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The difference between programmed and nonprogrammed decisions?
Talania
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.
Wiki User
∙ 16y ago
Programmed decisions are routine, repetitive decisions that follow established rules and procedures, while nonprogrammed decisions are unique, non-repetitive decisions that require a higher level of analysis and creativity. Programmed decisions are typically made at lower levels of the organization by following predefined criteria, while nonprogrammed decisions are made at higher levels by evaluating multiple options and considering various factors.
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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
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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.--------------------------------------------------------------------------------------------------------------Decisions are non-programmed to the extent that they are novel, unstructured, and consequential. There is no cut.
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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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