Mechanistic, Analytical, Judgmental and Adaptive Decisions

 Mechanistic  Decisions 

A mechanistic decision is one that is routine and repetitive in nature. It usually occurs in a situation involving a limited number of decision variables where the outcomes of each alternative are known. For example, the manager of a bicycle shop may know from experience when and how many bicycles are to be ordered: or the decision may have been reached already, so the delivery is made routinely. Most mechanistic decision problems are solved by habitual responses, standard operating procedures, or clerical routines. In order to further simplify these mechanistic decisions, managers often develop charts, lists, matrices, decision trees, etc. 

Analytical Decisions 

An analytical decision involves a problem with a large number of decision variables, where the outcomes of each decision alternatives can be computed. M,my complexion production and engineering problems are like this. They may be complexion, but solutions can be found. Management science 'and  operations research provide a variety of computational techniques that can be used to find optimal solutions. These techniques include linear programming, network analysis, depilatory  reorder model, queuing theory, statistical analysis, and so forth. 

Judgmental Decisions 

A judgmental decisions involves a problem with a limited number of decision variables, but the outcomes of decision alternatives are unknown. Many marketing, investment, and resource allocation problems come under this category. For example, the marketing manager may have several alternative ways of promoting a product, but he or she may not be sure of their outcomes. Good judgement is needed to increase the possibility of desired outcomes and miniseries the possibility of undesired outcomes. 

Adaptive Decisions 

An adaptive decision involves  a problem with a large number of decision variables, where outcomes are not predictable. Because of the complexity and uncertainty of such problems, decision makers are not able to agree on their nature or on decision strategies. Such ill-structured problems usually require the contributions of many people with diverse technical backgrounds. In such a case, decision and implementation strategies have to be frequently modified to accommodate new developments in technology and the environment.