Chapter 09 Managerial Decision Making

They mainly constitute a regulatory function and are usually taken on routine matters. For them, existing developments are used, which are adjusted in accordance with the changed conditions of the company's functioning (for example, decisions on internal regulations, instructions for the organization and protection of labor, safety measures).

• stereotyped decisions

• They mainly constitute a regulatory function and are usually taken on routine matters. For them, existing developments are used, which are adjusted in accordance with the changed conditions of the company's functioning (for example, decisions on internal regulations, instructions for the organization and protection of labor, safety measures).

Decisions based on new, innovative approaches. They are the most interesting for the management of the company. It is much more complicated in terms of development methods and methods, and there is a solution, the development of which was determined by the management. These are the mandatory decisions, in the implementation of which the creative initiative can rarely be fully manifested.

• Initiative decisions

• Decisions based on new, innovative approaches. They are the most interesting for the management of the company. It is much more complicated in terms of development methods and methods, and there is a solution, the development of which was determined by the management. These are the mandatory decisions, in the implementation of which the creative initiative can rarely be fully manifested.

• Sole
• managerial decisions are made by the manager without coordination with specialists, without discussion in the team. Such solutions most often include operational solutions that provide for quick intervention in the activities of the controlled system.

• A collegial decision is a decision made by a group of managers and specialists. As a rule, decisions are made by the head of the organization in consultation with leading top managers and specialists, collectively.