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Simon 1977 ; distinguishes `programmed' and `non-programmed' decisions; close to the distinction made by drucker 1967 ; between `generic' and `unique' decisions. others define a three-point classification e.g. gore 1962; delbecq 1967; mintzberg 1973 ; or distinguish four decision strategies thompson 1967 ; . harrison 1987, p.21 ; concludes that the different classification schemes have much in common and can be reduced to two basic categories, with a categorization of the decision characteristics given in figure 3-17: category i decisions. this category includes the routine, recurring decisions handled with a high degree of certainty. category ii decisions. this category includes the non-routine, non-recurring decisions handled with a high degree of uncertainty. the decision category determines the level in an organization where a decision is to be made. higher management should concentrate on non-routine decisions [category ii], routine decisions should be left to operating management [category i]. research shows that the choice patterns of a decision-maker are not necessarily the same for multiple, repeated decisions [category i], or for unique decisions [category ii] keren and bruine de bruin 2003, p.350, referring to work by lopes 1981; keren 1991; redelmeier and tversky 1992 ; . in the remainder of this thesis, the terms `routine' versus `non-routine' decisions are respectively used for category i and category ii decisions. although the distinction between routine and non-routine decisions involves the level of uncertainty present [high degree of certainty for routine, high degree of uncertainty for nonroutine], it is considered of interest to further detail the notion of uncertainty. according to beroggi 1999, p.16 ; , uncertainty in decision-making reflects two aspects: uncertainty about the assumptions on the environment of the decision problem and uncertainty related to the evaluation of the alternatives. three levels of decision-making under uncertainty are distinguished in decision analysis literature beroggi 1999, pp.16-17 ; : 42 certainty. alternatives are evaluated without consideration of any scenarios. informed uncertainty [risk]. alternatives can be evaluated with considerations of some scenarios, whereby the chance of occurrence of each scenario can be quantified with probability, or possibility, values. complete uncertainty. 43 alternatives can be evaluated with consideration of some scenarios but the occurrence chance of each scenario cannot be quantified. a third classification of decision types is the number of times the decision itself may be repeated. beroggi 1999, p.6 ; makes a distinction between a one-at-the-time decision and repetitive decisions. although his classification can be compared with routine versus nonroutine decisions, in the context of this study it is interpreted as a decision made once for a specific problem [a selection is made among available alternatives] or repeated [making the decision is postponed until the set of alternatives enables decision-makers to select an appropriate alternative]. a fourth perspective in classifying decision types is by looking at the way information is processed. rosenberger distinguishes simultaneous or compensatory models, using an optimizing process for decision-making using all, or a portion of, the information available, whereas sequential or non-compensatory models use a discriminatory process to decisionmaking, sequentially using specific information to discriminate alternatives in a systematic fashion rosenberger 2001, p.11.
In business, longevity doesn't necessarily mean you've mastered the work, only that you're relentless in its pursuit. with nearly 55 years under its belt, hershey bros. transmissions, lancaster, penn., clearly knows a thing or two about transmissions. but ask john summers, one of the company's three partners, about what the future holds and you get a sense that mastery is as elusive as ever. but along with some frustration, you also detect ample optimism. "the future of the transmission service business is murky, " he says. "we may have to adjust as to how we're working and what we're working on, but i think in the long run we'll survive." the business is not getting any easier, says summers, who joined the company in 1965. as automotive technology grows more complex, the time and expense required to understand it grows too. solutions to transmission problems aren't as clear cut. the economics of vehicle repair and ownership often cloud the decision of whether to repair or replace a transmission or start over with a different vehicle. "we're spending a lot more time diagnosing transmission problems than we did just five years ago, and in the course of diagnosing you have to be more aware of what the engineers had in mind when they were designed, " summers says. "the general public doesn't understand that it costs money for us to acquire the knowledge needed to understand and diagnose transmissions. you can't just throw parts in these modern transmissions. you have to know each unit and whether it's better to rebuild or replace them." a number of factors play into that decision, but few weigh more heavily than the cost of parts. the price hershey pays, not just for the physical parts and the labor and time needed to acquire them, but the cost that might be incurred in selecting the wrong ones, is the starting point in assessing options and roulette wheels.