You submitted this quiz on Mon 14 Oct :41 PM PDT (UTC -0700). You got a score of out of

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1 Feedback Week 2 - Quiz Help You submitted this quiz on Mon 14 Oct :41 PM PDT (UTC -0700). You got a score of out of Question 1 Logic of Consequence vs Logic of Appropriateness In questions 1-4, please identify whether each of the following four decision justifications reflects a logic of consequence or a logic of appropriateness approach to decision making. I made my choice after determining that the expected costs were outweighed by the expected benefits. Logic of consequence Logic of appropriateness Question 2 As a member of the military, I did what someone in the military is expected to do. Logic of consequence Logic of appropriateness 1/9

2 Question 3 I choose not to steal because stealing is wrong. Logic of consequence Logic of appropriateness Question 4 I choose not to steal because the value of what I could gain from stealing is not worth the risk of getting caught and put in jail. Logic of consequence Logic of appropriateness Question 5 Which of the following are necessary in order to make fully or ideally rational decisions (select all that apply)? Knowledge of all your possible actions or choices. Knowledge of the consequences associated with each 2/9

3 Knowledge of the consequences associated with each possible action or choice. Knowledge of your preferences. In other words, you need a way of ranking possible consequences in terms of their desirability. More time, information, and attention than most people possess in most situations. Total / Question 6 Bounded Rationality vs Full Rationality Which of the following statements about boundedly-rational (or satisficing) and fully-rational decision-makers are true (select all that apply)? Unlike a fully rational decision-maker who always considers every possible alternative, a boundedly-rational decisionmaker starts by considering a subset of alternatives. Unlike a fully rational decision-maker who selects the best possible alternative, a boundedly-rational decision-maker selects the first alternative he or she encounters that is good enough. Unlike a fully rational decision-maker, a boundedly-rational decision-maker does not employ logic or systematic thinking. Bounded-rationality is a more accurate description than full rationality of how people usually make decisions. 3/9

4 rationality of how people usually make decisions. Total / Question 7 Logic of Consequence and Logic of Appropriateness True or false: According to the logic of appropriateness, individuals attempt to match rules and identities to situations in order to determine a course of action. True Question 8 Logic of Consequence and Logic of Appropriateness True or false: Employing a logic of appropriateness rather than a logic of consequence simplifies decision-making by reducing the amount of ambiguity and uncertainty one faces. True Question Explanation 4/9

5 : While a logic of appropriateness may mean less ambiguity and uncertainty about consequences and preferences, one may still face a great deal of ambiguity and uncertainty attempting to identify situations, identities, and rules. Question 9 Logic of Consequence and Logic of Appropriateness True or false: The logic of appropriateness focuses on rules, traditions, and standard operating procedures, as opposed to means-end rationality or cost-benefit analysis. True Question 10 Logic of Consequence and Logic of Appropriateness True or false: The logic of appropriateness and the logic of consequences are equally concerned with the expected consequences of a particular action. True Question Explanation As the name suggests, the logic of consequences places great emphasis on outcomes. The logic of appropriateness, however, often demands behavior with little or no regard for its 5/9

6 consequences. Question 11 Rational Actor Model Which of the following are associated with the Rational Actor Model as opposed to the Organizational Process Model (select all that apply)? The assumption that actions are taken by intentional actors for the achievement of known goals or purposes A focus on organizational routines The evaluation of options and their consequences The use of standard operating procedures Tradition and heuristics The use of power, coalition building, and compromise Total / Question 12 The Bureaucratic Politics Model Which of the following are characteristic of the Bureaucratic Politics Model (select all that apply)? The assumption of a unified actor without competing objectives Coalitions formed through political processes 6/9

7 Negotiation among organization members The use of power and points of leverage in bargaining processes that determine coalitions and organizational action Total / Question 13 Rational Actor, Organizational Process, and Bureaucratic Politics Models Which of the following statements are true (select all that apply)? The Rational Actor, Organizational Process, and Bureaucratic Politics models can all help us better understand an organization s behavior, but they all have their limitations as well. The Rational Actor Model is best for understanding how an organization reacts to a crisis. The Organizational Process Model is best for understanding how an organization plans for a crisis. The Bureaucratic Politics Model is best for understanding how an organization changes a tentative decision it has already reached. There is some concern that the Rational Actor Model may exaggerate an individual's or an organization's agency. The Rational Actor, Organizational Process, and Bureaucratic Politics models can be combined and synthesized to achieve a more thorough and nuanced understanding of organizational behavior. Total / 7/9

8 Question 14 Chicago Public Schools True or false: The first reform effort was characterized by an anti-bureaucratic philosophy, decentralization of power, and Democratic leadership. True Question 15 Chicago Public Schools True or : The second reform effort was characterized by an emphasis on accountability, centralization of power, and Republican leadership. True Question /9

9 True or false: Following a crisis, reform efforts in organizations will often attempt to centralize power and control. True 9/9