There are a variety of types of management choices

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There are a variety of types of management choices. Each one of them has its ownunique features. In particular, the following decision-making styles are known incontemporary literature, the directive style, the theoretical style, the philosophical style andthe tutor style. Make choices in the style of a directive are the characteristics they can readilypicture in today's dilemma, they do not tend to evaluate a lot of details, they like to solveproblems fast, in particular they discuss one or two alternatives rather than a vast range ofalternatives distinguished by critical reasoning and efficiency, mostly based on current rulesand procedures.Theoretical style is a characteristic where administrators, who can find complicatedoutcomes from a detailed knowledge analysis, can make logical and objective judgmentsthrough an in-depth review of a variety of comparable choices. Conceptual style is commonfor managers who tend to interpret big data in such a way that the final judgments are notlike empirical managers, they have a strong sense of social responsibility. They will addressissues with peers and how to work together. They will make good use of their innovativepotential in the decision-making process. Mentor type traits for supervisors who have a deepburden towards their staff. The decision-making process starts with the specifications ofeach employee's view, which pay particular attention to the staff growth of the employee andlead to his or her career [ CITATION Kha15 \l 17417 ].2.2.2 Characteristics of decisionsDecision-making in the sense of a company requires sound reasoning and diagnosticexpertise. Many managers evolve within their companies as a result of their abilities to makesound choices. The attributes of decisions made by most managers differ depending on theform of decision in question. When managers make a lot of choices in their everyday lives,we expect the judgement would have different characteristics. Any decisions taken bymanagers are repetitive and well-structured and are thus reasonably easy to make.However, most choices are unorganised and lack clear details, making them more complexfor managers. It may differentiate between programmed and non-programmed outcomes.Program actions tend to be well organised, routine and repeatable. They are typically
created at a lower level within the enterprise, have short-term effects and are dependent onavailable knowledge.Because such decisions are often made by organisations, decision-makingguidelines may be created that tell organisations or decision-makers an alternative tochoosing when evidence is available. The laws of the decision guarantee that the final wayof finding a solution is discoverable and that the decision does not have to be regarded assomething different every time it occurs. Commonly, formulations can be used for cases.

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