Decisions are of varying complexity. Some decisions are routine, simple and easy to take Knowledge about such decisions is very well known. The outcomes of each alternative of such decisions are well known and certain.
No surprises, for example, let us assume that an operator at the quality checking department checks a product based on fixed specifications. If the product fails to meet any of the specifications, it is rejected, else accepted. In such a situation, the role of the operator is clearly laid out, the decision rules are well laid out and the best choices to take are known in advance. The information on which the decision-making is based comes from within the organization. This is an example of simple operational decision-making. Not all decisions however, are so simple and structured. In unstructured decisions, the process outcomes of each stage of the decision-making process are not well known. Information about the decision-making process is not known. These decisions are complex. Normally, strategic decisions are of this type.