp. 120–130.
[329] National Library, Paris; No. 1086.
[330] National Library, No. 978.
[331] Ménant, Empreintes de Cachets assyro-chaldéens
relevées au Musée britannique (Archives des Missions, 1882, p.
375), fig. 5.
[332] Ibid. fig. 25.
[333] A kneeling figure occurs on a contract dated from the
seventh century, Ménant, ibid. p. 376, fig. 7. Several impressions
in the London collection show us personages in the modern
attitude of prayer before the figure of a god overshadowed by
huge wings. Ibid. figs. 26 and 27.
[334] Ménant, Empreinte de Cachets, &c. fig. 65.
[335] De Luynes collection, No. 188. Diameter 1 inch.
[336] No. 986.
[337] Ibid. figs. 20–24, 27, 30, 31, 41–44.
[338] Art in Ancient Egypt, vol. ii. pp. 290, 291.
[339] Ménant, Rapport sur les Cylindres du Musée
britannique, p. 127.
[340] Soldi, Les Cylindres babyloniens (Revue archéologique,
vol. xxviii.), p. 153.
[341] Art in Ancient Egypt, vol. i. fig. 85.
[342] Layard, Discoveries, p. 281. A scarab of Amenophis III.
has also been found. Layard also tells us that he found several
scarabæi of Egyptian manufacture, while excavating at Nimroud,
and others were brought to him which had been found in different
parts of Mesopotamia.
[343] Account of the income and expenditure of the British
Museum for 1878.
[344] In a recently published work (Kritik des Ægyptischen
Ornaments, archäologische Studie, with two lithographic plates,
Marburg, 8vo, 1883) Herr Ludwig von Sybel has investigated the
influence exercised by what he calls Asiatic ornament upon
Egyptian art, after the commencement of the second Theban
empire. The impression left by his inquiry—which is conducted
with much order and critical acumen—is that Egypt, by the
intermediary of the Phœnicians, received more from Assyria and
Chaldæa than she gave. This influence was exercised chiefly by
the numerous metal objects imported into the Nile valley from
western Asia, where metallurgy was more advanced and more
active than in Egypt. We may have doubts as to some of Herr von
Sybel’s comparisons, and may think he sometimes exaggerates
the Asiatic influence, but none the less may his work be read both
with profit and interest.
[345] See above, page 98.
[346] Layard, Monuments, first series, plate 7.
[347] Art in Ancient Egypt, vol. ii. chapter iv. § 1.
[348] Vol. I. Chapter II. § 7.
[349] The ornament reproduced in our Plate XIII. is borrowed
from a plate of Layard’s Monuments (first series, plate 80), and
the two subjects brought together in Plate XIV. are taken from
plate 55 of the second series. Our Plate XV. brings together, on a
smaller scale, the figures which occupy plates 29, 30 and 31 of
Place’s Ninive.
[350] Layard, Nineveh, vol. ii. p. 311.
[351] Place, Ninive, plate 32.
[352] Layard, Discoveries, p. 166, note.
[353] Place, Ninive, vol. ii. pp. 251, 252.
[354] Lepsius, Les Métaux dans les Inscriptions egyptiennes.
Translated into French by W. Berend, and with additions by the
author, 1877.
[356] Ibid. p. 166.
[357] Layard, Nineveh, vol. ii. p. 313.
[359] Place, Ninive, vol. ii. p. 252.
[360] Diodorus, ii. viii. 4.
[361] Rawlinson, The Five Great Monarchies, vol. i. pp. 91,
92. We borrow figs. 163–8 from Professor Rawlinson. Some of
these, he tells us, are from drawings by Mr. Churchill, the artist
who accompanied Loftus into Chaldæa and Susiana; the rest are
taken from objects now in the British Museum.
[362] We borrow the figures numbered 183, 184, 186 and 187,
from the plate accompanying a remarkable paper by M. Helbig,
in which he points out the similarities that exist between this
Ninevite pottery, and the oldest pottery of Attica and the Ægæan
islands (Osservazioni sopra la provenienza della decorazione
geometrica, in the Annales de l’Institut de Correspondance
archéologique, 1875, p. 221). The tracings reproduced by M.
Helbig (tavola d’aggiunta, H), were made by Mr. Murray. Our
figures 182, 185, and 188 were taken from drawings made by
myself in the British Museum.
[364] Birch, History of Ancient Pottery, 2nd edition, 1873, p.
91.
[365] Birch, History of Ancient Pottery, 2nd edition, 1873, p.
104.
[366] The British Museum possesses some fine examples of
these coffins; they were transported to England by Loftus, who
had some difficulty in bringing them home intact. See Loftus,
Travels and Researches, &c., p. 204; Layard, Discoveries, pp.
558–561; and Birch, History of Ancient Pottery, pp. 105–107. In
the upper parts of the mounds at Warka and Niffer, where these
slipper-shaped coffins were packed in thousands, fragments of
glazed earthenware, plates and vases, were also found; they
seemed to date from the same period.
[367] Art in Ancient Egypt, vol. ii. p. 375.
[368] Botta, Monument de Ninive, vol. v. p. 173. Rawlinson,
The Five Great Monarchies, vol. i. pp. 389–391.
[369] On this subject see a note by Sir David Brewster (?),
appended to Layard, Discoveries, pp. 674–676.
[371] Layard, Nineveh, vol. i. p. 421; Discoveries, p. 197.
[372] Rawlinson, The Five Great Monarchies, vol. i. p. 574.
[373] A detailed description of this curious object will be found
in a note supplied to Layard by Sir David Brewster, who made a
careful examination of the lens (Discoveries, p. 197).
[374] See Rawlinson, The Five Great Monarchies, &c., vol. i.
pp. 95–97.
[375] On the richness of the metalliferous deposits about the
head-waters of the Tigris and Euphrates, see vol. i. pp. 124, 125.
[377] Ibid.
[378] Ibid.
[380] Art in Ancient Egypt, vol. ii. pp. 303–305 and 379.
[381] Place, Ninive, vol. i. pp. 84–89, and plates 70, 71.
[382] A certain number of iron implements are exhibited in the
British Museum (Kouyundjik Gallery, case e); they were found for
the most part at Nimroud, by Sir H. Layard (Discoveries, pp. 174
and 194). Among objects particularly mentioned by him are feet of
chairs, tables, &c., mattocks and hammers, the heads of arrows
and lances, and a double-handled saw 62 inches long.
[383] Place, Ninive, vol. i. p. 264 and plate 71; figs. 5, 6 and
7.
[384] This is formally stated by Dr. Percy, who furnished
Layard with a long note upon the composition of the Assyrian
bronzes (Discoveries, p. 670). At Nimroud, the latter found
helmets and cuirasses of iron with surface ornaments of bronze
(Nineveh, vol. i. p. 341). He speaks of this proceeding as
characteristic of Assyrian metal-work (Discoveries, p. 191).
[385] To the evidence of Layard, which we have already had
occasion to quote on this point, we may add that of Rich
(Kurdistan, vol. i. pp. 176 and 222).
[386] Layard, Discoveries, chapter viii.
[387] See Dr. Percy’s note, at the end of the Discoveries, p.
670.
[388] Layard, Discoveries, pp. 176–178.
[389] Nahum, ii. 9.
[390] E. Flandin, Voyage archéologique.
[391] Layard, Discoveries, pp. 198, 199.
[392] In 1882 these fragments were in the Nimroud central
saloon. In the Assyrian side room, close to the door, there is
another throne whose bronze casing might be restored almost in
its entirety. Its decoration is less rich, however, than that of the
thrones of which we have been speaking. A poor drawing of it
may be found in George Smith’s Assyrian Discoveries, p. 432.
[393] This is not complete; about a third of it seems to be
missing.
[394] Reasoning from the analogy of the ivories above
mentioned, it might be thought that this fragmentary column
belonged to the balustrade of a window. M. Dieulafoy, who first
drew our attention to the fragment, provided us with a photograph
of it, and is of that opinion.
[395] In Botta, Monument de Ninive, plate 164, a bronze
bull’s head is figured which must have been used as the arm of a
chair.
[396] This motive was by no means rare. Some more
examples will be found reproduced in Layard, Nineveh, vol. ii. p.
301. At Malthaï there are human figures between the uprights of
the throne on which the second deity is seated. They may be
seen more clearly in Place’s large plate (No. 45), than in our
necessarily small engraving.
[397] 1 Kings x. 18.
[398] Layard, Discoveries, p. 198; Smith, Assyrian
Discoveries, pp. 431, 432.
[399] George Smith, Assyrian Discoveries, p. 432.
[400] As soon as these ivories arrived at the British Museum,
the learned keeper of the Oriental Antiquities was struck by their
Egyptian character. A paper which he published at the time may
be consulted with profit (Birch, Observations on two Egyptian
cartouches, and some other ivory ornaments found at Nimroud, in
the Transactions of the Royal Society of Literature, second series,
vol. iii. pp. 151–177.)
[402] Layard, Monuments, first series, plate 24.
[403] Ibid. plates 55 and 56. In the second stage of reliefs,
counting from the bottom.
[404] Among the ivories in case C of the Nimroud Gallery
there is a kind of blackish ivory egg, which may have served as
the knob of a sceptre. In an oval crowned by the uræus between
two feathers, we find an inscription which appears to be
Phœnician. It has been read as the name of a king of Cyprus.
Loftus, in a letter addressed to the Athenæum (1855, p. 351),
speaks of other ivories from the south-western palace at Nimroud.
They are the remains of a throne, and were found in a deposit of
wood ashes. He says there was a shaft formed by figures placed
back to back and surmounted by a capital shaped like a flower.
There was also, according to the same authority, a Phœnician
inscription.
[405] See Vol. I., pp. 299–302.
[406] My researches were not confined to the ivories in the
cases. I also went through the thousands of pieces in the closed
drawers which are not shown, in some instances because of their
broken condition, in others because they are merely duplicates of
better specimens in the selection exhibited.
[407] The feet found by Sir H. Layard at Nimroud must, as he
conjectured, have belonged to one of these tripods (Discoveries,
pp. 178–179).
[408] We should also mention another vase, shaped like the
muzzle of a lion, which was used to take liquids out of a large
crater set upon a stand (Botta, Monument de Ninive, vol. i. plate
76. See also M. Botta’s plate 162, where the chief examples from
the bas-reliefs are figured).
[410] In the eighth chapter of the Discoveries, Layard gives a
sort of inventory, rather desultory in form, perhaps, but
nevertheless very instructive and valuable, of the principal objects
found in the magazines—we have borrowed largely from these
pages. The most important of the cups are reproduced, in whole
or in part, in the plates numbered from 57 to 68 of the
Monuments, second series. A complete and accurate study of the
cups and other objects of the same kind discovered in Western
Asia will be found in M. Albert Dumont’s Les Céramiques de la
Grèce propre (pp. 112–129).
[411] Layard, Monuments, second series, plate 68.
[412] This platter is figured in Layard’s Monuments, plate 63,
but our drawing was made from the original.
[413] Art in Ancient Egypt, vol. ii. pp. 87–89.
[414] It is numbered 619 in the museum inventory. It bears an
inscription in Aramaic characters.
[415] Art in Ancient Egypt, vol. ii. figs. 280, 281.
[416] Inscriptions of this kind have been found on five or six of
the bronze platters in the British Museum. They are about to be
printed in the Corpus Inscriptionum Semiticarum, part ii.,
Inscriptiones Aramæa, vol. i.
[417] Thus, according to M. de Vogüé, who has examined the
inscriptions upon the cups recently cleaned, three of the cups
from Nimroud bear respectively the names of Baalazar (Baal
protects him), Elselah (El pardons him) and Beharel (El has
chosen him). Baalazar was a scribe.
[418] See above, p. 220, note 2.
[419] See Prisse, Histoire de l’Art egyptien, vol. ii. plate
entitled Le Pharaon Khouenaten servi par la reine. The kind of
saucer held by the queen is more like the Assyrian pateræ in
shape.
[420] See in Prisse’s Histoire, the plates classed under the
head Arts industriels, and especially the four entitled Vases en Or
émaillé et cloisonné. In all these I can only find one patera, in the
plate called Collection de Vases du Règne de Ramesés III. There
is nothing to show that the vases here figured were not
earthenware.
[421] Art in Ancient Egypt, vol. ii. figs. 287, 288. See also the
great vultures on the ceilings (ibid. fig. 282), and winged females
(ibid. fig. 287).
[422] Prisse, Histoire de l’Art egyptien, vol. ii., the plate
entitled Types de Sphinx.
[423] Art in Ancient Egypt, vol. ii. fig. 239, and Prisse, in the
plate above quoted.
[424] A cursory glance through the pages dedicated by Prisse
to the industrial arts is conclusive on this point, the heads of
snakes and horses, the figures of negroes and prisoners of war
are almost invariably placed back to back on the objects they are
used to adorn. Examples of this abound, but in order to
understand what we may call the principle of this ornamentation it
will suffice to refer to figs. 314, 327, and 328 of the second
volume of our History of Art in Ancient Egypt.
[425] In Prisse’s plate entitled Choix de Bijoux de diverses
Époques, there is a bracelet with a central motive recalling that of
our cup. It shows us two griffins separated by a palmette from
which rises a tall stem of papyrus between several pairs of
volutes. This object is, however, almost unique of its kind, and we
do not exactly know to what epoch it belongs. May it not belong to
a period when Egyptian art began to be affected by that of
Mesopotamia, an influence that is betrayed in more than one
particular? According to Herr Von Sybel, who has studied
Egyptian ornament with so much care, this motive of two animals
facing each other did not appear before the nineteenth dynasty,
and he looks upon it as purely Asiatic in its origin (Kritik des
Ægyptischen Ornaments, pp. 37, 38). We may also quote a small
box of Egyptian faïence inscribed with the oval of Ahmes II, the
Amasis of Herodotus. It bears two griffins quite similar to those of
our group, separated by a cypress. But Dr. Birch, who was the
first to publish this monument, recognizes that, in spite of the
cartouch, its physiognomy is more Assyrian than Egyptian
(Transactions of the Royal Society of Literature, Series II. p. 177).
[426] See on this subject an ingenious and learned paper to
which we shall more than once have occasion to refer, namely, M.
Clermont-Ganneau’s Étude d’Archéologie orientale, l’Imagerie
phénicienne et la Mythologie iconologique chez les Grecs. First
part: La Coupe phénicienne de Palestina (1880, 8vo, 8 plates).
[428] Houghton, On the Mammalia of Assyrian Sculptures, p.
382.
[430] Layard, Monuments, second series, plate 62, B.
[431] Rawlinson, The Five Great Monarchies, vol. i. chapter
vii.; Layard, Nineveh, vol. ii. pp. 338–348.
[432] Rawlinson, The Five Great Monarchies, &c., vol. i. pp.
408–410.
[433] Botta, Monument de Ninive, plate 159. In this plate the
chief types of weapons figured in the reliefs at Khorsabad are
brought together.
[434] Boscawen, Notes on an Ancient Assyrian Bronze Sword
bearing a Cuneiform Inscription (in the Transactions of the Society
of Biblical Archæology, vol. iv. p. 347. with one plate).
[435] Botta, Monument de Ninive, plate 160.
[436] Sayce, The Cuneiform Inscriptions of Van, in the Journal
of the Royal Asiatic Society, vol. xiv. p. 653. Mr. Pinches tells me
that there is a similar text on the hollow border of the shield
reproduced in our Fig. 225. Nothing is now to be distinguished,
however, but characters that may be read, “Great king, king of
——”.
[437] See vol. i. page 394.
[438] We cannot too often thank the keepers of the Oriental
antiquities in the British Museum for the trouble they took in
enabling us to give a figure of this hitherto unpublished
monument. The fragments, which had not yet been pieced
together or exhibited in the galleries, were arranged expressly for
our draughtsman.
[439] Nos. 385–391 in De Longpérier’s catalogue. These
objects came from the collection of Clot-Bey, which was formed in
Egypt but contained many things of Syrian origin. De Longpérier
did not hesitate, on the evidence of their style, to class these
objects as Assyrian, and any one who examines the motives of
their decoration will be of his opinion. See his Œuvres, vol. i. p.
166.
[440] Art in Ancient Egypt, vol. ii. pp. 394–395, and figs. 257,
329–331.
[441] De Longpérier, Notice des Antiquités assyriennes du
Musée du Louvre, third edition, No. 212.
[442] Many more varieties of the same type will be found in
the plate on which Botta reproduced the principal jewels figured
in the Khorsabad reliefs (Monument de Ninive, plate 161). See
also Layard, Discoveries, p. 597.
[443] The Arab jewellers still make use of similar moulds
(Layard, Discoveries, p. 595).
[444] Layard, Discoveries, pp. 177–178.
[445] Layard, Discoveries, p. 597. The oldest mention of the
pearl fisheries of the Persian Gulf is to be found in those
fragments of Nearchus that have been preserved in the pages of
Arrian (Indica, xxxviii. 7); but it is probable that the search for
pearl oysters began in those waters many centuries before. The
Assyrians, as we have seen, made use both of pearl and mother-
of-pearl.
[446] J. Oppert, L’Ambre jaune chez les Assyriens (in the
Recueil des Travaux relatifs à la Philologie et à l’Archéologie
egyptiennes et assyriennes, vol. ii, pp. 34 et seq.) M. Oppert’s
rendering of the paraphrase which he believes to specify amber is
not accepted by all Assyriologists.
[447] In the inventory, compiled with so much care by de
Longpérier, of all the little objects in the Assyrian collection of the
Louvre, and especially of those necklaces found by Botta in the
sand under the great threshold at Khorsabad (from No. 295 to No.
380), there is not the slightest mention of amber. MM. Birch and
Pinches tell me that the oriental department of their museum
contains no trace of amber, with the exception of a few beads
brought from Egypt, to which they have no means of assigning a
date. They have never heard that any of the Mesopotamian
excavations have brought the smallest vestige of this substance
to light.
[448] Arrian, Expedition d’Alexandre, vi. 29.
[449] The reputation enjoyed by Chaldæan textiles all over
western Asia is shown by a curious text in the book of Joshua
(vii. 21). After the taking of Jericho, Achan, one of the Israelites,
disobeyed orders and secreted a part of the spoil, consisting of
two hundred shekels of silver, a wedge of gold, and “a goodly
Babylonish garment.”
[450] “Pictas vestes apud Homerum fuisse (accipio), unde
triumphales natæ. Acu acere id Phryges invenerunt, ideoque
Phrygioniæ appellatæ sunt. Aurum intexere in eadem Asia invenit
Attalus rex: unde nomen Attalicis. Colores diversos picturæ
intexere Babylon maxime celebravit et nomen imposuit.” Pliny,
Nat. Hist. viii. § 74. Acu pingere, and for short, pingere, here
meant to embroider. Picta or picturata vestis was a robe covered
with embroideries.
[451] See Pliny, l. c. Lucretius, iv. 1026. Plautus, Stichus,
Act ii, Scene ii, v. 54. Silius Italicus, xiv. 658. Martial, Epigr.
xiv. 150. I borrow these citations from the first chapter of M.
Eugène Müntz’s Histoire de la Tapisserie in the Bibliothèque de
l’Enseignement des Beaux-Arts.
[452] See Vol. I. pp. 305–307.
[453] Nahum iii. 16.
[454] Ezekiel xvii. 4. Isaiah also alludes to the commerce of
Babylon (xlvii. 15).
[455] See on this subject, François Lenormant’s La Monnaie
dans l’Antiquité, vol. i. Prolégomènes, cap. iii. and especially pp.
113–122.
Ménant, Essai sur les Pierres gravées, p. 128.
[457] “... the Chaldeans whose cry is in the ships,” Isaiah xliii.
14.
[458] Taylor, Notes on the Ruins of Mugeyer (Journal of the
Royal Asiatic Society, vol. xv. p. 264).
[459] Strabo speaks of a Chaldæan settlement on the
Arabian coast of the Persian Gulf; he calls it Gerrha (xvi. iii. 3). All
the products of Arabia, he says, were there brought together.
Thence they were transported to Chaldæa by sea, and carried up
the Euphrates as far as Thapsacus.
[460] The juxtaposition on the black obelisk of Shalmaneser II.
of the rhinoceros, the small-eared or Indian elephant, and the
Bactrian camel seems to point to this route. The monkeys in the
same reliefs appear to belong to an Indian species (Houghton,
Mammalia of the Assyrian Sculptures, pp. 319, 320).
[461] Art in Ancient Egypt, vol. ii. figs. 257, 330 and 331.
[462] Art in Ancient Egypt, vol. ii. pp. 176–179.
[463] Soury, Théories naturalistes du Monde et de la Vie
dans l’Antiquité, cap. i. and ii.
[464] Ibid. cap. iii.
[465] Fr. Lenormant, Manuel d’Histoire ancienne, vol. ii. page
176.
[466] Soury, Théories naturalistes, p. 65.
[467] A. de Candolle, Origine des Plantes cultivées, pp. 285,
et seq.
Transcriber’s Notes:
1. Obvious printers’, punctuation and spelling errors have been corrected

silently.
2. Some hyphenated and non-hyphenated versions of the same words have

been retained as in the original.
3. Where hyphenation is in doubt, it has been retained as in the original.

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Daft Test Bank

1. Decision making is easy, given that everybody makes decisions everyday.

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3. A decision is a choice made from available alternatives.

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5. Two classifications of management decisions are programmed and structured.

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11. Uncertainty is by far the most difficult decision situation.

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46. Justifying past decisions is a common bias of managers.

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48. Most people underestimate their ability to predict uncertain outcomes.

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56. In the real world, few decisions are certain.

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40. Intuition is based on , but lacking in .