QUESTION 4 Read the following case and answer ALL questions that follow. Many management decision theories tend to highlight the role of uncertainty and complexity in a normative framework (Harvett, 2013 Degan, 2013). However, a lot still remains unknown about how decision makers make sense of the reality of uncertainty and complexity in problem-solving, and consequently how such perceptions inform different approaches to decision-making. Sensemaking is a process of engaging with complex and d dynamic environments that provides organisations and their leaders with a flexible and agile model of the world (Marshall, 2016). At a fundamental level, the dynamics of managerial sensemaking of complexity and uncertainty are yet to be explored. The distance between rationality and behaviour is bridged by the concept of decision. A decision is essentially the process of settling on a choice and rationality is a criterion used in the decision that is theoretically grounded on the presupposition that the decision makers are intendedly rational (Barros, 2010: 57). Ultimately, a companys value is just the sum of the decisions it makes and executes (Blenko, Mankins & Rogers, 2010: 56). Research further suggests that demographically and culturally diverse teams draw from a broader mix of experiences, attitudes, cultures, worldviews, social perspectives and perceptibilities, and personalities, and can offer different strategic interpretations of complex and uncertain situations. Thus, dissimilar team members sensemaking contributes to better decision outcomes and firm performance (Waldeck, 2007: 42 Rouleau & Balogun, 2010:953). Mr H. Modise, a business researcher, is conducting a study with the aim of investigating the relationship between managerial sensemaking of uncertainty and complexity and business performance. Using a case study of thirty technology firms in the city of Johannesburg, he has formulated the following sets of null and alternative hypotheses to answer three research questions: Hypothesis 1: H0 : Management team diversity has no significant impact on organisational sensemaking capacity. H1 : Management team diversity has a significant impact on organisational sensemaking capacity. Hypothesis 2: H0 : Management team diversity has no significant impact on business performance. H1 : Management team diversity has a significant impact on business performance. Hypothesis 3: H0 : The ability to make sense of complexity is independent of managerial experience. H1 : The ability to make sense of complexity is independent of managerial experience. 4.1 Specify the aim of Mr Modises study. (2 marks) Formulate the THREE (3) research objectives and the THREE (3) research questions of Mr Modises study. 4.2 (6 marks) A colleague of Mr Modise has questioned why the background information on the study refers to uncertainty however, no consideration was given to uncertainty in the statements of hypotheses. Thus, to achieve the aim of the study, he has recommended that an additional hypothesis should be framed around management sensemaking of uncertainty and business performance. (2 marks) In this regard, formulate an additional set of null and alternative hypotheses that for the study.