Programmed decision

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

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.