Programmed decisions . Programmed decisions are made in routine, repetitive, well-structured situations with predetermined decision rules. These may be based on habit, or established policies, rules and procedures and stem from prior experience or technical knowledge about what works or does not work in a given situation.
For example, organisations often have standardised routines for handling customer complaints or employee discipline. Decisions are programmed to the extent that they are repetitive and routine and that a definite approach has been worked out for handling them. Because the problem is well-structured, the manager does not have to go to the trouble and expense of working through an involved decision making process.
Non-programmed decisions. Non-programmed decisions are unique decisions that require a 'custom made' solution. This is when a manager is confronted with an ill-structured or novel problem and there is no 'cut and dried solution'. The creation of a marketing strategy for a new service represents an example of a non-programmed decision. IBM Australia's introduction of a personal computer in the 1980s was unlike any other decision the company had previously made.
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Decisions are non-programmed to the extent that they are novel, unstructured, and consequential. There is no cut.
Dear Sir Can I get the answer for the below question Features of Programmed Decisions & Non-Programmed Decisions
Programmed decisions are these which are repeatitive & non-programmed decisions are that made for seponteneously or suddenly or un routen problem. -------------------------------------------------------------------------------------------------------- Decisions are non-programmed to the extent that they are novel, unstructured, and consequential.
Programmed DecisionsThe Programmed decisions in Management of an organization are concerned with the relatively routine problems. These decisions are taken in the regular course of any business operations and occur at a day-to-day frequency.These decisions are repetitive and structured in nature. They are small and have a low scope of impact.Non- Programmed DecisionsThe Non-programmed decisions in management are concerned with unique or unusual problems. They are encountered in a very non-frequent manner.These decisions are unstructured, non-recurring and ill-defined in nature. Such decisions are relatively complex and have a long-term impact.The Information regarding these problems are not easily available. As such, they require high degree of executive judgement and deliberation.Mayank Patel - Sutex Bank BCA College , Amroli , Surat
I believe so. A programmed decision can be defined as being 'routine', therefore surely a non-programmed decision can become programmed if its occurence is consistent.
Programmed DecisionsThe Programmed decisions in Management of an organization are concerned with the relatively routine problems. These decisions are taken in the regular course of any business operations and occur at a day-to-day frequency.These decisions are repetitive and structured in nature. They are small and have a low scope of impact.Non- Programmed DecisionsThe Non-programmed decisions in management are concerned with unique or unusual problems. They are encountered in a very non-frequent manner.These decisions are unstructured, non-recurring and ill-defined in nature. Such decisions are relatively complex and have a long-term impact.The Informationregarding these problems are not easily available. As such, they require high degree of executive judgement and deliberation.Mayank Patel
non programmed decisions are non routine decisions. Often difficult to make due to their complexity and the fact that they occur infrequently. When a problem has not taken the same form as before, or is extremely complicated or significant it calls for a non-programmed decision. Well planned and highly structured organisations reduce the number of non-programmed decisions as much as possible. Handling non-programmed decisions requires skill and original thinking. The more non-programmed decisions, the greater the judgement needed. Higher management deals with non-programmed decisions. Examples of such would be the decision to acquire another organisation, or to sell off a non-profitable vision. Deciding which global markets offer the most potential value.
examples of programmed decisions are reordering printer cartridges and buying your favorite toothpaste or shampoo at the supermarket. examples of non programmed decisions are selecting a new cell phone provider and selecting a college to attend
Programmed decisions are routine. An example is if customers call to complain about a product and service, then calls are routed to a supervisor/manager. Non-programmed decisions are situational and not-routine. For example, if a consumer has an negative reaction to a product or service, a company would not reply routinely but research the issue before responding.
Non-programmed decisions are used for new, unstructured and badly defined problems, which are non-recurring. These decisions require subjective judgement. The top-level of management makes these decisions.
a programmed decision is made in response to a situation that has occurred often enough to enable decision rules to be developed and applied in the future. For example the decision to reload paper in the printer is a programmed decision. Answer: Programmed decisions are these which are repeatitive & non-programmed decisions are that made for seponteneously or suddenly or un routen problem.
Decisions are non-programmed to the extent that they are novel, unstructured, and consequential. There is no cut and dried.
Programmed decisions . Programmed decisions are made in routine, repetitive, well-structured situations with predetermined decision rules. These may be based on habit, or established policies, rules and procedures and stem from prior experience or technical knowledge about what works or does not work in a given situation.For example, organisations often have standardised routines for handling customer complaints or employee discipline. Decisions are programmed to the extent that they are repetitive and routine and that a definite approach has been worked out for handling them. Because the problem is well-structured, the manager does not have to go to the trouble and expense of working through an involved decision making process.Non-programmed decisions. Non-programmed decisions are unique decisions that require a 'custom made' solution. This is when a manager is confronted with an ill-structured or novel problem and there is no 'cut and dried solution'. The creation of a marketing strategy for a new service represents an example of a non-programmed decision. IBM Australia's introduction of a personal computer in the 1980s was unlike any other decision the company had previously made.