Traducción ingles-español

The first step, defining the problem, is 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 schedule the work shifts in the most efficient manner (the cause).
Defining the expectation in step 2 involvesstating 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 of 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 business rely on computers to process,summarize, and report data. Having sufficient data that (20) are valid and reliable is necessary for step 4.
Here the decision-marker 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 toschedule the workers, such as higher pay or time off, in order to increase production.
In the fifth step, the decision-marker evaluates these alternatives 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 involvetraining a new supervisor. Alternative 2, providing additional training for the current supervisor, would be time consuming and somewhat (35) expensive but should bring about increased production. Alternative 3, creative workers incentives, may bring about increased production but would be quiet expensive.
Finally, the decision-marker compares the alternatives and chooses the one that has the bestpotential for providing the (40) desired results. In the low production example, The decision-marker 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) implementation (45) of the chosen alternative (putting into action) and (2)evaluation of that alternative achieves the desired result, is is then known as the solution.

1. What is decision-making? Why does the definition include “when alternatives son available”
2. What are the six steps of the ideal decision-making process?
3. Defining the problem involves two steps. What are they?
4. What is the expected result after solving the problem of low production?
5. Wherecan data be obtained?
6. What does the decision-marker do after obtaining data?
7. How does the decision-marker evaluate the alternatives?
8. Why was the second alternative in the problem of low production chosen? Do you think it was best choice? Why or why not?

El primer paso, la definición del problema, es quizás el paso más difícil. Se trata de un análisis cuidadoso de la situación con elfin de plantear el problema y determinar su causa. Por ejemplo, una fábrica puede estar experimentando una baja producción (el problema) porque el (10) supervisor ha dejado de programar los turnos de trabajo de la manera más eficiente (la causa).
Definición de la expectativa en el paso 2 implica que indica el resultado de que se espera una vez que el problema ha sido resuelto. El resultadoesperado después de resolver el problema de la producción de bajo descrito anteriormente (15) sería aumentar la salida de la fábrica.
A continuación, se recogen datos sobre el problema. Esta información se puede obtener de una variedad de fuentes: observaciones, encuestas o investigaciones publicadas. Muchos negocios dependen de las computadoras para procesar, resumir y reportar los datos. Contar...