Managerial Decision Making Research Paper Example | Topics and Well Written Essays - 750 words

Managerial decisiveness Making - Research Paper ExampleManagerial stopping point Making Decision making is the procedure of identifying opportunities, problems, and solutions to these problems or opportunities. Making stopping points involves effort, before and after the actual choice. Decision making occurs at all trains of a p arentage. Frequently, the board of directors makes strategic decisions regarding investment and the course of future growing of a company, among others. Managers can make the tactical decisions regarding how their own department can contribute most in effect to the overall company objectives. Ordinary employees are also expected to make decisions regarding conduct of their own responsibilities, responses to customers and enhancements to business practice. There are two types of decision making programmed and non-programmed decision making (Richard & Dorothy, 2010). Programmed Decision Making check to Andrew (2011), programmed decisions are made for rout ine, recurring for well-structured situations using predetermined decision rules. These rules normally apply prior jazz or practical knowledge about what works in a certain situation. Programmed decisions are resolutions that watch been made numerous times in the past managers have developed guidelines or rules to be utilise when certain situations are anticipated to occur. According to Richard & Dorothy (2010), programmed decisions are made to ensure smooth running of the organizational activities. For example, McDonalds Corporation inventory manager will decide to order certain goods when the company is running out of stock. Few programmed decisions are structured to eliminate individual judgment. In programmed decision making, there are no errors in the decisions since it is routine, and managers normally have the information needed to create guidelines and rules to be followed by others. level level managers are essentially confronted by repetitive and familiar problems th erefore, they typically rely on programmed decisions, such(prenominal) as standard operating procedures. In most cases, lower level managers deal with well-structured problems. If lower level managers come across ill structured problems, they pass on these problems to older managers in the organizational hierarchy. Similarly, senior managers pass down well structured problems to their subordinates so that they handle more problematic issues. In programmed decision making there is little threat and ambiguity involved, the decision maker is certain on the consequences of his or her actions, pertaining to a certain issue (Andrew, 2011). Non-programmed Decision Making Non-programmed decisio