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

Managerial Decision Making - Research Paper Example Managerial Decision Making Decision making is the procedure of identifying opportunities, problems, and solutions to these problems or opportunities. Making decisions involves effort, before and after the actual choice. Decision making occurs at all levels of a business. Frequently, the board of directors makes strategic decisions regarding investment and the course of future growth of a company, among others. Managers can make the tactical decisions regarding how their own department can contribute most effectively 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 According to Andrew (2011), programmed decisions are made for routine, recurring for well-structured situations using predetermined dec ision rules. These rules normally apply prior experience or practical knowledge about what works in a certain situation. Programmed decisions are resolutions that have been made numerous times in the past; managers have developed guidelines or rules to be applied 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, McDonald’s 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. Lower level managers are essentially confronted by repetitive and familiar problems; therefore, they typically rely on programmed decisions, such 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 senior 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