Tugas Kelompok 8

S1 Akuntansi D
FEB USU
GBR 110 10.30-13.00

Oleh :

 Jojor Sinaga (180503232)

 Yosie Olivia Situmeang ( 180503233)
 Natasya Pangaribuan (180503234)
 Gregory Sinurat (180503235)
 Windi Claudia (180503236)
 Sarah Sinaga (180503237)
 Yuliance Doga (180503238)
 Umar Habibi (180503239)
Management style (management styles)
Management ability (management abilities)

A person’s management style or management ability is the way they behave as a manager or the
qualities they have as a manager.
Ware become increasingly unhappy at the new management style and he left to
join Dunlop.
They only hard questions directed at the group concerned its poor
management ability.
At Courtaulds textiles, Martin Taylor has demonstrated outstanding
management abilities.
Hierarchy (Hierarchies)
A hierarchy is a system of organizing people into different tanks or levels of importance, for
example in society or in a company.
Like most other American companies with a rigid hierarchy workers and
managers had strictly defined dutles.
…… those lower down the management hierarchy.
Common collocations
Corporate hierarchy a strict hierarchy
A rigid hierarchy
Collective
Collective actions, situations, or feelings involve or are shared by every member of a group of
people.
It was a collective decision
….. a more collective style of leadership
Decision-making
Decision-making is the process of reaching decisions, especially in a large organization or in
government.
Much of the pioneering work was based on decision-making models borrowed
from the social sciences.
She wants to see more women involved in decision making.
Crisis management
People use crisis management to refer to a management style that concentrates of solving the
immediate problems occuring in a business rather than looking for long-term solutions.
Today’s NSC is overcome, through no fault of its own,by day-to-day crisis
management.
…. A crisis management team.
Change management
Change management is a style of management that aims to encourage organizations and
individuals to deal effectively with the changes taking place in their work.
She is shopping to go into change management or IT management when she
graduates.
A key part of change management is making sure the right information is
available for people to make informed choices.
Leader (leaders)
The leader of a group of people or an organization is the person who is in control of it or in
charge of it.
…. The leader of a great marketing team.
But he never won much praise as a manager, nor as a team leader
Autocratic
Democratic
Laissez-faire
An autocratic person or organization has complete power and makes decision without asking
anyone else’s advice. Something that is democratic is based on the idea that everyone should
have equal rights and should be involved in making important decisions. A laissez-faire style or
approach is based on the idea that people should be allowed to make decisions themselves,
without interference from those in authority.
Weston’s autocratic style at the family firm had it’s critics.
NBBJ also prides itself on an open and democratic management culture.
He’s quite democratic in that he’ll listen to ideas from anybody really
*Technically, we have laissez-faire management, says droege.
*we all talk a lot the internet about what we might do*.
Subordinate (subordinates)
If someone is your subordiante, they have a less important position than you in the organization
that you both work for.
Haig tended not to seek guidance from subordinates.
 Nearly all her subordinates adores her.
Delegate (delegates, delegating, delegated)
Delegation
If you delegate duties, responsibilities, or power to someone you give them those duties, those
responsibilities, or that power so that they can act on your behalf. The delegation of
responsibility for something to another person.
He talks of travelling less, and delegating more authority to his deputies in
Britain and Australia.
Many employer find it hard to delegate.
A key factor is running a business is the delegation of responsibilities.

PRACTISE YOUR VOCABULARY

Note : bold blue sentences are the answer

1. Put the four terms into the correct place in the table:
a. Laissez-faire b. democratic c. autocratic

Management style Method

i c. Autocratic Leader makes decision. Others are informed and carry
them out
ii b. Democratic Leader discusses with others before the decision is made.
The group can influence the decision that is made.
iii a. Laissez-faire There is no formal structure to make decisions. The leader
does not force his or her views on others

2. Choose the correct answer to each question

a. If management delegate responsibility, to whom is it given?
i. superiors ii. subordinates iii. no one
b. Which of the following is least likely to delegate responsibility?
i. an autocratic ii. a democratic leader iii. laissez-faire leader
c. which of these leader is most likely to develop a strong hierarchy?
i. an autocratic leader ii. a democratic leader iii. a laissez-faire leader
d. which of these leaders is most likely to involve decision-making to individual
members of staff ?
i. an autocratic leader ii. a democratic leader iii. a laissez-faire leader
e. which of these leaders is most likely to leave decision-making to individual members
of staff?
i. an autocratic leader ii. a democratic leader iii. a laissez-faire leader
3. which book would be useful for each of these people?
a. Democratic management :
You can reap the rewards
b. Delegate
The way to clear your desk and your head
c. Crisis management system :
Planning to cope
d. Change management :
The manager’s handboo for interesting time

Bob : There are lots of new developments in our field. We need to be prepared to cope with
their effect on our firm.
c. Crisis management system :
Planning to cope
Sally : I’m always worrying that something might go wrong at the factory, or with our delivery
system. What would happen if it did?
d. Change management :
The manager’s handboo for interesting time
Ian : My boss finds it very hard to accept ideas. I need to convince her that this can be good
for the firm.
a. Democratic management :
You can reap the rewards
Geoff : I’m simply overloaded. I spend all day making decisions and meeting all kinds of
people so I never have any time to actually manage the firm.
b. Delegate
The way to clear your desk and your head

DECISION MAKING
Decision-Making 1

4. What is an important personal decision you have made? How did you make this decision?
I have made decision to choose accouting major in USU. I make this decision because I
want to be accoutant and people said that accouting major In USU is very good.
5. Can you think of a situation with a poor choice was made? Why do you think people male
poor choices?
I think a poor choice was made always difficult to decide because they don’t have money
and everything feel so expensive for them so that they choose the cheaper one usually. I
think people male poor choices something because it’s cheap and nothing else they have so
that they decide to choice and to ge out of poor condition.
6. What qualities or skills should a good decision-maker have? Do you think these qualities or
skill are natural or can they be learned?
They shoul have leadership, wisdom, clevernes, ect it can be learned and some people are
having natural skill in their blood.

Vocabulary
Below is a list terms that you find in the text. As you read “Steps in the Decision Process”,
see if you understand each term. Use this as a working list and add other term with you are
unfamiliar.
Nouns Verbs Adjectives Other
Alternatives Evaluate Ideal Somewhat
Framework State Valid Quite
Expectation Experience Reliable
Incentive Schedule Feasible
Limitation Rely on
Expenditure Replace

STEPS IN THE DECISION PROCESS

One of the most important tasks manager performs is decision-making. This may be defined
as the process of choosing a course of location (when alternatives are available) to solve a
particular problem.
5 The first step, defining the problem, perhaps the most difficult step. It involves careful
analysis of a situation in order to state the problem and determine its cause. For example, a
factory may be experiencing low production (the problem) because the
10 supervisor has failed to scheduled the work shifts in the result efficient manner (the cause)
 Defining the expectation in Step 2 involves stating the result that is expected once the
problem has been solved. The expected result after solving the problem of low production
described above.
15 would be to increase the output the factory.
Next, data are gathered about the problem. This information can be obtained from a
variety of sources: observations, surveys, or published research. Many businesses rely on
computer to process, summarize, and report data. Having sufficient data that
20 are valid and reliable is necessary for step 4
Here the decision maker develops feasible alternatives, or potential solutions to the
problem. Using the low production example, some alternatives might include: (1) replacing the
current supervisor; (2) providing the current supervisor with the
25 necessary information and training to schedule the work shifts more efficiently; and (3)
creating incentives for workers, such as higher pay or time off, in order to increase production
In the fifth step, the decision maker evaluates these alternative in terms of the expected
result of the solution (which is to
30 increase production) and limitations, such as time and money. Alternative 1, replacing the
current supervisor, does not guarantee increased production, and it would involve training for the
current supervisor, would be time consuming and somewhat.
35 expensive but should bring about increased production. Alternative 3, creating worker
incentives, may bring about increased production but would be quite expensive.
Finally, the decision maker compares the alternatives and chooses the one that has the
best potential for providing the
40 desired results in the low production example, the decision maker decides to try
providing the current supervisor with additional training because this alternative should achieve
the objective with the lowest expenditure of time and money.
The decision-making process is followed by: (1)
45 implementation of the chosen alternative (putting into action) and (2) evaluation result, it
is then as the solution.

COMPREHENSION

B. Answer the following questions the decision making process. The questions which are
starred (*) cannot be answered directly from the text. Space is provided at the end for you
to add your own questions.
1. What is decision-making? * why does the defenition include “ when alternatives are
available” ? This may be defined as the process of choosing a course of location
(when alternatives are available) to solve a particular problem.

2. What are the six step of the ideal decision making process? * how does the decision
making process that you described in the pre-reading activity compare to the ideal model
?
1.defining the problem, perhaps the most difficult step
2.Defining the expectation
3. data are gathered about the problem.
4.Having sufficient data that are valid and reliable is necessary
5.The decision maker evaluates these alternative in terms of the expected result of
the solution (which is to increase production) and limitations, such as time and
money.
6.The decision maker compares the alternatives and chooses the one that has the
best potential for providing the desired results In the low production

3. Defining the problem involves two steps. What are they ?

It involves careful analysis of a situation in order to state the problem and
determine its cause.

4. What is the expected result after solving the problem of low production ?
The expected result after solving the problem of Iow production described above
would be to increase the output the factory.

5. Where can data be obtained?

This information can be obtained from a variety of sources: observations, surveys,
or published research.

6. What does the decision maker do after obtaining data? * why must the alternatives be
“feasible”?
After obtaining data the decision maker develops feasible alternatives, or potential
solutions to the problem.

7. How does the decision maker in the evaluate the alternatives?

The decision maker evaluates these alternative in terms of the expected result of the
solution (which is to increase production) and limitations, such as time and money.
Alternative 1, replacing the current supervisor, does not guarantee increased
production, and it would involve training a new supervisor. Alternative 2, providing
additional training for the current supervisor would be time consuming and
somewhat expensive but should bring about increased production. Alternative 3,
creating worker incentives, may bring about increased production but would be
quite expensive.
 8. Why was the second alternative in the problem of low production chosen? * do you think
it was the best choice? *why or why not?
Yes, because this alternative should achieve the objective with thelowest expenditure
of time and money.

9. What follows the six steps outlined in the decision making process? * do you think
evaluation is always necessary? *explain.
I think yes. Evaluation is always needed in every step of decision making, because in
evaluation we can find out what problems occur, the causes, so we can define the
problem and get a decision in making the best solution

C. Determined which of the following statements are true and which are false. Then put T
or F in the blanks. Correct those statements which are false by rewrting them.
6. TRUE Defining the problem can be one of the most difficult steps in the decision making
process
7. FALSE Computers make final decisions many companies today
8. FALSE Another feasible alternative in the problem of low production might be to replace all
the factory worker
9. TRUE Time and money are considered in the evaluation of alternatives
10. FALSE The alternatives selected in the step 6 always solves the problem

Vocabulary exercises
C.look the terms in the left –hand column and find the correct synonyms or definition in
the right hand column ,copy the corresponding letters inthe blanks
1. dependable (e) reliable (line 20)
2. possible (f) feasible ( line21 )
3. declare;set forth (d) in words state(line 8 )
4. choice ;option (a) alternative (line 3 )
5. structure (g) framework(line 5)
6. encouragement, stimulus (b) incentive (line 26)
7. exisiting only in the mind often not real or pratical (h) ideal (line 5)
8. provide (a ) substitute (line 23)
D. discuss the following questions with a partner. In giving your answer, try to use the
italicized terms.

13. What are some incentives governments provide to encourage business and investments?
Answer : the incentives provided by the government to encourage business and investments
are :
1. Lower interest rates
2. Give tax incentives
3. Friendly trade policies
4. Contract wok
5. Grants, loans, and disbursements
14. What kind of limitations does government place on business in your country? Do you
favour of restrictions?
Answer : limitations of imports and exports. Yes, I do.

15. Many products nowadays are guaranteed to be satisfactory quality. Have you ever
purchased a product that was guaranteed? Explain.
Answer : Yes, I have. I ever bought a branded bag and after a few years, the bag wasn’t
damaged

16. What expectations do you have your future career? Do you think these expectations are
feasible?
Answer : My expectations of my future career is to be a successful person. Yes, I think my
expectations are feasible as long as I struggle for it.

17. Do you usually make personal decisions on your own or do you rely on someone else for
advice?
Answer : If I’m still able to handle it, I will make my own decisions, but if not, I will ask for
help from others
E. FILL IN THE BLANKS BELOW WITH THE MOST APPROPRIATE TERMS
FROM THE LIST
Evaluate Alteratives Rely on Validity Reliable
Ideal Limitations Guarantee Replace Expenditure

Decision makers evaluate data to develop potential solution to a problem; therefore, the
accumulation of ideal making process. Decisions makers rely on their data to make sure that it is
indeed valid. Validity may be determined by age of data, size of the statistocal sample,methods
used to obtain the data ,ect. There are alternatives as to how much time and money a decision
maker can devote to gathering data , so the limitations of time and money is determined by the
reliable data are prerequisites for the development of feasible expenditure to a problem, having
reliable data does not, unfortunately, replace that a solution will be found.

Look back at the reading to the answer these questions

1.place the six steps of the decisions making process in correct order.
Developing a. defining the problem
Defining the expectation b. defining the expectation
Choosing the best alternative c. Gathering data
Gathering data d. developing
Defining the problem e. evaluating alternative
Evaluating alternatives f. choosing the best alternatives

2. the problem of a factory experiencing low production is given in the reading . In steps 4 three
alternatives , or potencial solutions to this problem are develop. List them below . In step 5 these
alternative are evaulated in term of (1) effects on productions and (2) limitations such as time
and money. Write down the information that is provided for each alternative regarding
production and limitations.
ALTERNATIVES EFFECTS ON PRODUCTION LIMITATIONS
a replacing the current supervisor training a new supervisor no guarantee production
b providing the current supervisor providing additional training time and consume
c creating icentives for workers increased production quite expensive