Answer:
Programmed decisions are those that are repeated over time and for which an existing set of rules can be developed to guide the process. These decisions might simple, or they could be fairly complex, but the criteria that go into making the decision are all known or can at least be estimated with a reasonable degree of accuracy. For example, deciding how many raw materials to order should be a programmed decision based on anticipated production, existing stock, and anticipated length of time for the delivery of the final product. As another example, consider a retail store manager developing the weekly work schedule for part-time employees. The manager must consider how busy the store is likely to be, taking into account seasonal fluctuations in business. Then, she must consider the availability of the workers by taking into account requests for vacation and for other obligations that employees might have (such as school). Establishing the schedule might be complex, but it is still a programmed decision: it is made on a regular basis based on well-understood criteria, so structure can be applied to the process. For programmed decisions, managers often develop heuristics, or mental shortcuts, to help reach a decision. For example, the retail store manager may not know how busy the store will be the week of a big sale, but might routinely increase staff by 30% every time there is a big sale (because this has been fairly effective in the past). Heuristics are efficient—they save time for the decision maker by generating an adequate solution quickly. Heuristics don’t necessarily yield the optimal solution—deeper cognitive processing may be required for that. However, they generally yield a good solution. Heuristics are often used for programmed decisions, because experience in making the decision over and over helps the decision maker know what to expect and how to react. Programmed decision-making can also be taught fairly easily to another person. The rules and criteria, and how they relate to outcomes, can be clearly laid out so that a good decision can be reached by the new decision maker. Programmed decisions are also sometimes referred to as routine or low-involvement decisions because they don’t require in-depth mental processing to reach a decision. High- and low-involvement decisions are illustrated in.
One of the fundamentals of painting and photography, the Rule of Thirds is a technique designed to help artists and photographers build drama and interest in a piece. The rule states that a piece should be divided into nine squares of equal size, with two horizontal lines intersecting two vertical lines.
Take the time to carefully look over your work
<span>Cuando el proxeneta está en la cuna
Baja como si estuvieras en llamas
Baja como si estuvieras en llamas
Baja como si estuvieras en llamas
Cuando los cerdos tratan de llegar a usted
Estaciona como si estuviera caliente
Estaciona como si estuviera caliente
Estaciona como si estuviera caliente
Y si un negro consigue una actitud
Pop como si estuviera caliente
Pop como si estuviera caliente
Pop como si estuviera caliente
Tengo el Rolly en mi brazo y estoy derramando Chandon
Y hago el mejor rollo de hierba porque lo tengo corriendo</span>
