This document discusses different types of decisions that managers must make. It identifies three types of decisions: programmed decisions which follow set policies and procedures; non-programmed decisions which are used by top managers to solve complex unique problems; and quasi-programmed decisions which combine some structure and flexibility. The types and amount of information available influence the decisions, and higher level managers need skills for non-programmed decisions to resolve issues not covered by existing rules.
This document discusses different types of decisions that managers must make. It identifies three types of decisions: programmed decisions which follow set policies and procedures; non-programmed decisions which are used by top managers to solve complex unique problems; and quasi-programmed decisions which combine some structure and flexibility. The types and amount of information available influence the decisions, and higher level managers need skills for non-programmed decisions to resolve issues not covered by existing rules.
This document discusses different types of decisions that managers must make. It identifies three types of decisions: programmed decisions which follow set policies and procedures; non-programmed decisions which are used by top managers to solve complex unique problems; and quasi-programmed decisions which combine some structure and flexibility. The types and amount of information available influence the decisions, and higher level managers need skills for non-programmed decisions to resolve issues not covered by existing rules.
This document discusses different types of decisions that managers must make. It identifies three types of decisions: programmed decisions which follow set policies and procedures; non-programmed decisions which are used by top managers to solve complex unique problems; and quasi-programmed decisions which combine some structure and flexibility. The types and amount of information available influence the decisions, and higher level managers need skills for non-programmed decisions to resolve issues not covered by existing rules.
Organizations must make several types of decisions related to the : a. production of new products b. purchase of machinery c. investment in new projects and hiring Individual or group of individual decisions makers are responsible in making a decision based on the available alternative. Managers must make several types of decisions under different conditions. The types and quantity of information obtained will influence the decisions made by managers and the approach must be depends on current situation. Are made based on the a. policies b. rules c. Procedures Every Organization has written and unwritten rules that can be followed by managers and other employees to make decisions on a routine basis. The approach is useful for lower-level managers in solving normal or routine problems related to rules, policies or existing plans. However, this approach limits the managers freedom in making decisions. For example, managers must refer established organizational policies before making decisions and it would incur a lot of time and costs. Are used to solve unique and extraordinary problems and it suitable for solving problems that cant be solved based on organizational policies. This approach is used by top-line managers to solve complicated and complex problems and managers should have high conceptual skills in order to solve such problems. Examples of problems are a. how to allocate resources efficiently b.What needs to be done to products that fail in the market. a.How to increase the efficiency of the customer service department. Once an individual moves to a higher level in the management hierarchy, ability to make non programmed decisions becomes important as most decisions that are made are non programmed decisions. Due to this, most of the management training programmes that are conducted by organizations aim to increase the managers ability to make non programmed decisions.