Jim 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$).$

Jim would decide that Gingerforge should keep its product line as it is to avoid the financial risk of making new products that may not sell, if its priority is to strictly adhere to its current budget and the company is risk averse.

Jim would assess each option in terms of feasibility, satisfactoriness, and consequences; he will want to consider how difficult or costly each option would be to implement and whether each option would provide a satisfactory financial return.

Jim would articulate the specific issue to be decided: whether Gingerforge should add wrought$-$iron patio furniture to its product line.

While Jim likes the structure provided by the rational decision$-$making process, you caution him that it has some shortcomings. Why is the rational decision$-$making process difficult to apply completely in many situations? Check all that apply.

Managers always approach decision making logically$.$

Managers cannot always assess all relevant information before making a decision.

Managers may lack time to consider new and previously untested alternatives.

Managers do not always make decisions based on the company's best interest.