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Management at Work Gingerforge is a local company that manufactures wrought-iron garden gates. You recently ran into Paula, the CEO of Gingerforge, at Chamber of Commerce event. Paula asked for your advice on an important decision: Should Gingerforge expand its product line to include patio furniture, such as benches and tables? The CEO explained that Gingerforge just learned that its main competitor plans t start selling patio furniture next spring. Paula knows you have experience with different decision-making perspectives. Can you help make the best dedision possible? First, you explain the rational decision-making process to Paula by outlining the steps typically followed by effective decision makers. In the following table, identify the order in which these steps are usually taken. fter you review the six steps with Paula, she asks for an example of how to define the decision as she decides whether Gingerforge should st manufacturing patio furniture. Which of the following is the correct example to give to Paula? Paula would make a list of actions Gingerforge might take, such as leaving its product line as it is, adding patio furniture, or deciding to enter some other niche market (such as manufacturing wrought-iron bird cages). Paula would dedde that Gingerforge should keep its product line as it is to avoid the financal risk of making new products that may not sell, if its prionity is to strictly adhere to its current budget and the company is risk averse. Paula would assess each option in terms of feasibility, satisfactoriness, and consequences; she will want to consider how difficult or costly each option would be to implement and whether each option would provide a satisfactory financial return. Paula would articulate the specific issue to be decided: whether Gingerforge should add wrought-iron patio furniture to its product line. While Paula fikes the structure provided by the rational dedision-making process, you caution her that it has some shortcomings. Why is the rational decision-making process difficult to apply completely in many situations? Check all that apply. Managers do not always evaluate situations rationally. Managers usually have the resources to consider numerous alternatives. Managers are limited by their values and unconscious beliefs. Managers cannot always obtain complete and accurate information