Which type of decision making is usually not ideal for the type of decisions made by managers?

A. Scientific decision making
B. Brainstorming
C. Experiential decision making
D. Experimentation

Experimentation does not have reliable, predictable results. I would argue that brainstorming is not a type of decision-making, but rather a method of thinking about a situation...and it could lead to decision-making. Having a group of Nazi's brainstorm about the Negro problem can lead to very poor results, or worse. And, using non-informed folks to brainstsorm about a technical issues is just likely lead to poor decision.

Given all that, of your choices, I suspect the best answer is experimentation.

To determine which type of decision making is usually not ideal for the type of decisions made by managers, we need to understand the different decision-making approaches and their suitability for managerial decisions.

A. Scientific Decision Making: This approach involves using data and systematic analysis to make decisions. It is often used in situations where the outcomes are predictable and the decision-making process can be well-defined. While scientific decision making can be valuable for certain managerial decisions, it may not be ideal for all types of decisions managers have to make. For example, it may not be suitable for decisions that involve high levels of uncertainty or where intuition and judgment play a significant role.

B. Brainstorming: This approach involves generating ideas through group discussions and free-flowing thinking. Brainstorming is commonly used to gather a wide range of perspectives and ideas, as well as to promote creative thinking. While brainstorming can be valuable for generating options and creative solutions, it may not always provide the structured framework needed for managerial decisions. Managers often need to consider various factors, such as costs, resources, and feasibility, which may require a more analytical approach.

C. Experiential Decision Making: This approach relies on the manager's personal experience and judgment to make decisions. Managers draw on their own knowledge, expertise, and instincts to evaluate options and make choices. While experiential decision making can be effective in situations where managers have substantial experience and familiarity with the problem, it may not be ideal for decisions that require a more objective and data-driven approach.

D. Experimentation: This approach involves testing different options and gathering data to make informed decisions. Managers use experimentation to assess the potential outcomes and implications of different alternatives. While experimentation can be valuable for certain types of decisions, such as product development or process improvement, it may not be ideal for all managerial decisions, especially those with time and resource constraints.

Based on the explanations above, the type of decision making that is usually not ideal for the type of decisions made by managers is D. Experimentation. While experimentation can be useful in certain cases, it may not always be feasible or practical for managers to conduct experiments for every decision they have to make. Managers often need to make timely decisions based on existing resources and information without the luxury of conducting experiments. Thus, experimentation may not be the most suitable approach for most managerial decisions.