Page 62 - Demo

%u062c%u0645%u064a%u0639 %u0627%u0644%u062d%u0642%u0648%u0642 %u0645%u062d%u0641%u0648%u0638%u0629 %u0640 %u0627%u0625%u0644%u0639%u062a%u062f%u0627%u0621 %u0639%u0649%u0644 %u062d%u0642 %u0627%u0645%u0644%u0624%u0644%u0641 %u0628%u0627%u0644%u0646%u0633%u062e %u0623%u0648 %u0627%u0644%u0637%u0628%u0627%u0639%u0629 %u064a%u0639%u0631%u0636 %u0641%u0627%u0639%u0644%u0647 %u0644%u0644%u0645%u0633%u0627%u0626%u0644%u0629 %u0627%u0644%u0642%u0627%u0646%u0648%u0646%u064a%u062962lOMoAR cPSD|10120753are considered semi-structured decisions, in which only part of the problem has aclear-cut answer provided by an accepted procedure. In general, structured decisions are made more prevalently at lower organizational levels, whereasunstructured decision making is more common at higher levels of the firm.Senior executives tend to be exposed to many unstructured decision situations thatare open endedand evaluative and that require insight based on many sources of information and personal experience. For example, a CEO in today%u2019s music industrymight ask, %u2015Whom should we chooseas a distribution partner for our online music catalog%u2014Apple, Microsoft, or Sony? Answering this question would require access to news, government reports, and industry views as well as high-level summaries of firm performance. However, the answer would also require senior managers to use their own best judgment and poll other managers for their opinions.Middle management and operational management tend to face more structureddecision scenarios,but their decisions may include unstructured components. A typical middle-level management decision might be %u2015Why is the order fulfillmentreport showing a decline over the last six monthsat a distribution center in Nairobi?This middle manager could obtain a report from the firm%u2019s enterprise system ordistribution management system on order activity and operational efficiencyat the Nairobi distribution center. This is the structured part of the decision. But before arriving at an answer, this middle manager will have to interview employees andgather more unstructuredinformation from external sources about local economicconditions or sales trends. Rank-and-fileemployees tend to make more structured decisions. For example, a sales account representative often has to make decisionsabout extending credit to customers by consulting the firm%u2019s customerdatabase that contains credit information. In this case the decision is highly structured, it is aroutine decision made thousands of times each day in most firms, and the answer has been preprogrammed into a corporate risk management or credit reporting