Operational decision-making is not a type of decision-making in business. It is a type of decision-making that is made by lower-level managers and is typically routine and repetitive.

Programmed decision-making is characterized by the use of a set of predetermined rules or procedures. This type of decision-making is typically made in response to a routine or repetitive situation.

Non-programmed decision-making is characterized by the fact that it is made in response to a novel or unexpected situation. This type of decision-making typically requires a great deal of creativity and problem-solving skills.

Product development is a type of strategic decision-making. This type of decision-making involves the creation of new products or services.

Scheduling production is a type of operational decision-making. This type of decision-making involves the day-to-day operations of a business.

All of the above factors influence decision-making in business. The company's mission and values provide a framework for decision-making, the company's resources determine what is possible, and the company's external environment presents opportunities and challenges.

All of the above tools can be used to help make decisions in business. SWOT analysis is used to identify the company's strengths, weaknesses, opportunities, and threats, PEST analysis is used to identify the political, economic, social, and technological factors that affect the company, and Porter's Five Forces analysis is used to identify the competitive forces that affect the company.

All of the above are common mistakes that people make when making decisions in business. Relying too much on intuition can lead to poor decisions, not gathering enough information can lead to uninformed decisions, and not considering the long-term consequences of decisions can lead to unintended negative consequences.

All of the above are best practices for making decisions in business. Gathering as much information as possible helps to ensure that you are making an informed decision, considering the long-term consequences of your decisions helps to avoid unintended negative consequences, and being willing to change your mind if new information becomes available helps to ensure that you are making the best decision possible.

All of the above are types of decision-making biases. Confirmation bias is the tendency to seek out information that confirms our existing beliefs, framing bias is the tendency to make different decisions depending on how the options are presented, and anchoring bias is the tendency to rely too heavily on the first piece of information we receive.

All of the above are ways to overcome decision-making biases. Being aware of your own biases helps you to avoid making decisions that are influenced by those biases, seeking out information that challenges your existing beliefs helps to ensure that you are making an informed decision, and considering the long-term consequences of your decisions helps to avoid unintended negative consequences.

All of the above are types of decision-making styles. Autocratic decision-making is the style in which the leader makes the decision without consulting anyone else, democratic decision-making is the style in which the leader consults with others before making a decision, and consultative decision-making is the style in which the leader makes the decision after consulting with others.

All of the above factors influence the decision-making style of a leader. The leader's personality determines their natural preferences for making decisions, the leader's experience determines their skills and knowledge in making decisions, and the situation determines the constraints and opportunities that the leader faces.

All of the above are benefits of autocratic decision-making. It is quick and efficient because the leader does not need to consult with anyone else, it allows the leader to maintain control because they are the only one who makes the decision, and it can lead to better decisions because the leader has all of the information and expertise necessary to make the decision.

All of the above are drawbacks of autocratic decision-making. It can lead to resentment and conflict because employees feel that they are not being given a say in the decision-making process, it can lead to poor decisions because the leader does not have all of the information and expertise necessary to make the decision, and it can stifle creativity and innovation because employees are not given the opportunity to share their ideas.