College of Administrative and Financial Sciences
MGT425-Spreadsheet Decision Modeling
Deadline: End of Week 6 @ 23:59 (10/01/2023)
Spreadsheet Decision Modeling
Course Code: MGT425
Student’s ID Number:
Academic Year: Second Term- 2022-2023 (1444 H)
For Instructor’s Use only
Students’ Grade: Marks Obtained/Out of 15
Level of Marks: High/Middle/Low
Instructions – PLEASE READ THEM CAREFULLY
· The Assignment must be submitted on Blackboard (
WORD format only) via allocated folder.
· Assignments submitted through email will not be accepted.
· Students are advised to make their work clear and well presented; marks may be reduced for poor presentation. This includes filling your information on the cover page.
· Students must mention question number clearly in their answer.
Late submission will NOT be accepted.
· Avoid plagiarism, the work should be in your own words, copying from students or other resources without proper referencing will result in ZERO marks. No exceptions.
· All answered must be typed using
Times New Roman (size 12, double-spaced) font. No pictures containing text will be accepted and will be considered plagiarism).
without this cover page will NOT be accepted.
Course Learning Outcomes-Covered
Course Learning Outcomes (CLOs)
Find some structured ways of dealing with complex managerial decision problems.
Explain simple decision models and management science ideas that provide powerful and (often surprising) qualitative insight about large spectrum of managerial problems.
Demonstrate the tools for deciding when and which decision models to use for specific problems.
Build an understanding of the kind of problems that is tackled using Spreadsheet Modeling and decision analysis.
Log in to Saudi Digital Library (SDL) via University’s website
On first page of SDL, choose “English Databases”
From the list find and click on EBSCO database.
In the Search Bar of EBSCO find the following article:
: Towards “Cognitively Complex” Problem Solving: Six Models of Public Service Reforms (Case Study).
: Willy McCourt
Assignment Questions: (Marks 15)
Read the above case study and answer the following Questions
Question 1: What do you understand by the Cognitively Complex Problem-Solving method used in this case study/ (250-300 words) (3-Marks).
Question 2: Discuss the six mThis paper is provided by the author in a post-publication version (under review with a journal at time of writing) which includes
a new argument about the cognitive value of a range of models as an aid to reform problem-solving. The original version was
published as McCourt, W. (2013) Models of public service reform: A problem-solving approach, Washington DC: World Bank,
Policy Research Working Paper No. 6428. http://documents.worldbank.org/curated/en/2013/04/17649169/models-public-service-
TOWARDS ‘COGNITIVELY COMPLEX’ PROBLEM-SOLVING:
SIX MODELS OF PUBLIC SERVICE REFORM
Abstract: This paper proposes ‘cognitively complex problem-solving’ as a refinement of the recent problem-
solving approach to public service reform, and as an addition to existing political and institutional explanations
for the frequent failure of reform. In order to substantiate the new problem-solving model, it identifies and
selectively reviews six models of reform that have been practiced in developing countries over the past half-
century: public administration; decentralization; pay and employment reform; New Public Management;
integrity and corruption reforms; and “bottom-up” reforms.
1. Introduction: Facing Up to Failure
When Apollo declared through his Oracle at Delphi that no one was wiser than Socrates, what the god
was trying to get across (at least according to Socrates himself, who declined to take the compliment at
face value) was that ‘The wisest of you men is he who has realised, like Socrates, that in respect of
wisdom he is really worthless’ (Plato, 1969: 52). To say that what we know about public service reform
is ‘worthless’ would be an exaggeration. But a confession of our relative ignorance may still be the
beginning of wisdom. It will be fruitful if it helps us to frame the problem that faces us in a way that
stimulates readers to propose approaches that stand a better chance of success than the ones we have been
following up to now. That is what this paper tries to do.
2. Evidence and Explanations: Politics and institutions
The most robust evidence that we have of reform outcomes is in the form of World Bank project
evaluation reports. The Bank’s Independent Evaluation Group (IEG) found that that only 33% of the
public service reform projects completed between 1980 and 1997 had been rated as satisfactory (IEG,
1999). When IEG revisited the topic nine years later, public sector reform was rated joint eighth among
the Bank’s twelve project sectors in terms of project success, and its success rate had declined over the
previous five years more sharply than all but one of the other eleven sectors (IEG, 2008: xiii and 83).
Reviewing overlapping evidence just before the first IEG evaluation, Nunberg (1997) found that the
success rate was lower than for Bank projects as a whole.
We should keep these negative fin
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