TITLE

Unprogrammed Decision Making

AUTHOR(S)
Soelberg, Peer
PUB. DATE
December 1966
SOURCE
Academy of Management Proceedings (00650668);1966, p3
SOURCE TYPE
Conference Proceeding
DOC. TYPE
Proceeding
ABSTRACT
The management of most company's daily operations abounds with highly programmed decisions: Consider merely the highly routinized rules that normally guide the everyday management of inventories, production schedules, machine and manpower allocations, cost estimation, mark-up pricing, etc. The more famous scientific description of a case of highly programmed decision making is perhaps G.P.E. Clarkson's, in which it was demonstrated that the portfolio selection decisions made by a bank trust investment officer were so well programmed that his decisions could be predicted by a computer, six months after his investment rules had been elicited by an interviewee.[2] This study, in contrast. focuses on highly unprogrammed decision making. This is a subject that usually gets relegated to the mystical realm, managerial "judgement". Critical decisions are produced every day for which the decision maker (Dm) has available no identifiable rules or pre-programmed decision procedure.
ACCESSION #
4980853

 

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