For managers, most of their decisions turn out to be in one of two categories: programmed and non-programmed. Daft and Marcic define programmed decisions to "involve situations that have occurred often enough to enable decision rules to be developed and applied in the future." (Daft & Marcic, p. 214) In this case, programmed decisions are those that typically are routine decisions and do not have as large of implications as a non-programmed decision would. Non-programmed decisions are defined as being "made in response to situations that are unique, are poorly defined and largely unstructured, and have important consequences for the organization." (Daft & Marcic, p. 214-215)
Looking at my own life and the decisions I have to make, I would say I have a fair balance of both programmed and non-programmed decisions I make. For the most part, it seems that my non-programmed decisions have bigger factors for uncertainty in terms of implications that could come from it, so these are the decisions that I spend more time making. For instance, some non-programmed decisions I will need to make include what classes I want to take to further strengthen my skills, or what company I want to work for when I graduate. Since I like to keep myself fairly organized and my life scheduled, I do make a great deal of programmed decisions as well such as knowing that I need to spend certain hours a day studying for a test, or knowing when to start my assignments so that I get them done in a timely manner.
- Sayuz
Sources:
Daft, Richard L. Management. 9th ed., Cengage Learning, 2018.
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