NAME ______________________________________ MAT. NO.

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FACOLTA’ DI STUDI UMANISTICI

PROVA SCRITTA LINGUA INGLESE 3

Tutti i CdL Triennali

3rd Year Exam 9 and 12 credits 3RD JULY, 2017 1 hour 15 minutes

Reading Comprehension, Word Formation, Verb Tenses

and Keyword Transformations
ACADEMIC STUDIES OF THE DECISION-MAKING PROCESS IN BUSINESS

1. In a theoretical model of decision-making, a decision is defined as the process of selecting

one option from among a group of options for implementation. Decisions are formed by a
decision maker, the one who actually chooses the final option, in conjunction with a decision
unit, all of those in the organization around the decision maker who take part in the process.
In this theoretical model, the members of the decision unit react to an unidentified problem
by studying the problem, determining the objectives of the organization, formulating options,
evaluating the strengths and weaknesses of each of the options, and reaching a conclusion.
Many different factors can have an effect on the decision, including the nature of the problem
itself, external forces exerting an influence on the organization, the internal dynamics of the
decision unit, and the personality of the decision maker.

2. During recent years, decision-making has been studied systematically by drawing from
such diverse areas of study as psychology, sociology, business, government, history,
mathematics, and statistics. Analyses of decisions often emphasize one of three principal
conceptual perspectives (though often the approach that is actually employed is somewhat
eclectic).

3. In the oldest of the three approaches, decisions are made by a rational actor, who makes a
particular decision directly and purposefully in response to a specific threat from the external
environment. It is assumed that this rational actor has clear objectives in mind, develops
numerous reasonable options, considers the advantages and disadvantages of each option
carefully, chooses the best option after careful analysis, and then proceeds to implement it
fully. A variation of the rational actor model is a decision maker who is a satisfier, one who
selects the first satisfactory option rather than continuing the decision-making process until
the optimal decision has been reached.

4. A second perspective places an emphasis on the impact of routines on decisions within

organizations. It demonstrates how organizational structures and routines such as standard
operating procedures tend to limit the decision-making process in a variety of ways, perhaps
by restricting the information available to the decision unit, by restricting the breadth of
options among which the decision unit may choose, or by inhibiting the ability of the
organization to implement the decision quickly and effectively once it has been taken. Pre-
planned routines and standard operating procedures are essential to coordinate the efforts of
large numbers of people in massive organizations. However, these same routines and
procedures can also have an inhibiting effect on the ability of the organization to arrive, at
optimal decisions and implement them efficiently. In this sort of decision-making process,
organizations tend to take not the optimal decision but the decision that best fits within the
permitted operating parameters outlined by the organization.

5. A third conceptual perspective emphasizes the internal dynamics of the decision unit and
the extent to which decisions are based on political forces within the organization. This
perspective demonstrates how bargaining among individuals who have different interests
and motives and varying levels of power in the decision unit leads to eventual compromise
that is not the preferred choice of any of the members of the decision unit.
6. Each of these three perspectives on the decision-making process demonstrates a different
point of view on decision-making, a different lens through which the decision-making process
can be observed. It is safe to say that decision making in most organizations shows marked
influences from each perspective; i.e., an organization strives to get as close as possible to the
rational model in its decisions, yet the internal routines and dynamics of the organization
come into play in the decision.

1. It can be inferred from the information in paragraph 1 that the theoretical decision-
making process

A involves only the decision maker.

B requires the contemplation of numerous options.

C is made without the decision unit.

D does not work in real situations.

2. In paragraph 2 we are told that that when a decision is examined, it is analysed

A from the viewpoint of 7 different disciplines. (No. the list says “such as…….” indicating a
choice from among the seven , not all seven)

B. using 3 different areas of study .(No. Says it often uses 1 of 3)

C. using several disciplines to complete their study. ( Yes. Approach is somewhat eclectic)

D. using only one area of study. ( No . often 1 of 3 , not ONLY. Indeed it is eclectic)

3. It can be inferred from paragraph 3 that a rational actor would be least likely to

A deal with a specific threat (NO.His job is precisely to deal directly and purposefully in
response to a specific threat)

B work in a random fashion YES . he would not do this because he is precise. He

considers the advantages and disadvantages of each option carefully, chooses the best option
after careful analysis

C ponder various options ( NO. This contradicts the passage . See B)

D consider disadvantages of options (NO. Passage states that he does . He considers the
advantages and disadvantages.
4. Which sentence best expresses the essential information in paragraph 4?

A Set routines within organisations tend to constrain decisions.

B Procedures are needed to ensure that decisions are implemented quickly and effectively.

C Organisations need to set up strict procedures to maximize the effectiveness of decisions.

D Organisations restrict information because they know decision-making will be optimized.

(B and C would be conclusions drawn by reader. They are an opinion but are neither stated nor
implied)

D is false. It is not stated.

5. In paragraph 5 we learn that sometimes

A The decision is influenced by government.

B the most powerful people always influence the decision.

C The decision does not completely satisfy anyone. (YES compromise that is not the
preferred choice of any of the members)

D One always has to compromise with politicians.

6. Which of these sentences best sums up the author’s information?

A Although there are many factors influencing decision making, one usually dominates.

B A complete understanding of the decision- making process is necessary in order to arrive

at a good decision.

C There are different models of decision- making processes, but it is usually a combination
of these which is seen in the actual process.

D Businesses need to be more dynamic in order to increase profit margins. (NO. not stated
conclusion arrived at by common sense or logic but not a summing up of the author’s opinion )
WORD FORMATION
Giving a speech in business
Giving the ideal speech in business is a matter of (1) ..............(CONFIDENT) in
yourself and in what you're going to say. This may be more (2) ............... (EASY)
said than done, but part of the answer lies in your (3) .............. (PREPARE) work.
Note down your key points, (4) ..............(PREFER) on postcards or other small
slips. Don't make the mistake of trying to script your speech word for word.
Some people suffer from (5)………………..(SECURE) if they are without such
props, but when you come to deliver your speech it will sound (6)
...............(NATURE), so be careful!

Keep it brief. It's no good saying afterwards, 'I delivered it well but they the
clients fell asleep.' To get their (7) ..........(ATTEND), begin your speech with a few
arresting thoughts or phrases, but steer clear of jokes. As a (8) ..............( BEGIN),
you'll show your (9) .............. (NERVOUS) in your face as you worry about
whether your joke will succeed or not. Be a top-class speaker - not an amateur
(10) ...............( COMEDY)

1 CONFIDENT __________confidence___________________________________

2 EASY ___________easily__________________________________________

3 PREPARE_______preparatory_________________________________________

4 PREFER____________preferably______________________________________

5 SECURE……………insecurity……………………………………

6 NATURE……………unnatural……………………………….…

7 ATTEND……………attention…………………………………..

8 BEGIN……………beginner……………………………………

9 NERVOUS…………nervousness………………………………….…
10 COMEDY……………comedian……………………………..…

NAME ______________________________________ MAT. NO. ______________

VERB TENSES
Insert the correct tense of the verb in brackets. Each verb carries 1 point. You
must only use a tense. Do not add other structures (modals and negative
auxiliaries are allowed)

1. When Tom got to the office, the meeting ……had

started……..…..……………(start) , so he apologised for arriving late.

2. By 2025 the Chinese economy ……will have slowed……………………….(slow

down) so much that they will already be in the midst of a full financial crisis.

3. This time next year, I …will be working………………...………………….(work) in my

new job in Dubai.

4. …Had I taken……………………….(I/ take) the job offer in Hong Kong 2 years ago,
I …would have already been promoted……………………….(already/promote) to
regional director by now.

5. Sorry I’m late. How long …have you been waiting…………………………(wait)

here for me?

6. Isn't it about time we …brought…………….(bring) in our legal team to look at

the problem?

7. I'll never forget ……going………….…….(go) to Hong Kong for the first time. It
was in 2001. It meant ……flying……………..(fly) for 12 hours but it was well worth
it.

8. That was the third time that our company …had made…………………...(make ) a
poor decision resulting in a lost contract.
NAME ______________________________________ MAT. NO. ______________
SENTENCE TRANSFORMATION
Complete the second sentence so that it has the same meaning as the first.
You must use a maximum of 6 words including the key word given in capital
letters. Each sentence carries 2 points.

1. I regret not being able to help you more.

WISH

I …wish I had been able to………………………………………..help you more.

2. He had just got to his office when his boss gave him the news.

SOONER

…No sooner had he got……………………………………. to his office than his boss gave
him the news.

3 It looks as though the research confirmed our theory.

APPEARS

The … research appears to have confirmed…………… our theory.

4. Perhaps he was speaking to his boss when you phoned him.

MIGHT
He……might have been speaking to……………………………………………. his boss when
you phoned him.

5. He advised them to postpone the meeting until after the results had come
back.

PUT

He suggested …putting off…/ they put off……………………….. the meeting until

after the results had come back.

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