Decision Types and Its Characteristics

Životna svakodnevica od ljudi zahtijeva da odlučuju, bilo to vezano uz privatne ili poslovne svrhe. Odabiranjem između više ponuđenih opcija dolazi se do odluke koja je ukratko rezultat procesa odlučivanja. Proces odlučivanja započinje prepoznavanjem postojećeg problema, zatim je potrebno pronaći alternativna rješenja problema i u konačnici odabranu alternativu realizirati. Kako bi konačna odluka bila efektivna, u procesu odlučivanja ključni su i čimbenici poput ograničenja u odlučivanju (ograničenost sredstvima, vremenom i informacijama), okolina u kojoj se odlučuje (stabilna, nestabilna), tehnologija i metode odlučivanja te međusobna povezanost različitih odluka (horizontalna i vertikalna). Odluke mogu biti pokrenute na temelju utjecaja izvana i iznutra. Brojni domaći, ali i strani autori napravili su klasifikaciju odluka s obzirom na vrstu problema koji se nastoji riješiti donošenjem određene odluke. Programirane i neprogramirane odluke dvije su glave vrste u koje se mogu podijeliti sve ostale vrste odluka poput adaptivnih, inovativnih, rutinskih, institucijskih, organizacijskih, operativnih, strukturiranih i nestrukturiranih i tako dalje. Također, odluke se mogu dijeliti i s obzirom na važnost (strateške, taktičke, operativne), s obzirom na subjekt odlučivanja (individualne, skupne, kolektivne) te s obzirom na razinu na kojoj menadžer djeluje (najviša, srednja te najniža razina). U administrativnom modelu odlučivanja „administrativni čovjek“ traži zadovoljavajuću odluku, dok u racionalnom modelu tako zvani „ekonomski čovjek“ traži optimalnu. U poduzeću Podravka d.d., prema važnosti/ značenju odluke, strateške odluke donosi Uprava (predsjednik + 4 člana), taktičke odluke donose timovi prehrambenih tehnologa, nutricionista, biotehnologa, agronoma, biologa i tako dalje, dok operativne odluke donosi najčešće najniža razina menadžmenta i izvršni radnici, primjerice zaposlenici funkcije nabave.Everyday life requires people to make decisions, whether for private or business purpose. Choosing between several offered options leads to a decision, which is briefly the result of the decision-making process. Decision-making process starts with recognizing existing problem, then it is necessary to find alternative solutions of the problem and in the end realize the chosen alternative. In order for the final decision to be effective, factors such as limitations in decision-making (limited resources, time and information’s), the environment in which decisions are made (stable, unstable), the technology and methods of decision-making, and the interconnectedness of different decisions (horizontal, vertical) are also crucial in the decision-making process. Decisions can be initiated based on the outside and inside influences. Numerous domestic and foreign authors have made a classification of decisions according to the type of problems that are sought to be solved by making a particular decision. Programmed and unprogrammed decisions are two main types into which all other types of decisions can be divided such as adaptive, innovative, routine, institutional, organizational, operational, structured, unstructured, etc. Also, decisions can be divided with regard to importance (strategic, tactical, operational), to the subject of decision-making (individual, group, collective) and to the level at which the manager operates (highest, middle and lowest level). In administrative decision-making model, the „administrative man“ seeks a satisfactory decision, while in the rational model the so called „economic man“ seeks the optimal one. In the company Podravka d.d. according to the importance of the decision, strategic decisions are made by the Management Board (president + 4 members), tactical decisions are made by teams of food technologists, nutritionists, biotechnologists, agronomists, biologists etc., while operational decisions are usually made by the lowest level of management and executive workers, such as employees of the procurement function