FOM Answer04
Fundamentals of Management, 8e (Robbins et al.)
Chapter 4 Foundations of Decision Making
1) In decision making, a problem can be defined as a discrepancy between what exists and what the problem solver desires to exist.
Answer: TRUE
Explanation: A problem is a difference between a desired state and an existing state. For example, suppose a person is hungry—the existing state of not having food. The desired state is to obtain food. So the problem is defined as the difference between the no-food state and the food state.
Diff: 2 Page Ref: 72
Objective: 4.1
Learning Outcome: Identify the different types of decisions managers make and discuss how they make decisions
2) The second step in the decision-making process is identifying a problem.
Answer: FALSE
Explanation: The identification of a problem is the first step in the decision-making process. Once you have identified a problem, you can decide how to solve it.
Diff: 1 Page Ref: 73
Objective: 4.4
Learning Outcome: Identify the different types of decisions managers make and discuss how they make decisions
3) A decision criterion defines factors that are relevant in a decision.
Answer: TRUE
Explanation: Decision criteria are comprised of factors that will affect a decision. If the decision is between driving or riding a bike to work, criteria might include cost, weather, convenience, ecological considerations, time, clothing, and so on.
Diff: 2 Page Ref: 73
Objective: 4.1
Learning Outcome: Identify the different types of decisions managers make and discuss how they make decisions
4) Managers identify a problem by comparing the current state of affairs to some standard.
Answer: TRUE
Explanation: The standard for comparison might be a goal that has been set, or comparison with some historical standard or standard set by a competitor. For example, a manager might detect a discrepancy between a goal of 100 units sold and the existing state of only 50 units sold. This discrepancy constitutes a problem that must be solved.
Diff: 3 Page Ref: 73
Objective: 4.1
5) All criteria are equally important in the decision-making process.
Answer: FALSE
Explanation: Criteria have differing values, depending on their importance. The importance of an individual criterion is indicated by how it is weighted. The greater the weight assigned to the criterion, the greater its importance.
Diff: 2 Page Ref: 73
AACSB: Analytic skills
Objective: 4.1
Learning Outcome: Identify the different types of decisions managers make and discuss how they make decisions
6) Identifying the wrong problem is just as much a failure for a manager as identifying the right problem and failing to solve it.
Answer: TRUE
Explanation: Problem identification is a critical part of problem solving and decision making. Solving the wrong problem does nothing to further a manager's goals so it is of no value.
Diff: 2 Page Ref: 73
AACSB: Analytic skills
Objective: 4.1
Learning Outcome: Identify the different types of decisions managers make and discuss how they make decisions
7) The final step of the decision-making process is to implement the alternative that has been selected. Answer: FALSE
Explanation: Implementation of the best alternative is the second-to-last step in the process. The final step of the process is to appraise the result of the decision to see if it solved the problem.
Diff: 1 Page Ref: 75
AACSB: Analytic skills
Objective: 4.1
Learning Outcome: Identify the different types of decisions managers make and discuss how they make decisions
8) A heuristic can simplify the decision-making process.
Answer: TRUE
Explanation: A heuristic is a rule of thumb that is used to simplify the decision-making process by allowing the decision maker to focus on just a few variables, rather than all variables. When used wisely, heuristics make decision making easier and simpler.
Diff: 1 Page Ref: 75
AACSB: Analytic skills
Objective: 4.1
Learning Outcome: Identify the different types of decisions managers make and discuss how they make decisions
9) Because heuristics simplify the decision-making process, they are unlikely to lead to errors. Answer: FALSE
Explanation: By virtue of their simplicity, heuristics can lead to many different kinds of biases and errors. Using heuristics lures decision makers into ignoring critical elements of the situation and oversimplifying the problem.
Diff: 1 Page Ref: 75
AACSB: Analytic skills
Objective: 4.1
Learning Outcome: Identify the different types of decisions managers make and discuss how they make decisions
10) Decision makers who "cherry-pick" information that matches what they already know are guilty of confirmation bias.
Answer: TRUE
Explanation: Confirmation bias means that the decision maker has already made up his or her mind and is seeking only the information that will confirm that position. Cherry-picking is a way of preferentially selecting information that supports your position and ignoring all other information. Diff: 1 Page Ref: 76
Objective: 4.1
Learning Outcome: Identify the different types of decisions managers make and discuss how they make decisions
11) A basketball coach who takes a very good shooter out of a game because she missed her last two shots has availability bias.
Answer: TRUE
Explanation: Availability bias is the tendency to overaccentuate recent history and discount long-term patterns. This basketball coach is ignoring long-term patterns—the player is a good shooter—in favor of very recent history—two missed shots—so he is displaying availability bias.
Diff: 1 Page Ref: 76
Objective: 4.1
Learning Outcome: Identify the different types of decisions managers make and discuss how they make decisions
12) A rational decision will never fail to provide the best and most successful solution to a problem. Answer: FALSE
Explanation: A rational decision is logical and objective and will maximize the likelihood of solving a problem or achieving a goal. That said, a decision can be arrived at through a rational process and still be wrong due to the decision maker lacking complete information about the situation.
Diff: 3 Page Ref: 78
Objective: 4.2
Learning Outcome: Identify the different types of decisions managers make and discuss how they make decisions
13) Maximizing value means a decision will have the best possible outcome for the parties involved. Answer: TRUE
Explanation: Maximizing value is a matter of making a decision that results in the ideal, or best possible, solution. A baseball manager, for example, wants to make a decision that will not only score runs, a favorable outcome, but win the game, the ideal or maximal outcome.
Diff: 2 Page Ref: 79
Objective: 4.2
Learning Outcome: Identify the different types of decisions managers make and discuss how they make decisions
14) One assumption of bounded rationality is that managers can analyze all relevant information about all alternatives for a situation.
Answer: FALSE
Explanation: The idea of bounded rationality says that decision makers can never analyze all information for the alternatives involved. So decision makers need to put limits on how much information they will analyze.
Diff: 2 Page Ref: 79
Objective: 4.2
Learning Outcome: Identify the different types of decisions managers make and discuss how they make decisions
15) A synonym for the word satisfice is maximize.
Answer: FALSE
Explanation: The words satisfice and maximize are opposites rather than synonyms. When a manager does not have enough information to maximize, or find the best possible solution to a problem, he or she must compromise, or satisfice. When you satisfice you accept not the best solution, but a solution that is "good enough."
Diff: 2 Page Ref: 79
Objective: 4.2
16) One assumption of bounded rationality is that managers usually make rational decisions. Answer: TRUE
Explanation: Bounded rationality assumes that managers are logical, objective, and fairly rational when they make decisions. However, since managers often don't have access to all of the relevant information for a given situation, they must bound their rationality within the limits of the information they actually have.
Diff: 2 Page Ref: 79
Objective: 4.2
Learning Outcome: Identify the different types of decisions managers make and discuss how they make decisions
17) Intuitive decision making is systematic, logical, and orderly.
Answer: FALSE
Explanation: Intuitive decisions may be perfectly sound, but they are not arrived at through a systematic analysis of alternatives. Instead, intuitive decisions are quickly made and rely on experience, unconscious reasoning, feelings, and hunches.
Diff: 2 Page Ref: 80
AACSB: Reflective thinking skills
Objective: 4.2
Learning Outcome: Identify the different types of decisions managers make and discuss how they make decisions
18) Intuitive decision making cannot be a part of the rational decision-making process.
Answer: FALSE
Explanation: Intuitive decisions are not arrived at in a deliberative, systematic manner, but they can be objective and logical, so they are considered rational.
Diff: 2 Page Ref: 80
AACSB: Reflective thinking skills
Objective: 4.2
Learning Outcome: Identify the different types of decisions managers make and discuss how they make decisions
19) The expression "throwing good money after bad" is an example of an escalation of commitment. Answer: TRUE
Explanation: Throwing good money after bad typically denotes a situation in which money has already been wasted on an unsuccessful venture—"bad money." Throwing more "good money" into the situation simply because of the "bad money" already committed is a clear example of escalation of commitment. Diff: 2 Page Ref: 79
Objective: 4.2
20) Emotions should always be strictly ignored in a decision-making process.
Answer: FALSE
Explanation: Decisions that were accompanied by strong feelings were found to be more reliable than those that did not have an emotional component, according to one study, especially in cases in which decision makers acknowledged their feelings. So emotions should not be ignored during the
decision-making process.
Diff: 2 Page Ref: 80
AACSB: Reflective thinking skills
Objective: 4.2
Learning Outcome: Identify the different types of decisions managers make and discuss how they make decisions
21) Programmed decisions tend to be routine.
Answer: TRUE
Explanation: A programmed decision is a routine decision that works well in solving structured problems that present no ambiguity or unknown elements. Programmed decisions can usually be made using a systematic procedure, rule, or policy.
Diff: 1 Page Ref: 81
Objective: 4.3
Learning Outcome: Identify the different types of decisions managers make and discuss how they make decisions
22) A rule is simpler than a policy or a procedure to implement.
Answer: TRUE
Explanation: A rule is a simple statement that can be applied directly to a situation. For example, a broker can easily follow a rule to sell a specific stock when it reaches a specific price point. A procedure or policy may have an identical outcome, but a more complicated series of steps must be taken to arrive at that outcome.
Diff: 2 Page Ref: 82
Objective: 4.3
23) Implementing a procedure requires more judgment and interpretation than implementing a policy. Answer: FALSE
Explanation: A procedure is a series of steps that must be followed to arrive at a decision, each of the steps being clear and straightforward. A policy provides guidelines rather than steps for the decision maker to follow. Each guideline must be interpreted and evaluated for the situation at hand. Therefore, a policy requires much more judgment and interpretation than a procedure.
Diff: 2 Page Ref: 82
Objective: 4.3
24) A highway speed limit is an example of a policy.
Answer: FALSE
Explanation: A highway speed limit is an example of a rule, not a policy. Policies require the decision maker to exercise judgment and interpretation. Following a speed limit, on the other hand, involves no interpretation. The driver simply must not exceed the posted speed.
Diff: 2 Page Ref: 82
Objective: 4.3
25) Managerial decisions are likely to become more programmed as managers rise in an organizational hierarchy.
Answer: FALSE
Explanation: Problems that managers face become more unique, ambiguous, and difficult as the status of a manager rises, not more programmed. Top managers are paid more than lower-level managers specifically because they are expected to make difficult decisions. More routine decisions are made by lower-level managers.
Diff: 2 Page Ref: 82
Objective: 4.3
Learning Outcome: Identify the different types of decisions managers make and discuss how they make decisions
26) Most managerial decisions include an element of risk.
Answer: TRUE
Explanation: Few situations involve certainty, in which a manager knows all outcomes in a situation and can choose between them. Instead, situations usually involve risk, in which the manager must estimate the probability of different outcomes.
Diff: 1 Page Ref: 84
Objective: 4.3
Learning Outcome: Identify the different types of decisions managers make and discuss how they make decisions
27) Uncertainty involves a situation in which the probability of a certain outcome is known to be small. Answer: FALSE
Explanation: In an uncertain situation, the probabilities of specific outcomes are not known and cannot be reasonably estimated. Therefore, the probability that any outcome is high or low cannot be determined.
Diff: 3 Page Ref: 84
Objective: 4.3
28) A manager is more confident of his assessment of a situation if it involves risk rather than uncertainty.
Answer: TRUE
Explanation: With risk, a manager is able to estimate the likelihood of specific outcomes. With uncertainty, not enough is known even to make estimates. So a manager would be more confident of a position involving risk.
Diff: 3 Page Ref: 84
Objective: 4.3
Learning Outcome: Identify the different types of decisions managers make and discuss how they make decisions
29) Group decisions tend to provide more complete information than individual decisions.
Answer: TRUE
Explanation: Because "two heads are better than one," groups tend to identify more alternatives and consider more information before coming to a decision.
Diff: 1 Page Ref: 84
AACSB: Communication abilities
Objective: 4.4
Learning Outcome: Identify the different types of decisions managers make and discuss how they make decisions
30) An advantage of group decisions is that they increase the perception of the legitimacy of the solution.
Answer: TRUE
Explanation: When decisions that affect many people are made without their consent, they tend to be less well accepted than group decisions in which all parties are consulted. A group decision is perceived to be more legitimate because it was made in a more democratic manner.
Diff: 1 Page Ref: 84
AACSB: Communication abilities
Objective: 4.4
Learning Outcome: Identify the different types of decisions managers make and discuss how they make decisions
31) A drawback of group decision making is groupthink.
Answer: TRUE
Explanation: When a group experiences groupthink, members do not freely express their opinions for fear of standing out and having to assume responsibility for their actions. Groupthink often results in bland, unimaginative decisions that fail because they are too timid.
Diff: 1 Page Ref: 85
AACSB: Communication abilities
Objective: 4.4
Learning Outcome: Identify the different types of decisions managers make and discuss how they make decisions
32) Groups tend to be more efficient and less effective than individual decision making.
Answer: FALSE
Explanation: The reverse is usually true. Because achieving consensus within a group takes time, group decision making often takes longer than individual decision making, making it less efficient. However, groups are typically more thorough than individuals, so group decisions are often more effective at achieving goals than decisions made by individuals.
Diff: 2 Page Ref: 85
AACSB: Communication abilities
Objective: 4.4
Learning Outcome: Identify the different types of decisions managers make and discuss how they make decisions
33) Two major advantages of electronic meetings are anonymity and honesty.
Answer: TRUE
Explanation: Electronic meetings allow participants to type in comments without needing to identify themselves. This creates an atmosphere in which people feel more free to express their true feelings. Diff: 2 Page Ref: 87
AACSB: Use of information technology
Objective: 4.4
34) A country with high uncertainty avoidance and high power distance is more likely to engage in groupthink than a country with low uncertainty avoidance and low power distance.
Answer: TRUE
Explanation: High uncertainty avoidance makes managers avoid difficult decisions and be overly agreeable and accommodating. High power distance allows high-status individuals to dominate groups. Both of these attributes would contribute to groupthink, the tendency of groups to avoid controversy and conform to conventional positions.
Diff: 2 Page Ref: 87
AACSB: Multicultural and diversity understanding
Objective: 4.5
35) Creative solutions to problems are valued because they are new and different from traditional solutions.
Answer: FALSE
Explanation: Creative solutions are valued only if they solve problems in ways that are superior to conventional solutions. Often, solving a problem in a creative way can give a company a competitive edge on its competitors.
Diff: 1 Page Ref: 88
Objective: 4.5
36) Decision making begins with ________.
A) selecting alternatives
B) identifying decision criteria
C) identifying a problem
D) eliminating false alternatives
Answer: C
Explanation: C) The process of decision making begins with the identification of a problem. Once the problem has been identified, the decision maker goes through a series of steps to solve the problem. Selecting alternatives is part of the decision-making process, but it is a step that comes much later, after criteria have been identified, weighed against one another, developed into alternatives, and analyzed as alternatives. Eliminating false alternatives is something that a decision maker might do, but it is not a recognized part of the process.
Diff: 2 Page Ref: 72
AACSB: Analytic skills
Objective: 4.1
Learning Outcome: Identify the different types of decisions managers make and discuss how they make decisions
37) Which of the following defines a problem in the decision-making process?
A) a discrepancy between what exists and what the decision maker desires to exist
B) a discrepancy between the ideal and the practical
C) something that causes irritation
D) something that calls for attention
Answer: A
Explanation: A) Though problems certainly can irritate, and merit attention, these characteristics are not universal enough by themselves to define what a problem is in the decision-making process. In this process, a problem is defined as a discrepancy, or difference between how things are and how the decision maker wants things to be. A problem is not a difference between the ideal and the practical, but rather just a situation in which things are less than satisfactory and the decision maker intends to take action to make them satisfactory.
Diff: 1 Page Ref: 72
AACSB: Analytic skills
Objective: 4.1
Learning Outcome: Identify the different types of decisions managers make and discuss how they make decisions
38) The decision-making process consists of a series of eight steps that identify a problem and work toward ultimately ________.
A) determining if there is a solution to the problem
B) solving the problem
C) making a plan to solve the problem
D) breaking down the problem into a series of steps
Answer: B
Explanation: B) The goal of the decision-making process is to solve the problem that has been identified. The process assumes that there is a solution to the problem, so determining if there is a solution to the problem is not correct. The process includes making a plan to solve the problem and breaking the problem down into steps. However, ultimately the decision maker wants to implement the best alternative to solve the problem, then evaluate this alternative to see if it actually resulted in a successful solution.
Diff: 1 Page Ref: 72
AACSB: Analytic skills
Objective: 4.1
Learning Outcome: Identify the different types of decisions managers make and discuss how they make decisions
39) To identify a problem, a manager ________.
A) compares one set of standards or goals to a second set of standards or goals
B) looks for unhappy customers
C) uses intuition to see that things don't look right
D) compares the current state of affairs with some standard or goal
Answer: D
Explanation: D) A manager compares what she has now to some standard or goal to identify a problem. The standard or goal may represent some level of performance from the past, or it could be an as yet unreached level that the manager thinks can be attained. Looking for unhappy customers or using intuition to see when things don't look right may be ways to identify problems but they are not general problem identification methods. Finally, comparing one set of standards or goals to a second set is incorrect because a problem is always identified by comparing an actual state to a standard or goal, not one set of standards or goals to another.
Diff: 1 Page Ref: 73
AACSB: Analytic skills
Objective: 4.1
Learning Outcome: Identify the different types of decisions managers make and discuss how they make decisions
40) A manager can faithfully execute the decision-making process but still end up with nothing of value if ________.
A) he fails to identify the correct problem
B) he fails to assign number values to different criteria
C) he solves the problem inefficiently
D) he fails to correctly identify the steps of the process
Answer: A
Explanation: A) Assigning number values to decision criteria may often be helpful in the
decision-making process, but they are not required for a successful outcome. Solving the problem inefficiently may not be ideal, but it is not without value. Identifying the steps of the process has little to do with the success of the process. That leaves failing to identify the correct problem—it does no good to solve a problem if it is the wrong problem. Solving the wrong problem has no benefit for the organization or its goals.
Diff: 2 Page Ref: 72
AACSB: Analytic skills
Objective: 4.1
Learning Outcome: Identify the different types of decisions managers make and discuss how they make decisions
41) A manager is considering purchasing new computers for her department. The manager spends time assessing the computers her department now has. Which stage of the decision-making process is she going through?
A) identification of a problem
B) identification of decision criteria
C) development of alternatives
D) implementation of an alternative
Answer: A
Explanation: A) The first thing the manager needs to do is identify the problem. More specifically, she needs to determine whether she actually has a problem or not. If the computers her department now has are performing satisfactorily, she may decide that she doesn't have a problem and doesn't need to purchase new computers. The other choices—identifying criteria, developing alternatives, or implementing an alternative—all come later in the process, after the manager has determined what her problem is.
Diff: 2 Page Ref: 72-73
AACSB: Analytic skills
Objective: 4.1
Learning Outcome: Identify the different types of decisions managers make and discuss how they make decisions
42) A manager is determining what kind of new computers she should purchase for her department. She has made a list of five different computer models for consideration. Which stage of the decision-making process is this?
A) selection of an alternative
B) identification of decision criteria
C) development of alternatives
D) analysis of alternatives
Answer: C
Explanation: C) Having a list of models means that the manager is beyond identifying decision criteria. She has identified a group of possible choices—in other words, she has developed a list of alternatives. Analysis of the alternatives will be the next step in the process, followed by actually selecting one particular alternative. The manager would have identified decision criteria earlier in the process.
Diff: 2 Page Ref: 73-74
AACSB: Analytic skills
Objective: 4.1
Learning Outcome: Identify the different types of decisions managers make and discuss how they make decisions
43) After purchasing new computers for her department, a manager is now comparing the performance of the new computers to the computers they replaced. Which stage of the decision-making process is she carrying out?
A) analysis of alternatives
B) evaluation of decision effectiveness
C) selection of an alternative
D) implementation of an alternative
Answer: B
Explanation: B) The manager is assessing her decision to purchase new computers. Was it worth it? This is the final stage of the decision-making process, evaluation of decision effectiveness. Analyzing alternatives, selecting a single alternative, and implementing that single alternative all come earlier in the decision-making process.
Diff: 2 Page Ref: 72-75
AACSB: Analytic skills
Objective: 4.1
Learning Outcome: Identify the different types of decisions managers make and discuss how they make decisions
44) For a high-tech bicycle buyer, decision criteria would be determined by ________.
A) whatever most bike buyers recommend
B) expert ratings in bike magazines
C) technical specifications
D) personal preferences of the buyer
Answer: D
Explanation: D) Criteria are chosen solely on the basis of the priorities of the buyer. If bike experts consider frame composition a key criterion for choosing a bike but the buyer does not consider it important, then it would be unlikely to be included as a criterion. Similarly, popularity of bike features or technical specifications might enter into the decision-making process, but only if the buyer thought they were important. In other words, the only factors that are important for selection of decision criteria for a bike buyer are the personal preferences of the buyer.
Diff: 2 Page Ref: 73
AACSB: Analytic skills
Objective: 4.1
Learning Outcome: Identify the different types of decisions managers make and discuss how they make decisions
45) Which of the following is LEAST likely to be a decision criterion for a high-tech bicycle buyer who cares primarily about performance?
A) warranty
B) gear mechanism
C) frame composition
D) brake assembly
Answer: A
Explanation: A) A buyer who is looking for performance would care how sturdy and light the frame was and how efficient the gears and brakes were. The warranty does not directly affect performance so it would be least likely to be a decision criterion for the bike buyer.
Diff: 2 Page Ref: 73
AACSB: Analytic skills
Objective: 4.1
Learning Outcome: Identify the different types of decisions managers make and discuss how they make decisions
46) Which of the following would be a fairly objective criterion by which a bicycle buyer could assess different bike models?
A) handling
B) weight
C) quality of craftsmanship
D) style
Answer: B
Explanation: B) Of the four choices, only weight can be measured in an objective manner. Handling, craftsmanship, and style all require making subjective judgments about what the buyer likes and doesn't like. Style is largely a matter of taste. Handling and craftsmanship cannot be measured on a simple scale. So weight is the correct choice here.
Diff: 2 Page Ref: 74
AACSB: Analytic skills
Objective: 4.1
Learning Outcome: Identify the different types of decisions managers make and discuss how they make decisions
47) A manager chooses to ignore a rigorous decision-making process and selects TV monitor A over monitor B because he "trusts" company A more than company B. If the decision he made was rational, which of the following is true?
A) Monitor A is really the better choice.
B) The manager should have included "trust" as a criterion.
C) Monitor B is really the better choice.
D) The manager must have made a mistake in calculating his weighted criteria.
Answer: B
Explanation: B) There is no way of knowing whether monitor A was really a better choice than B or if the manager made a calculation error. What is true is that the manager should have included "trust" as one of his criteria categories. If trust was an overriding factor, then the manager should have weighted it heavily so it tilted the score toward what his true feelings were. In essence, the manager made a mistake in selecting and weighting criteria.
Diff: 3 Page Ref: 73-74, 78
AACSB: Analytic skills
Objective: 4.1
Learning Outcome: Identify the different types of decisions managers make and discuss how they make decisions
48) In allocating weights to the decision criteria, which of the following is most helpful to remember?
A) All weights must be the same.
B) The total of the weights must equal 100.
C) The high score should be a 10, and no two criteria should be assigned the same weight.
D) Assign the most important criterion a score, and then assign weights against that standard. Answer: D
Explanation: D) There are no set rules for weighting criteria. All weights can be the same, but in most cases they will be different. Similarly, there is no total amount that all weights should equal. The high score may or may not be assigned a 10, and in many cases two or more criteria can be assigned with the same weight. Only assigning the most important criterion a score and assigning weights against that standard offers helpful advice—measuring each criterion against a standard in most cases will result in a reliable representation of values.
Diff: 3 Page Ref: 73-74
AACSB: Analytic skills
Objective: 4.1
Learning Outcome: Identify the different types of decisions managers make and discuss how they make decisions
49) What is a heuristic?
A) a complicated and systematic method of decision making
B) a purely intuitive method of decision making
C) a totally unreliable method of decision making
D) a shortcut or rule of thumb that is used for decision making
Answer: D
Explanation: D) A heuristic is a rule of thumb that allows a decision maker to focus on a few key variables in the process. Heuristics can be useful, so they are not totally unreliable. Heuristics are simple, making a complicated and systematic method of decision making incorrect. Heuristics can be partly intuitive, but they can also be highly rational, making a purely intuitive method incorrect.
Diff: 2 Page Ref: 75
Objective: 4.1
Learning Outcome: Identify the different types of decisions managers make and discuss how they make decisions
50) Because they are not systematic or comprehensive, using heuristics in place of an eight-step decision-making process can lead to ________.
A) errors and biases
B) consistently better decisions
C) more imaginative decisions
D) decisions that more directly solve problems
Answer: A
Explanation: A) Though heuristics can be very useful in saving time and effort, they can also lead to mistakes, making "errors and biases" the correct response here. There is no evidence that using heuristics results in more imaginative decisions or decisions that solve problems more directly. Finally, since heuristics are known to lead to errors and biases, they clearly do not lead to better decisions, so "consistently better decisions" is incorrect.
Diff: 2 Page Ref: 75
Objective: 4.1
Learning Outcome: Identify the different types of decisions managers make and discuss how they make decisions
51) Which of the following is NOT a reason why managers often resort to using heuristics?
A) They seem to eliminate complexity.
B) They seem to eliminate ambiguity.
C) They save time.
D) They thoroughly explore all alternatives.
Answer: D
Explanation: D) The one thing that a heuristic does not do is explore all alternatives for solving a problem. Instead, a heuristic looks at only a small part of the problem and uses key features to arrive at a decision and avoid a complete examination of the options. Heuristics often do successfully seem to make complicated, ambiguous situations easier to understand and deal with, so eliminating complexity and ambiguity are not correct answers. Without a doubt, heuristics save time, which eliminates "saving time" as the correct answer.
Diff: 2 Page Ref: 75-76
Objective: 4.1
Learning Outcome: Identify the different types of decisions managers make and discuss how they make decisions
52) A banker opts for short-term gain despite indications that his decision might not pay off in the long run. Which error or bias is the banker guilty of?
A) overconfidence
B) immediate gratification
C) selective perception bias
D) representation
Answer: B
Explanation: B) The correct answer here must be an error or bias that deals with short- and long-term gain. Overconfidence is the tendency of a decision maker to assess his own skills in a more positive light than they deserve, so it has nothing to do with short-term gain. When a person organizes events based on faulty perceptions, he is guilty of selective perception bias, again not directly concerned with short-term gain. Representation bias involves drawing parallels to events that aren't really related, so it is not correct here. Only immediate gratification, which is the tendency to go for a "quick score," involves going for short-term rather than long-term gain, so it is the correct response here.
Diff: 2 Page Ref: 75
AACSB: Analytic skills
Objective: 4.1
53) A scientist cites two studies that show a positive effect for her drug and ignores five other studies that show a negative effect. Which error or bias is she committing?
A) hindsight
B) anchoring effect
C) confirmation bias
D) self-serving
Answer: C
Explanation: C) The scientist is "cherry picking" data that supports her position and ignoring conflicting data. She is guilty of confirmation bias, seeing only what confirms her preconceived notions. Hindsight would require her to look back on events and claim that they were predictable, something that is not relevant here. Neither is self-serving, blaming outcomes on outside factors rather than taking responsibility for your own errors. Finally, the anchoring effect describes an individual who fails to adjust to incoming information, again not something that the scientist is doing in this situation.
Diff: 2 Page Ref: 76
AACSB: Analytic skills
Objective: 4.1
54) One legislator sees decreased tax revenue as the key problem in the budget. A second legislator sees increased spending as the problem. Each of these legislators has a(n) ________.
A) representation bias
B) self-serving bias
C) availability bias
D) framing bias
Answer: D
Explanation: D) A representation bias is a false parallel of current events to other events, something that is not occurring here. A self-serving bias, blaming the situation on outside influences, is also not relevant to this situation. Availability bias occurs when decision makers value only the most recent events that are relevant to the situation, also not occurring here. What is occurring is that the legislators are framing the problem in different ways. This framing results in them coming to very different conclusions about how to solve the problem.
Diff: 2 Page Ref: 76
AACSB: Analytic skills
Objective: 4.1
55) Which of the following is NOT a common decision-making error or bias?
A) sunk costs
B) randomness
C) forest for the trees
D) overconfidence bias
Answer: C
Explanation: C) All of the choices listed are common decision-making errors and biases except "forest for the trees." Sunk costs refers to managers who fixate on past costs rather than future consequences. Randomness occurs when managers see patterns and trends that do not exist. Overconfidence bias occurs when managers overestimate their own strengths and skills.
Diff: 2 Page Ref: 76
Objective: 4.1
Learning Outcome: Identify the different types of decisions managers make and discuss how they make decisions
56) The three main models that managers use to make decisions are ________.
A) rational, bounded rational, and intuitive
B) rational, irrational, and bounded rational
C) intuitive, unintuitive, and rational
D) bounded rational, intuitive, and systematic
Answer: A
Explanation: A) Models that managers use to make decisions include the rational model, the bounded rational model, and the intuitive model. The rational model focuses on being logical and objective. The bounded rational model assumes limitations on the rational model and makes "good enough" decisions. The intuitive model employs emotions and subconscious modes of thinking within a rational context. The other three choices are incorrect because they include categories that do not identify
decision-making methods: irrational, unintuitive, and systematic.
Diff: 1 Page Ref: 78-80
Objective: 4.2
Learning Outcome: Identify the different types of decisions managers make and discuss how they make decisions
57) It is assumed that a rational decision maker ________.
A) would never make a wrong choice
B) would be subjective and impractical
C) would face only difficult decisions
D) would be objective and logical
Answer: D
Explanation: D) A perfectly rational decision maker would always make a "good" decision based on sound reasoning, but he or she could still make the wrong choice in a given situation. A rational decision maker would face both easy and difficult problems. Subjectivity and impracticality are not characteristics of a rational decision maker. The important characteristics of a rational decision maker are that he or she is rational and logical, meaning that being objective and logical is the correct response. Diff: 2 Page Ref: 78
Objective: 4.2
Learning Outcome: Identify the different types of decisions managers make and discuss how they make decisions
58) What does it mean for a decision maker to maximize value?
A) to make the decision to be as clear and logical as possible
B) to make the achievement of goals as likely as possible
C) to waste as little time and energy as possible
D) to make decision making as simple as possible
Answer: B
Explanation: B) Maximizing value is a question of achieving goals. When a decision maker maximizes value, he or she makes the decision that is most likely to achieve his or her goal. Being clear and logical, efficient, or simple are worthy goals for a decision maker, but they do not define maximizing value so they are incorrect responses for this question.
Diff: 2 Page Ref: 78
Objective: 4.2
Learning Outcome: Identify the different types of decisions managers make and discuss how they make decisions
59) Maximizing value for an organization means making sure that ________.
A) the organization makes money
B) the best interests of the organization are addressed
C) the decision made is as rational as possible
D) the decision is as simple as possible
Answer: B
Explanation: B) Managerial decisions for an organization must always take the organization's best interests into account. This is how decisions for organizations differ from those for individuals. As an individual, a manager looks out only for him- or herself. As a manager, the same person must put the interests of the organization first. Making money, or making highly rational or simple decisions, does not maximize value for an organization.
Diff: 2 Page Ref: 78
Objective: 4.2
60) Which of the following is NOT assumed in a rational decision?
A) a clear and specific goal
B) a clear and unambiguous problem
C) Most alternatives and consequences are known.
D) Value is maximized.
Answer: C
Explanation: C) The ideal rational decision will feature a clear and specific goal, a problem that is clear and unambiguous, and value is maximized. This ideal decision would also require that all, not just many alternatives and consequences, would be known.
Diff: 2 Page Ref: 78
Objective: 4.2
Learning Outcome: Identify the different types of decisions managers make and discuss how they make decisions
61) It is assumed that in most cases the decisions of all managers are limited by ________.
A) greed and short-sightedness
B) having too much information
C) not being able to analyze all information for all alternatives
D) not being able to act rationally or in the best interests of their organization
Answer: C
Explanation: C) Greed and short-sightedness may affect the decisions of some, but clearly not all, managers. Most managers are rational in that they are reasonable, logical, and have the best interests of their organization in mind. What limits the decisions of managers most of the time is not having too much information but having too little, and not having the time or resources to be able to analyze all of the information that is relevant to all of the alternatives in a given situation.
Diff: 2 Page Ref: 79
Objective: 4.2
Learning Outcome: Identify the different types of decisions managers make and discuss how they make decisions
62) Which term best characterizes a decision that has bounded rationality?
A) virtually perfect
B) rigorous and comprehensive
C) not good enough
D) just good enough
Answer: D
Explanation: D) Rather than thought to be perfect or rigorous and thorough, a bounded rationality decision is considered to be just "good enough."
Diff: 2 Page Ref: 79
Objective: 4.2
Learning Outcome: Identify the different types of decisions managers make and discuss how they make decisions
63) Software programs that use a series of questions to aid humans in decision making are called
________.
A) text reading software
B) expert systems
C) group systems
D) support software
Answer: B
Explanation: B) Systems that use sequential question-asking systems to aid decision makers such as doctors who are diagnosing illnesses are called expert systems. Text reading software is used simply to decipher text. Support software is generic software for any application. Group systems are not used for decision making.
Diff: 2 Page Ref: 78
AACSB: Use of information technology
Objective: 4.2
Learning Outcome: Identify the different types of decisions managers make and discuss how they make decisions
64) Expert systems are primarily used to help what kinds of decision makers?
A) lower-level managers
B) top managers
C) senior managers
D) experts
Answer: A
Explanation: A) Expert systems are primarily used by non-experts to make high quality decisions. These non-experts are typically lower-level managers. Top managers, senior managers, or experts all may use expert systems from time to time, but the systems are designed specifically to guide
non-experts in making useful decisions.
Diff: 2 Page Ref: 78
AACSB: Use of information technology
Objective: 4.2
Learning Outcome: Identify the different types of decisions managers make and discuss how they make decisions
65) Neural networks are able to outdo the performance of humans by ________.
A) analyzing symbols
B) handling up to three variables at once
C) handling hundreds of variables at once
D) reading facial expressions
Answer: C
Explanation: C) Humans typically can only process two or three variables at once when problem solving. Neural networks can handle hundreds of variables, outdoing human performance. Analyzing symbols is incorrect because both computers and humans can analyze symbols. As yet, no computers are proficient at extracting important information by reading facial expressions.
Diff: 2 Page Ref: 78
AACSB: Use of information technology
Objective: 4.2
组织架构与职能分配表
管理体系组织架构图文件代号：WGY/QEO422-2014版本号/修改状态：E/0 页码：7/35 部门主要职责与权限 部门别职责与权限部门别职责与权限 总经办1、资料的统一管理 2、教育和培训 3、法律法规的获取 工程部 1、设计规范的管理 2、新材料数据收集 3、材料的变更及替人化工作的推进 贸易部1、信息的传达 2、出货品质的跟踪 3、满意度调查 4、客户的要求传达与合同签订 品管部 1、进货/出货物料的检验及判定 2、原材料高精度分析数据的认可 3、不合格物料的区分和处理 4、公司内部、供应商的监查 供应部1、原材料供应商的管理 2、先进先出的库房管理 3、设备的管理 生产部 1、2次加工方的管理 2、生产现场管理 3、设备的管理 . 职责分配表文件代号：WGY/QEO422-2013版本号/修改状态：E/0 页码：8/35
本 手 册 条款、内容 标准条款对照 最 高 管 理 者 管 理 者 代 表 总 经 办 品 管 部 生 产 部 工 程 部 销] 售 部 供 应 部 财 务 部 工 会ISO9001 条款号 ISO14001 条款号 GB/T28001条 款号 4.1总 要求 4.1 4.1 4.1●●○○○○○○○○4.2文 件要求 总则 4.2.1 4.4.4 4.4.4●○ 4.2.2 管理手 册 4.2.2 4.4.4 4.4.4○●○○○○○○○○ 4.2.3 文件控 制 4.2.3 4.4.5 4.4.5○●○○●○○○○ 4.2.4 记录控 制 4.2.4 4. 5.4 4.5.3○●○○○○○○○ 5.1管 理承诺 5.1●○○○○○○○○○5.2以 顾客为 关注焦 点 5.2○○○○○○●○○○ 5.3质 量/环 境/安 全管理 方针 5.3 4.2 4.2●○○○○○○○○○ 5.4.1 目标、 指标 5.4.1 4.3.3 4.3.3●●○○○○○○○○ 5.4.2 管理体 系策划 5.4.2●●○○○○○○○○5.4.3
年度目标计划表
年度质量目标计划 年度质量目标实施考核 篇二：公司年度目标计划表 目标计划表 表8—1 xx销售公司年度工作目标协议 目标期限：自年月日至年月日 任职者直接主管签字： 签字： 时间：年月日时间：年月日 表8—2 xx销售公司目标计划单 执行部门（人）： 表8—3 xx销售公司目标计划单 执行部门（人）： 篇三：年度工作计划书 2008 年度工作计划书 目录 一．销售策略指导和行业目标 二．总体销售目标 三．部门运作 四．营销基本理念和基本规则 五．价格及渠道销售的策略 六．售后服务体系 七．部门各项收益及开支明细八．内部人员管理制度 九．附属文件 一．销售策略指导和行业目标： 1．安防行业内知名系统集成供应商。 2．迎合市场变化，建立自己的品牌优势。 3．以集成项目带动整个产品线的销售和发展。 4．培养产品分销性质的客户，区域分销商将是我们的重点发展目标； 5．强调两个重点；大力发展重点区域和重点代理商对完成我们的销售目标 具有非同寻常的意义。 6．重点发展以下行业： （1）住宅（智能小区）（2）教育，政府，（3）电力，电信 7．采取有下朝上的销售策略：具体为发展小型的经销商，加强销售团队 力度来完成。 8．用整体的解决方案带动整体的销售：要求我们的产品能形成完整的解 决方案并有成功的案例，由此带动全线产品的销售。 9．遍地开花，中心城市和中小城市同时突破。大小互动：以产品的销售 带动系统集成销售，以系统集成项目促进产品的销售。 10．实际的出货量决定产品的知名度，每一个产品都是一个强有力广告。 11．大力培养需加工的客户（贴牌，oem性质），迅速促进产品的销量及 营业额的提高。 二．总体销售目标：
部门工作职责分配表
项目确认与手续办理基建项目可行性研究 组织主导参与参与 新项目、新工厂的选址、分析评估参与组织 厂房合理布置方案提供参与参与参与工程开发前期准备工作及有关报建协助完成协助协助跟进基建项目开发规划及投资控制跟进参与参与参与承办新工厂项目工程工艺设计、布局推进协助协助主导 新项目前期相关部门讨论沟通方案确认推进主导参与参与 制定项目总体设计工作计划组织协助协助协助编制 评估基建项目可行性研究，基建项目策划、组织编制参与参与参与设计及相关工作 项目设计方案提供参与参与参与 工程项目政府关系维护、公关，各项政府跟彳井协助协助协助负责手续办理 招商投标 了解设备安装施工队伍和设备厂家各项资 核实参与执行组织质情况 设备的招标工作督办协助协助承办统筹招标领导小组选好施工队伍和供货商组织协助协助协助协助组织工程建筑相关项目的招标工作督办协助承办统筹设计招投标工作督办承办协助协助统筹 设计单位相关工作 考察、优选、管理设计单位承办协助协助统筹基建项目策划、设计及相关工作承办协助协助统筹本项目设计方案、技术方案的比较、论证 工作承办协助协助统筹项目立项、环评、安评、卫评前期工作协助承办协助协助统筹设计、施工方案会审承办协助协助统筹组织监理单位、施工单位评审工程建筑相参与参与主导关项目施工图及参与施工图交底协助参与参与主导 施工管理 监理公司做好图纸会审检查协助协助督办现场施工督导督导管控施工现场出现的问题跟进分析分析组织解决
[H质量、进度、投资三大控制 施工过程中形成的技术图纸资料进行整理归档 施工前场地准备工作督办 收集 参与参与 专项负责 协助 参与 专项负责 协助 负责 全面负责 全面负责 米购 工程项目所有设备、材料的采购执行协助参与参与主导采购物料的售后服务跟进执行 供应商的维护和管理执行 项目所需设备、材料的采购计划的统计协助参与参与参与主导合同起草协助编制参与参与主导工程合同谈判组织协助参与参与复谈零星项目、抢修项目或不易招标的项目，负 责直接委托施工单位 主导协助协助督办配合采购中心签署委托合同接口 造价/价格评审执行协助协助协助核查控制 材料、成品及半成品的质量协助检查检查抽查项目质量的监督稽察稽察保证施工进度计划跟进负责负责保证技术上可行的优化方案参与参与参与审批负责施工过程中的一般设计变更参与参与参与审批提供变更工程量复核审核审核审批现场签证监查执行执行督导月进度工程量和结算工程量审核执行执行执行督导 项目在实施过程中设备的质量、进度、投资 三大控制 跟进 参与执行执行全面负责 工程设计方案及施工图阶段评审参与参与全面负责自建施工队伍管理、成本控制、安全管理、 施工质量管理 协调全面负责进场工程建筑材料、设备的到货验收执行执行组织无监理单位的项目，负责工程监理执行执行全面管理工程质量、进度、成本和安全文明施工管理 检查全面管理对监理单位、施工单位进行监督和管理检查全面管理运作管理
指标综合及权重分配(优推材料)
实验：指标综合及权重分布 一、实验目的： 掌握利用德尔菲法以及层次分析相结合的方法选指标及分配权重。 二、实验准备： 北京地区的各投入产出指标，如下表： 三、实验步骤：
1. 建立递阶层次结构 应用AHP解决实际问题，首先明确要分析决策的问题，并把它条理化、层次化，理出递阶层次结构。 AHP要求的递阶层次结构一般由以下三个层次组成：目标层（最高层）：指问题的预定目标；准则层（中间层）：指影响目标实现的准则；措施层（最低层）：指促使目标实现的措施；通过对复杂问题的分析，首先明确决策的目标，将该目标作为目标层（最高层）的元素，这个目标要求是唯一的，即目标层只有一个元素。 2. 构造判断矩阵并赋值 根据递阶层次结构就能很容易地构造判断矩阵。构造判断矩阵的方法是：每一个具有向下隶属关系的元素（被称作准则）作为判断矩阵的第一个元素（位于左上角），隶属于它的各个元素依次排列在其后的第一行和第一列。重要的是填写判断矩阵。填写判断矩阵的方法有：大多采取的方法是：向填写人（专家）反复询问：针对判断矩阵的准则，其中两个元素两两比较哪个重要，重要多少，对重要性程度按1-9赋值（重要性标度值见下表）。 表1 重要性标度含义表 设填写后的判断矩阵为A=(a ij)n×n，判断矩阵具有如下性质： (1) a ij〉0；(2) a ji=1/ a ji；(3) a ii=1
根据上面性质，判断矩阵具有对称性，因此在填写时，通常先填写a ii =1部分，然后再仅需判 及填写上三角形或下三角形的n(n-1)/2个元素就可以了。在特殊情况下，判断矩阵可以具有传递性，即满足等式：a ij *a jk =a ik 当上式对判断矩阵所有元素都成立时，则称该判断矩阵为一致性矩阵。 3. 层次单排序（计算权向量）与检验 对于专家填写后的判断矩阵，利用一定数学方法进行层次排序。层次单排序是指每一个判断矩阵各因素针对其准则的相对权重，所以本质上是计算权向量。计算权向量有特征根法、和法、根法、幂法等，这里简要介绍和法。 和法的原理是，对于一致性判断矩阵，每一列归一化后就是相应的权重。对于非一致性判断矩阵，每一列归一化后近似其相应的权重，在对这n 个列向量求取算术平均值作为最后的权重。具体的公式是： ∑∑ a a n 1 =j n 1 =k k l ij i n 1=W 需要注意的是，在层层排序中，要对判断矩阵进行一致性检验。在特殊情况下，判断矩阵可以具有传递性和一致性。一般情况下，并不要求判断矩阵严格满足这一性质。但从人类认识规律看，一个正确的判断矩阵重要性排序是有一定逻辑规律的，例如若A 比B 重要，B 又比C 重要，则从逻辑上讲，A 应该比C 明显重要，若两两比较时出现A 比C 重要的结果，则该判断矩阵违反了一致性准则，在逻辑上是不合理的。 因此在实际中要求判断矩阵满足大体上的一致性，需进行一致性检验。只有通过检验，才能说明判断矩阵在逻辑上是合理的，才能继续对结果进行分析。 一致性检验的步骤如下。 第一步，计算一致性指标C.I.（consistency index ） 1..max --= n n I C λ
年度质量目标分解表
2013年质量目标分解表 部门：总公司 一、公司质量总目标： 1、产品检验一次合格率≥90%； 2、顾客满意度达到90%以上； 二、部门分解措施； 1、到2013年底产品平均抽检合格率达90%，以后每年应有所递增2%以上，最终达到98%的合格率。 2、到2013年底顾客满意度达到90%以上；以后每年应有所递增2%以上，最终达到95%以上。 三、具体实施措施： 1、本公司各部门要严格按照本公司质量管理体系文件执行，体系运行过程中应不断加强本公司管理层及员工的质量意识；加强技术管理工作，不断改进技术水平，以提高产品质量；质检部门加强质量监管力度；加强各车间工序管理，每道工序应做到不让不合格品流入下道工序；加强对产品质量的分析统计，为产品质量的不断改进提供决策。 2、在本公司内部牢固树立“以顾客为关注焦点”，“持续改善品质”的思想，不断提高产品质量、服务质量；加强企业内部管理，不断降低成本，为顾客提供性价比最高的产品。 3、销售部门作为企业对外的窗口，要加强与顾客的沟通，要树立顾客是上帝的经营理念，做好售前、售中、售后各项服务，针对顾客的不同需求，要尽力做好各项接待等工作，使顾客满意。 2013年质量目标完成情况 注：本表年终按实际完成情况进行统计，作为下年度编订计划的参考依据。 2013 年质量目标分解表 部门：技术部 部门分解措施
1、图纸一审合格率≥90%； 2、图纸审核及时率≥90% 具体实施措施 1、图纸到位时间的可计划性，加强与设计院的联系，争取能够给设计院建立评价体系，根据实际图纸质量和周期来给予报酬。 2、培养具备合格审图能力的图纸审核员2名，公司负责提供外部专业培训1-2次，内部培训不少于12次，提高技术部图纸审核员审图及制图能力。 3、制定图纸审核员绩效考核表，将固定工资改为岗位工资+绩效工资的模式，提高其责任心。 4、图纸审核在图纸达到后2个工作日内完成。 图纸审核合格率=质量部二审图纸合格数量/审核图纸总数*100%; 图纸审核及时率=技术部审核周期≤2天的图纸数量/审核图纸总数*100%。 2013年质量目标完成情况统计表 2013年质量目标分解表 部门：采购、销售部 目标：
管理体系职能分配表.docx
精品文档附件 8 管理体系职能分配表 第1页共2页 要素管理最高 技术质量技术委授权综合办体系管理活动管理室业务室 条款号负责人负责人员会签字人公室要素者 4.1.1机构设置和职能★☆○○○○ 4.1.2公正性措施★☆☆○○○○ 4.1.3 组关键岗位人员的任 ★☆○○ 4.1命和代理 织 4.1.4 质量监督★☆ 4.1.5 保密和保护所有权★☆☆○○○○○ 4.2.1人员的配备★☆○○○○ 4.2.2人员教育★○☆○○○ 4.2 4.2.3人员 人员业务培训和考核★○☆○○○○ 4.2.4人员及其技术业绩档案 ○○○○○☆管理 4.3工作场所和环境★☆○○○☆ 4.4.1仪器设备配置★☆○○○4.4.2仪器设备管理☆○○ 4.44.4.3设备仪器设备使用与维护☆○4.4.4设施仪器设备档案○☆4.4.5仪器设备量值溯源☆☆○ 4.4.6标准物质量值溯源☆○○ 4.5.1管理体系的建立与运 ★○☆○○○○行 4.5.2 文件控制○○★○○☆○ 4.54. 5.3管理 合同评审★☆○○○☆体系 4.5.4 检测和 / 或校准分包○★☆○○☆ 4.5.5 服务和供应品的采购★☆○○☆
精品文档 附件 8 管理体系职能分配表 第 2 页共 2 页 要素管理 最高技术质量技术委授权业务综合办体系管理活动室 条款号管理者负责人负责人员会签字人室公室要素 4.5.6客户服务☆○○○○○○ 4.5.7申诉和投诉★○☆○○☆ 4.5.8 纠正、预防措施及改进★☆☆○○○○ 4.5.9 质量记录的控制★○○○ 4.5.10 技术记录的控制★○○○☆○ 4.5.11 记录的档案管理○○○○☆ 4.5.12内部审核○○☆○○○○○ 4.5.13管理评审☆○○○○○○○ 4.5.14检测和校准方法★○○○☆○ 管理体 4.5 系 4.5.15不确定度评定☆○○○ 4.5.16数据控制☆○○○ 4.5.17 抽样和样品处置☆○ 4.5.18 结果质量控制○★○○☆○ 4.5.19 能力验证与比对☆○○○○ 4.5.20结果报告的编制★☆○ 4.5.21结果报告的审核☆○ 4.5.22 结果报告的签发★○ 4.5.23 结果报告的存档○○☆ 4.6特殊 ☆○○○○情况 ★：领导职责☆：责任部门○：协助配合部门
财务报表常用指标7页
每股收益增长率 简化公式：(本期每股收益-上期每股收益)/abs(上期每股收益)*100% *ABS()取绝对值 每股收益增长率指标使用方法 1）该公司的每股收益增长率和整个市场的比较； 2）和同一行业其他公司的比较； 3）和公司本身历史每股收益增长率的比较； 4）以每股收益增长率和销售收入增长率的比较，衡量公司未来的成长潜力。 净资产收益率 资产收益率又称股东权益收益率，是净利润与平均股东权益的百分比。该指标反映股东权益的收益水平，指标值越高，说明投资带来的收益越高。 净资产收益率是公司税后利润除以净资产得到的百分比率，用以衡量公司运用自有资本的效率。还以上述公司为例。其税后利润为2亿元，净资产为15亿元，净资产收益率就是13．33％（即<2亿元/15亿元>*100％）。 净资产收益率可衡量公司对股东投入资本的利用效率。它弥补了每股税后利润指标的不足。例如。在公司对原有股东送红股后，每股盈利将会下降，从而在投资者中造成错觉，以为公司的获利能力下降了，而事实上，公司的获利能力并没有发生变化，用净资产收益率来分析公司获利能力就比较适宜。 如果说净资产收益率的年度目标值是2.8%，目前至4月末，净资产收益率为1.6%合理；净资产收益率会随着时间的推移而增长（假定各月净利润均为正数 每股未分配利润 每股未分配利润=企业当期未分配利润总额/总股本 未分配利润是企业留待以后年度进行分配的结存利润，未分配利润有两个方面的含义：一是留待以后年度分配的利润；二是尚未指定特定用途的利润。资产负债表中的未分配利润项目反映了企业期末在历年结存的尚未分配的利润数额，若为负数则为尚未弥补的亏损 每股现金流量
岗位职责分配表
××××实验室管理手册文件控制编号：×××× 第×页共×页 第六章：附录 6.2质量管理岗位职责分配表 第一版第×次修订 颁布日期：××××年××月××日 序 号 质量体系涉及人员岗位 质量体系要素名称主任技术 负责 人 质量 负责 人 综合组 组长 检测组 组长 档案资 料管理 员 仪器设 备管理 员 检测 人员 样品 管理 员 质量 监督 员 内 审 员 1 4.1组织☆○○△△○○○○○○ 2 4.2管理体系○○☆○○○○○○○○ 3 4.3文件控制☆△△△△○○○○○○ 4 4.4检测分包○△△○○○○○○ 5 4.5服务和供应品的采购☆○○○△○○○ 6 4.6合同评审☆△○△○○○○ 7 4.7申诉和投诉○○☆○○○○ 8 4.8纠正措施、预防措施和 改进 ○○☆○△○○○○○ 9 4.9记录○△△○○○○○○○○ 10 4.10内部审核○○△○○○○○○○○ 11 4.11管理评审☆○△○○○○ 12 5.1人员☆△○△△○○○○○○ 13 5.2设施和环境条件☆○△○○○○○○○ 注：☆—决策△—组织实施○—参加活动
××××实验室管理手册文件控制编号：×××× 第×页共×页 第六章：附录 6.2质量管理岗位职责分配表 第一版第×次修订 颁布日期：××××年××月××日 序 号 质量体系涉及人员岗位 质量体系要素名称主任技术 负责 人 质量 负责 人 综合组 组长 检测组 组长 档案资 料管理 员 仪器设 备管理 员 检测 人员 样品 管理 员 质量 监督 员 内 审 员 14 5.3检测方法☆○△△○○○○ 15 5.4设备和标准物质☆△△○○○○○○ 16 5.5量值溯源☆○△△○○○○ 17 5.6抽样和样品处置○☆○○△○○○○○ 18 5.7结果质量控制☆○○△○○○○ 19 5.8结果报告○☆○△○○○○注：☆—决策△—组织实施○—参加活动
管理体系职能分配表
附件8 管理体系职能分配表 第1页共2页 要素条款号管理 体系 要素 管理活动 最高 管理 者 技术 负责人 质量 负责人 技术委 员会 授权 签字人 室业务室 综合办 公室 4.1 4.1.1 组 织 机构设置和职能★☆○○○○4.1.2 公正性措施★☆☆○○○○4.1.3 关键岗位人员的任 命和代理 ★☆○○ 4.1.4 质量监督★☆ 4.1.5 保密和保护所有权★☆☆○○○○○ 4.2 4.2.1 人员 人员的配备★☆○○○○4.2.2 人员教育★○☆○○○4.2.3 人员业务培训和考核★○☆○○○○4.2.4 人员及其技术业绩档案 管理 ○○○○○☆4.3 工作场所和环境★☆○○○☆ 4.4 4.4.1 设备 设施 仪器设备配置★☆○○○4.4.2 仪器设备管理☆○○4.4.3 仪器设备使用与维护☆○4.4.4 仪器设备档案○☆4.4.5 仪器设备量值溯源☆☆○ 4.4.6 标准物质量值溯源☆○○ 4.5 4. 5.1 管理 体系 管理体系的建立与运 行 ★○☆○○○○ 4.5.2 文件控制○○★○○☆○ 4.5.3 合同评审★☆○○○☆ 4.5.4 检测和/或校准分包○★☆○○☆ 4.5.5 服务和供应品的采购★☆○○☆
附件8 管理体系职能分配表 第2页共2页 要素条款号管理 体系 要素 管理活动 最高 管理者 技术 负责人 质量 负责人 技术委 员会 授权 签字人 室 业务 室 综合办 公室 4.5 4.5.6 管理体 系 客户服务☆○○○○○○4.5.7 申诉和投诉★○☆○○☆ 4.5.8 纠正、预防措施及改进★☆☆○○○○ 4.5.9 质量记录的控制★○○○ 4.5.10 技术记录的控制★○○○☆○ 4.5.11 记录的档案管理○○○○☆4.5.12 内部审核○○☆○○○○○4.5.13 管理评审☆○○○○○○○4.5.14 检测和校准方法★○○○☆○ 4.5.15 不确定度评定☆○○○ 4.5.16 数据控制☆○○○ 4.5.17 抽样和样品处置☆○ 4.5.18 结果质量控制○★○○☆○ 4.5.19 能力验证与比对☆○○○○ 4.5.20 结果报告的编制★☆○ 4.5.21 结果报告的审核☆○ 4.5.22 结果报告的签发★○ 4.5.23 结果报告的存档○○☆4.6 特殊 情况 ☆○○○○ ★：领导职责☆：责任部门○：协助配合部门
2020年享受国务院特殊津贴人员申报指标分配表
附件1 2020年享受国务院特殊津贴人员申报指标分配表推荐单位申报指标（专业技术人才） 郑州大学7人（其中附属医院4人） 河南大学5人（其中附属医院2人）河南科技大学3人（其中附属医院1人） 河南理工大学2人 河南工业大学2人 河南农业大学2人 河南师范大学2人 河南财经政法大学2人 华北水利水电大学2人 河南中医药大学4人（其中附属医院2人） 郑州轻工业大学2人 中原工学院1人 河南工程学院1人 河南科技学院1人 河南牧业经济学院1人 新乡医学院3人（其中附属医院2人） 信阳师范学院1人 周口师范学院1人 —11—
推荐单位申报指标（专业技术人才） 许昌学院1人 南阳师范学院1人 洛阳师范学院1人 商丘师范学院1人 安阳师范学院1人 郑州航空工业管理学院1人 洛阳理工学院1人 河南城建学院1人 河南工学院1人 河南财政金融学院1人 河南广播电视大学1人 郑州铁路职业技术学院1人 黄河水利职业技术学院1人 河南经贸职业学院1人 河南应用技术职业学院1人 河南机电职业学院1人 河南艺术职业学院1人 河南轻工职业学院1人 河南测绘职业学院1人 河南地矿职业学院1人 河南省工业学校1人 —12—
推荐单位申报指标（专业技术人才）河南省电子科技学校1人 洛阳铁路信息工程学校1人 河南省教育报刊社1人河南省教育技术装备管理中心1人 河南省电化教育馆1人 河南省教育科学研究院1人河南省基础教育教学研究室1人 河南省教育厅机关服务中心1人 河南省成人教育教学研究室1人 河南省职业技术教育教学研究室1人 河南省教育信息中心1人 河南省学生资助管理中心1人 河南省实验中学1人 河南省第二实验中学1人 河南省实验小学1人 河南省实验幼儿园1人 合计79人（其中附属医院11人）说明：符合高技能人才推荐条件的人选，各单位可推荐1人。 —13—
目标分解表
益丞国际广场建设项目 安全责任目标分解表 一、生产经理安全责任目标分解表 二、技术部安全责任目标分解表 三、施工部安全责任目标分解表 四、安全部责任目标分解表 五、材料部安全责任目标分解表 六、班组安全责任目标分解表 工程地点：江门市蓬江区发展大道白石地段四号地块工程名称：益丞国际广场 业主名称：江门市蓬江区白石永灏地产开发有限公司监理单位：广州筑正工程建设管理有限公司 设计单位：广东省城乡规划设计研究院 施工单位：中国建筑第四工程局有限公司 安全责任目标分解表
施工单位：中国建筑第四工程局有限公司 工程名称：益丞国际广场 部门、班组、个人生产经理责任人： 安全生产目标、指标 项目目标值 死亡事故事故频率控制零重伤事故事故频率控制零轻伤事故事故频率控制3‰建立和完善项目安全生产责任制符合要求保证国家安全生产法规和企业安全生产规章制度在项目上 贯彻落实 符合要求负责组织制定项目安全管理目标和考核制度符合要求建立和完善项目安全生产管理和责任体系，保证其有效运行符合要求保证专（兼）职安全人员的配备，并在班组设立兼职安全员齐全组织落实施工组织设计或施工方案中的施工安全技术措施符合要求编制施工计划时将安全防护设备、设施的实施同时纳入计划符合要求组织对项目各类人员进行安全思想、安全知识和安全技术教 育，严格遵守操作规程 符合要求保证本项目安全生产所必须的资金投入符合要求进行爆破、吊装等危险作业时，必须安排专门管理人员进行 现场安全管理，确保操作规程和安全措施的落实 符合要求定期组织项目上管理人员进行安全生产检查，发现的事故隐 患，立即排除 符合要求配备必要的应急求援器材、设备，并进行经常性维护、保养， 保证正常运转 符合要求负责对工伤事故的处理和报告按有关规定 文明施工目标负责组织制定施工现场CI策划实施方案各项内容齐全负责组织落实施工现场CI工作的实施各项内容落实建立完善项目文明施工责任制和责任体系，保证其有效运行符合要求 保证国家、地方、企业文明施工规定在项目上贯彻落实符合要求 保证专（兼）职文明施工负责人的配备，并在班组设立兼职 文明施工负责人 符合要求 组织落实施工组织设计、方案中的文明施工措施及计划符合要求 组织对项目各类人员进行文明施工教育符合要求 定期组织项目上管理人员进行文明施工检查，发现不文明行 为，立即排除 符合要求 负责组织CI和文明施工各级验收工作按规定 制表：审核：制表日期：2013年2月25日安全责任目标分解表