Difference between revisions of "Programmed decision"

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[[Programmed decision]] is a repetitive [[decision]] that can be handled by a routine approach.
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A [[programmed decision]] (hereinafter, the ''Decision'') is any [[decision]] to follow a [[policy]], [[operative rule]], another [[regulation]], or to routinely repeat one's previous decision that has been made while handling a similarly [[structured task]]. The [[decision-making approach|approach]] to [[decision-making]] can range from routinely-[[rational decision-making|rational]] at the beginning and to [[Unconscious competence|unconsciously]]-[[intuitive decision-making|intuitive]] while the number of the similar ''Decisions'' increase.
  
==Definition==
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The ''Decisions'' are opposed to [[non-programmed decision]]s, which are unique and nonrecurring [[decision]]s that require custom-made [[solution]]s.
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==Definitions==
 
According to [[Management by Robbins and Coulter (14th edition)]],
 
According to [[Management by Robbins and Coulter (14th edition)]],
 
:[[Programmed decision]]. A repetitive [[decision]] that can be handled by a routine approach.
 
:[[Programmed decision]]. A repetitive [[decision]] that can be handled by a routine approach.
  
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==Competence==
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:''Main wikipage: [[Structured-task competence]]''
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[[File:Competence-levels.png|400px|thumb|right|[[Structured-task competence]]]]'''[[Structured-task competence]]'''. A [[model]] that describes psychological states involved in the process of progressing from incompetence to analytical competence and, further, to intuitive competence in some knowledge, skill, and/or ability.
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#[[Unconscious incompetence]] (or [[wrong intuition]]). A situation in which the individual neither understands nor knows how to accomplish a [[job task]] and does not necessarily recognize the deficit.
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#[[Conscious incompetence]] (or [[wrong analysis]]). A situation in which the individual neither understands or knows how to accomplish a [[job task]], but he or she recognizes the deficit. He or she also realizes the value of new knowledge, skill, and/or ability needed in addressing the deficit. The making of mistakes can be integral to the learning process at this level of competence.
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#[[Conscious competence]] (or [[right analysis]]). A situation in which the individual understands and/or knows how to accomplish a [[job task]]. However, demonstrating the knowledge, skill, and/or ability requires concentration. It may be broken down into steps, and there is heavy conscious involvement in executing the needed knowledge, skill, and/or ability.
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#[[Unconscious competence]] (or [[right intuition]]). A situation in which the individual not only understands and knows how to accomplish a [[job task]], but has had so much practice with a skill that it has become "second nature" and can be performed easily. As a result, the skill can sometimes be performed while executing another [[job task]]. The individual may be able to teach it to others, depending upon how and when it was learned.
  
 
[[Category: Management]][[Category: Articles]]
 
[[Category: Management]][[Category: Articles]]

Latest revision as of 13:21, 15 June 2020

A programmed decision (hereinafter, the Decision) is any decision to follow a policy, operative rule, another regulation, or to routinely repeat one's previous decision that has been made while handling a similarly structured task. The approach to decision-making can range from routinely-rational at the beginning and to unconsciously-intuitive while the number of the similar Decisions increase.

The Decisions are opposed to non-programmed decisions, which are unique and nonrecurring decisions that require custom-made solutions.


Definitions

According to Management by Robbins and Coulter (14th edition),

Programmed decision. A repetitive decision that can be handled by a routine approach.

Competence

Main wikipage: Structured-task competence

Structured-task competence. A model that describes psychological states involved in the process of progressing from incompetence to analytical competence and, further, to intuitive competence in some knowledge, skill, and/or ability.

  1. Unconscious incompetence (or wrong intuition). A situation in which the individual neither understands nor knows how to accomplish a job task and does not necessarily recognize the deficit.
  2. Conscious incompetence (or wrong analysis). A situation in which the individual neither understands or knows how to accomplish a job task, but he or she recognizes the deficit. He or she also realizes the value of new knowledge, skill, and/or ability needed in addressing the deficit. The making of mistakes can be integral to the learning process at this level of competence.
  3. Conscious competence (or right analysis). A situation in which the individual understands and/or knows how to accomplish a job task. However, demonstrating the knowledge, skill, and/or ability requires concentration. It may be broken down into steps, and there is heavy conscious involvement in executing the needed knowledge, skill, and/or ability.
  4. Unconscious competence (or right intuition). A situation in which the individual not only understands and knows how to accomplish a job task, but has had so much practice with a skill that it has become "second nature" and can be performed easily. As a result, the skill can sometimes be performed while executing another job task. The individual may be able to teach it to others, depending upon how and when it was learned.