a. minimizes interaction with people when working.
b. bases her decisions on facts.
c. finely tunes her intuition.
d. emphasizes politics in her decision making.
a. “Don’t politic, use data.”
b. “Politic, don’t use data.”
c. “Pay for your own lunch while on a business trip.”
d. “Donate 10 percent of your gross income to charity.”
a. based on a collection of subjective opinions..
b. a qualitative forecasting method.
c. both a & b
d. a quantitative forecasting method.
a. customers often demand forecasts before they purchase equipment.
b. forecasts accurately describe a company’s history.
c. forecasts are good for spotting errors in current operations.
d. spotting trends can give you an edge over the competition.
a. equation with two variables.
b. chart or graph showing past trends and predicted future trends.
c. verbal summary of expert opinions.
d. pie chart of the various components of the analysis.
a. prudence trap.
b. overconfidence trap.
c. recallability trap.
d. subjective thinking trap.
a. planned and actual work.
b. past and present.
c. time and motion.
d. price and cost.
a. amount of time consumed by events.
b. completion date for projects.
c. time required to complete activities between events.
d. average of the optimistic and pessimistic times.
a. shortest completion time.
b. longest completion time.
c. most probable time.
d. pessimistic time.
a. Bureau of Labor Statistics estimates.
b. the intuition of someone new to the task.
c. the intuition of a well-experienced worker.
d. a frequency distribution of estimates.
a. job satisfaction associated with the task.
b. amount of resources to needed to accomplish the job.
c. productivity bonuses paid to workers who finish on schedule.
d. starting day of the project.
a. fixed costs and fixed revenues are equal.
b. variable costs and variable revenues are equal.
c. the units produced equal the units sold.
d. total costs and total revenues are equal.
a. increase in sales.
b. increase in costs.
c. amount of profit.
d. volume of activity.
a. remains constant no matter how many units are produced.
b. covers the initial capital expenditures.
c. covers everything but employee compensation.
d. declines after the break-even point has been reached.
a. the alternative solutions available to solve a problem.
b. cause and effect relationships.
c. how much inventory to keep on hand.
d. the states of nature.
a. you calculated how much revenue is needed to break even.
b. your business were sold within 30 days.
c. a particular decision is made a large number of times.
d. you took a poll of what people want.
a. evaluating costs over the life of a project.
b. making a sequence of decisions.
c. estimating the length of time required to achieve given return on investment.
d. determining when to drop a product line.
a. right size orders to take.
b. break-even point for storing inventory.
c. break-even point for sales orders.
d. right amount of inventory to store.
a. the supplier can deliver.
b. the manufacturer has shelf space.
c. it can be bought at the right price.
d. it is needed.
a. supply-chain management
b. as lean manufacturing because waste of “fat” is minimized.
c. operations management.
d. as custom manufacturing.
a. cards, to communicate production requirements from the final point of assembly to the manufacturing operations that precede it.
c. both a & b
d. shipping directly from suppliers.
a. by shipping directly from one of your suppliers.
b. the first goods you obtained last
c. the last goods you obtained first.
d. the first goods you obtained first.
a. an inventory method
b. a bar graph that ranks types of output variations by frequency of occurrence.
c. a forecasting tool.
d. a scenario for the future
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