Assignment 3

Part 1: Vocabulary
 Match the words with their meanings.
1. replace a. choice or option.
2. ideal b. encouragement or stimulus.
3. incentive c. provide a substitute for.
4. framework d. declare or set forth in words.
5. alternative e. dependable.
6. reliable f. possible.
7. feasible g. structure.
8. state h. existing only in the mine; often not real or practical.
9. simplified i. a general examination of someone or something.
10. survey j. to make something simple or easier to understand.
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C F B G A E H D J I

Part 2: True / False questions

 Are the statements below True or False?
1. The most important step in the decision-making process is to choose the best alternative.
2. Defining the expectation involves stating the expected result when the problem has been solved.
3. There are many different sources that we can gather data for an accurate decision-making.
4. It is extremely easy to develop feasible alternatives for a good decision making.
5. If the alternative chosen in the last step does not achieve the result, it must be redeveloped and chose a
different one.

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T F T F T

Part 3: Gap filling

 Read the passage below and fill in the gaps.
A. reliable B. solutions C. expenditure D. statistical E. valid F. limitations G. prerequisites

Decision makers rely on data to develop potential ……………… to a problem; therefore, the accumulation of
…………….. data is an important aspect of the decision-making process. Decision makers evaluate their data to
make sure that the information is indeed………………. . Validity may be determined by age of data, size of their
……………….. sample, method used to obtain the data, and so forth. There are ………………… as how much
time and money a decision maker can devote to gathering data, so the ………………… of time and money is
determined by the importance of the problem. Although the accumulation and analysis of reliable data are
………………… for the development of feasible alternatives to a problem, having reliable data does not,
unfortunately, guarantee that a solution will be found.

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B A E D F C G
Part 4: Reading
 Read the passage below and answer the questions.
The Decision‐Making Process
Quite literally, organizations operate by people making decisions. A manager plans, organizes, staffs, leads, and
controls her team by executing decisions. The effectiveness and quality of those decisions determine how successful
a manager will be.

Managers are constantly called upon to make decisions in order to solve problems. Decision making and problem
solving are ongoing processes of evaluating situations or problems, considering alternatives, making choices, and
following them up with the necessary actions. Sometimes the decision‐making process is extremely short, and
mental reflection is essentially instantaneous. In other situations, the process can drag on for weeks or even months.
The entire decision‐making process is dependent upon the right information being available to the right people at
the right times.

The decision‐making process involves the following steps:

1.Definethe problem.
2.Identify limiting factors.
3.Develop potential alternatives.
4. Analyze the alternatives.
5.Select the best alternative.
6.Implement the decision.
7.Establish a control and evaluation system.
Define the problem. The decision‐making process begins when a manager identifies the real problem. The accurate
definition of the problem affects all the steps that follow; if the problem is inaccurately defined, every step in the
decision‐making process will be based on an incorrect starting point. One way that a manager can help determine
the true problem in a situation is by identifying the problem separately from its symptoms.
The most obviously troubling situations found in an organization can usually be identified as symptoms of
underlying problems. These symptoms all indicate that something is wrong with an organization, but they don't
identify root causes. A successful manager doesn't just attack symptoms; he works to uncover the factors that cause
these symptoms.

All managers want to make the best decisions. To do so, managers need to have the ideal resources — information,
time, personnel, equipment, and supplies — and identify any limiting factors. Realistically, managers operate in an
environment that normally doesn't provide ideal resources. For example, they may lack the proper budget or may
not have the most accurate information or any extra time. So, they must choose to satisfice — to make the best
decision possible with the information, resources, and time available.

1. What determine how successful a manager will be? The effectiveness and quality of decisions.
2. What does decision-making process depend on? Having the right information available to the right people
at the right times.
3. Describe the steps in decision making process in mentioned in this reading.
-Identify limiting factors.
-Develop potential alternatives.
-Analyze the alternatives.
-Select the best alternative.
-Implement the decision.
-Establish a control and evaluation system.
4. What will happen if the problem is inaccurately defined? Every step in the decision-making process will be
based on an incorrect starting point.
5. What are the ideal resources for a manager to make a decision? Information, time, personnel,
equipment, and supplies.
6. Part 5: Comprehension
 Answer the questions below.
1. What are the six steps in the decision-making process?
2. How many alternatives to a problem should you develop?
3. How would you evaluate the best alternative to solve a problem?
4. What is decision making?
5. In which step do you have to analyze a situation and determine the its cause?