Задание 2. Составьте аннотацию на русском или английском  языке. TEXT VIII

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Some decisions are of the routine kind. They are decisions 
which are made quickly, and are based on judgement. Because 
a manager is experienced, he knows what to do in certain situa-
tions. He does not have to think too much before taking action. For 
example, a supervisor in a supermarket may decide to give a refund 
to a customer who has brought back a product. The manager does 
not have to gather a great deal of additional information before 
making the decision.
Many decisions are more difficult to make since they involve 
problem-solving. Very often, they are strategic decisions invol-
ving major courses of action which will affect the future of the 
enterprise. To make good decisions, the manager should be able 
to select a course of action. In practice, decisions are usually made 
in circumstances which are not ideal. They must be made quickly, 
with insufficient information.
When a complex problem arises, like which new products to 
develop, the manager has to collect facts and weigh up courses of 
action. A useful approach to this sort of decision-making is as fol-
lows:
 defining the problem;
 analysing and collecting information;
 working out Options and
 deciding on the best solution.
As a first step, the manager must identify and define the 
problem. Consider the case of a department store which finds that 
profits are falling and sales decreasing rapidly. The falling profits 
and sales are symptoms of a problem. The manager must ask himself 
what the store’s real problem is.
Does the store have the wrong image?
Is it selling the wrong goods?
Or the right goods at the wrong prices?
Are its costs higher than they should be?
At this early stage, the manager must also take into account 
the rules and principles of the company which may affect the final 
decision. These factors will limit the solution of the problem.

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One company may have a policy of buying goods only from 
home suppliers; another firm might, on principle, be against making 
special payments to secure a contract; many enterprises have a rule 
that managerial positions should be filled by their own staff, rather 
than by hiring outside personnel. Rules and policies like these act 
as constraints, limiting the action of the decision-taker.
The second step is to analyze the problem and decide what 
additional information is necessary before a decision can be taken. 
Getting the facts is essential in decision-making. However, the 
manager will rarely have .all the knowledge he needs. This is one 
reason why making decisions involves a degree of risk: It is the 
manager’s job to minimize that risk.
Once the problem has been defined and the facts collected, 
the manager should consider the options available for solving it. 
This is necessary because there are usually several ways of solving 
a problem. In the case of the department store, the management 
may decide that the store has the wrong image. A number of ac-
tions might be possible to change the image. New products could 
be introduced and existing lines dropped; advertising could be 
stepped up; the store might be modernized or customer service 
might be improved.
Before making a decision, the manager will carefully assess 
options, considering the advantages and disadvantages of each one. 
Having done this, he will have to take a decision.

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