Processing Analysis Development of recommendations Acceptance of management decisions. Features of making and implement management decisions - abstract. Studying the activities of Element-Trade LLC. Analysis of financial stability, business activity and profitability

Specialty: organization management Discipline: Management Solutions COURSE WORK On the topic: "Features of the adoption and implementation of management decisions"

Introduction ..................................................................................3.

1. Analysis of theoretical aspects and problems of implementing management decisions

1.1 The decision-making process and its structure .............................. .5 p.

1.2 Main procedures for making a management decision. 6 p.

2. Analysis of the company "Status" LLC on the issue and implementation of management decisions

2.1 The characteristic of the enterprise ...............................................13 pp.

2.2 Analysis of decision making ................................................ ... 17 pp.

2.3 Analysis of the implementation of solutions ................................................ 21 pp.

3.1 Factors of the effectiveness of management solutions .................. ..25 p.

3.2 Methods for modeling and optimizing solutions .......................25 pp.

Conclusion ..........................................................................................29

References ..............................................................................31

Introduction

Among the many problems of modern management are the most important developments, adoption and implementation of the management decision, which is the main tool of the control influence. This problem is not purely academic. It has a very serious applied value that inevitably increases with the complications of economic situations and managerial tasks that require solutions. This is evidenced by the increasing scope of losses as a result of even small errors made in the decision.

Effective decision making is necessary to perform management functions. Therefore, the decision-making process is the central point of the control theory. The science of management is trying to increase the efficiency of organizations by increasing the ability to guide the adoption of reasonable, objective solutions in situations of exceptional complexity with the help of models and quantitative methods.

Management decisions can be accepted in relation to any field of organization activities: personnel management, financial management, production proceedings, including marketing service management.

The relevance of the work is explained by the fact that the existence of any organization is impossible without the permanent daily adoption and implementation of certain solutions at various levels of management. Management solutions are aimed at achieving the most optimal result of the organizational and production system. The work of managers, scientists, engineers, lawyers - is to make decisions and solve problems. There is nothing more important for the well-being of society than the effective performance of this work.

Decision making is an important and complex process. However, many executives believe that decision making is nothing more than the choice of one of several possible options. Alas, solutions of this kind are just one step of a complex and dynamic process.

The purpose of the course work is to study the functional organization of the process of making management decisions, as well as consideration of the procedure and methods of decision-making.

1. Analysis of theoretical aspects, problems and implementation of management decisions

Under decision Technology It should be understood as the composition and consistency of procedures leading to solving the problems of the organization, in a complex with the methods of developing and optimizing alternatives.

For the head, making decisions is not an end in itself. The main thing that should take care of the manager is not the choice of alternative, but permission to a certain management problem. To resolve the same problem, not a single solution is very often required, but a certain sequence of solutions and, most importantly, their implementation. Therefore, the solution is not a single-step act, but the result of the process developing in time and having a certain structure. Based on this, you can give the following definition of this process.

The decision-making process - this is cyclic sequence of actions of a subject of management aimed at resolving the problems of organization and the analysis of the situation, generating alternatives, making a decision and organizing its implementation.

The most holistic and visual understanding of the decision-making process gives a scheme that reflects its main stages and the order of their follows (Fig. 1.1).

Fig. 1.1 - Composition and sequence of procedures for making management decisions

However, it should be noted that this scheme is an idealized model, since the real decision-making processes, as a result of the diversity of organizations, situations and problems that require solutions, as a rule, differ from it, i.e. In fact, the structure of PPR is largely determined by the situation and the problem being solved.

Analysis of the situation. To make the need to accept a managerial solution, you need a signal about external or internal exposure, which caused or capable of causeing a deviation from the specified mode of operation of the system, i.e. The presence of a managerial situation. Therefore, one of the most important conditions for the adoption of the right solution is to analyze the situation.

Analysis of the management situation requires the collection and processing of information. This stage performs the function of perception by the organization of the external and internal environment. Data on the state of the main factors of the external environment and the state of affairs in the organization comes to managers and specialists who are classified, analyze information and compare the actual values \u200b\u200bof controlled parameters with planned or projected, which in turn allows them to identify the problems that should be solved.

Identification of the problem. The first step towards solving the problem is its definition or diagnosis full and correct. As it is customary to speak, correctly formulate the problem - it means half to solve it.

There are two views on the essence of the problem. According to one, the problem is considered to be the situation when the goals have not been reached or there is a deviation from the specified level, for example, a wizard may establish that labor productivity or product quality on its site is below the norm. In accordance with another, the potential opportunity to increase efficiency should also be considered. Combining both of these approaches, we will understand the discrepancy between the desired and real state of the managed object.

The identification and wording of the problem is a very complex procedure. The fact is that at the time of its occurrence, many major problems are poorly structured, i.e. Do not contain obvious goals, alternative ways to achieve their achievements, ideas about the cost and effect associated with each option, and bringing these problems to quantitative definiteness (structure) requires leaders not only knowledge and experience, but also talent, intuition, creative approach.

Using medical terminology, the first step in the diagnosis of a complex problem is the establishment of symptoms. General symptoms of organization disease are: low - profits, sales, labor productivity, quality of goods and services; High costs, staff turnover, numerous conflicts. The identification of symptoms helps to determine the problem in general form, however, just as various diseases often have common symptoms (headache can be caused by conventional overwork and hypertension), various reasons can cause similar organizational problems (low quality goods may be a consequence of both equipment worn and insufficient qualifications of workers). Therefore, managers should more deeply explore the causes of the problem and not to rush to eliminate only its symptoms.

It is also impossible to forget that all elements and work in the organization are interconnected and solving any problem in one part of the organization may cause problems in others. Therefore, by defining the solved problem, it should be striving to ensure that the number of problems that arise with the minimum.

Determination of selection criteria. Before considering possible options to solve the problem, the manager needs to determine the indicators for which the alternatives will be compared and the best choice. These indicators are made to call the selection criteria. For example, making a decision on the acquisition of new equipment, it is possible to focus on the criteria of prices, performance, operating costs, ergonomics, etc., and in the event of a decision on admission to the work of a new employee, the criteria of choice among candidates may be: education, work experience , age, personal qualities.

Development of alternatives. The next step is to develop a set of alternative solutions to the problem. Ideally, it is desirable to identify all possible alternative ways to solve the problem, only in this case the solution may be optimal. However, in practice, the head does not have (and cannot be placed) with such stocks and time in order to formulate and evaluate each possible alternative. Managers understand well that the search for the optimal solution is very difficult, it takes a lot of time and is expensive, so they are looking for a non-optimal, but a fairly good, an acceptable option that allows you to remove the problem and help cut off the previous alternatives, the selection criteria defined in the previous stage.

Along with the position, when the solution solutions are known in advance or are found without much difficulties, there are often situations in which the solved problem has not met earlier, i.e. Possible alternatives are unknown and they must be pre-formulated. In such cases, a collective discussion of the problem and generation of alternatives may be very useful.

Choosing an alternative. After developing possible solutions to the problem, they need to be assessed, i.e. Compare the advantages and disadvantages of each alternative and objectively analyze the likely results of their implementation. To match the solution options, it is necessary to have standards or criteria for which they can be compared. Such selection criteria were installed in the third stage. With their help and the best alternative is made.

Since the choice is carried out, as a rule, based on several criteria, and not one, it is always the nature of the compromise. In addition, when evaluating possible solutions, the manager actually deals with predictive estimates of compared values, and they are always probabilistic. Therefore, it is very important to take into account the risk factor, i.e. determine the likelihood of each alternative. Accounting of the risk factor leads to the revision of the very concept of the best solution: it is not the option that maximizes or minimizes some indicator, but one that ensures its achievement with the highest probability.

Coordination of the decision. In modern management systems, as a result of the division of labor, the situation in which they prepare, develop a solution to some employees of the organization, are taken or approved - others, and perform - third. In other words, the head often claims and is responsible for the decision that did not develop, specialists who prepared and analyzed the decision are not involved in its implementation, and the performers do not participate in the preparation and discussion of preparing solutions. Adoption of management decisions in the organization is quite commonly erroneous as an individual, and not a group process. Meanwhile, although the main stages of PPR organizations and individual people coincide, the formation of solutions in the organization differs significantly from the individual decision making. It is the organization, and not a separate manager should respond to emerging problems. And not one leader, and all members of the organization should strive to improve its efficiency. Of course, managers choose a course for the organization, but that the decision has been implemented, the joint actions of all members of the organization are necessary. Therefore, in group processes of decision-making a very significant role is played by the reconciliation stage.

In the ideal case, the performers will act in accordance with the decisions of managers, however, practice is far from ideal and does not happen. Decisions are rarely automatic, even if it is clearly good. Therefore, the leader must convince the correctness of his point of view, to prove to workers that his decision bears benefits and organizations, and its individual members. Practice shows that the probability of fast and effective implementation increases significantly when the performers have the opportunity to express their opinion on the decision taken, to make proposals, comments, etc. Then the decision is perceived as its own, and not imposed on top. Therefore, the best way to match the decision is to attract employees to the process of its adoption. Of course, this method is not to absolitize: there are situations when it is impossible or not rational and the manager is forced to make a decision alone, without resorting to discussions and approvals, but it must be remembered that systematic ignoring the opinion of subordinates leads to the authoritarian style of management.

Implementation management. The process of solving the problem does not end with the choice of alternatives: to obtain a real effect, the decision must be implemented. This is exactly what is the main task of this stage.

For the successful implementation of the decision, first of all, it is necessary to determine the complex of work and resources and distribute them according to performers and timing, i.e. Provide who, where, when and what actions should take and what resources are needed for this. If it comes to sufficiently large solutions, it may require the development of a decision program. In the course of the implementation of this plan, the head must follow the decision, to assist, if necessary, help and make certain adjustments.

Control and evaluation of results. Even after the decision was finally enacted, the decision-making process cannot be considered completely complete, since it is necessary to make sure whether it justifies itself. This goal and serves as a control stage performing feedback function in this process. At this stage, measurement and assessment of the consequences of the solution or comparison of the actual results with those that the manager hoped to receive.

We should not forget that the solution is always temporary. The term of its effective action can be considered an equal period of the relative constancy of the problem situation. Outside its limits, the decision may stop giving effect and even turn into its opposite - not to help solve the problem, but to exacerbate it. In this regard, the main task of control is to detect the decreasing effectiveness of the solution and the need for its adjustment or adoption of a new solution. In addition, the implementation of this stage is the source of accumulation and systematization of experience in making decisions.

The problem of controlling management decisions is very relevant, especially for large bureaucratic organizations. You can take a lot of reasonable and useful solutions, but without a rationally organized system of control system, they will remain in the "deprants of office work" and will not be given to the expected effect.

Output:

The direct results of management decisions are the changes occurring in the process of joint activities of people, in the complex of economic and social indicators of production and economic activities of enterprises. This causes the need to consider the basic provisions of the theory of decision-making and applying them in the practical activity of managers.

In the most general form, the theory of decision-making is a section of management science, including a study of the problems of setting a goal and task, determining criteria and indicators of information support for solutions and their optimization.

In addition, to be qualitative, the management solution should be resistant to efficiency to possible errors in determining the source data and flexible - provide for a change in the goals and algorithms for achieving goals. Otherwise, minor in the magnitude of the deviation of the source data, which may arise at any time and for various reasons, will translate the managerial solution from the discharge of effective inefficient.

2. Analysis of the company "Status" LLC on the issue and implementation of management decisions

2.1 The characteristics of the company

The "Status" LLC "The Status" company is engaged in the production and sale of building materials. The company was formed on the basis of the former supplied base six years ago. This explains the fact that the company has the staff of production professionals, and the sale of products is low.

You can submit the company under consideration as a system. Next, we give the table of functions and elements of the organization.

To diagnose issues and further prediction, it is necessary to carry out a detailed analysis of the forecasting object.

The purpose of the analysis is to obtain information necessary for the diagnosis of the problem and forecasting the development of the management facility in the interests of the decision by the manager.

Analysis involves learning:

Macrobractions;

Competitive environment;

Interior environment.

Like any system, the organization under consideration acts in the aggregate and in cooperation with the external environment. Such interaction is manifested in the following:

In the purchase of raw materials and materials from third-party suppliers;

In the selection and change of personnel;

In the influence of tastes and consumer preferences to the product range;

In the actions of competitors;

In regulating the activities of the organization by state and other authorities, etc.

The analysis of macrobractions showed that the company is influenced by the legal authorities in the area of \u200b\u200bcompulsory licensing activities and product certification. This effect is felt in daily activities, but does not carry the negative impact and decrease in the performance of activities. The costs incurred by the enterprise during the implementation of the activities listed are reducing the profits.

The political processes occurring in the country are also an indirect impact to the extent that the purchasing power of the population is reduced in relation to all goods and services, and in particular to building materials.

More compared to previous parameters, the impact of the development of scientific and technological progress and achieving modern technologies. This is expressed in the development of modern materials and technologies of their production, as well as in the improvement of traditional construction techniques. This process reduces the competitiveness of traditional building materials and technologies and displaces them from the market.

Analysis of objects and subjects of management is carried out in systemic unity with an analysis of the external environment.

The study of the competitive environment made it possible to reveal the fact that direct competitors, i.e. Manufacturers of similar products do not have a strong impact on consumers, market segments are divided approximately proportionally. There is a private circle of constant consumers in the form of large industrial enterprises and construction organizations. Manufacturers of a morally different range of building materials took part of consumers and have no significant impact on the formed market conditions.

The company discovered the problem. The problem is understood as a critical mismatch between the desired and real state. In this case, this is a well-established production and a well-supplied sales, whereas with good production should not be lagging behind and sell to be able to invest free financial resources to an even greater expansion of production or its improvement.

Awareness of the problem is to establish the fact of its existence on the results of controlling activities or research of market opportunities. The problem that has achieved certain sharpness is transformed into the motive for the activities of the organization and its managers.

Structure the problem allows the process of building a tree problem. The tree of problems is shown in Fig. 2.1.

According to the results of the work on identifying the problem, the company has been set up to the staff to increase the sales volumes of finished products within 6 months and increase consumer preferences in the direction of our products.

The set goal is responsible to all the necessary requirements for the purposes: it is clear and understandable to performers, it is measured by quantitative methods, it has a deadlines for the implementation, it is agreed with the global goal of the activities of the whole organization.

2.2 Analysis of decision-making

Further, according to the above materials on the work done to identify problems, the management of the enterprise is identified the most important problem for the strategic development of the enterprise. It is associated with the restructuring of the principles of the company's marketing unit. As part of solving this problem, several directions of its solution can be distinguished. On the one hand, this is a change in the methodological approach to the organization of marketing service in the enterprise. On the other hand, this is a change in the influence of the human factor on the solution of the problem.

You can offer several options for solving this problem. We give them as a tree of solutions (Fig. 2.2)

Fig. 2.2 - Tree solutions .

The algorithm for selecting a method for solving a certain problem is presented in Figure 2.3.

According to the above algorithm for choosing and making a management decision, the problem of increasing the effectiveness of the activities of the company "Status" was chosen and evaluated as the most responsible goals and tasks, the following decisions:

1. To form a new structure of the company's marketing department.

2. To adopt as a basic personnel in the system of personnel, the program of the material interest of personnel in increasing sales and bonuses based on the results of the company's activities for each quarter.

3. Build a sales system through attracting dealers and distributors on a contractual basis.

4. Pricing policies to establish the "cost plus" system.

5. To conduct a study of the market for building materials and purchasing preferences, after which it is to develop a range of products and a production program in accordance with research results.

The criterion for the effectiveness of the management solution is expressed, as a rule, in the form of a set of indicators and acts as the measure of the knowledge of the phenomenon under study.

When choosing a criterion for the effectiveness of the solution, follow the following basic requirements:

first, it must be quantified, i.e. have a physical meaning;

secondly, it must most fully reflect the results of the decision;

thirdly, to be simple enough, understandable and concrete.

As a rule, the process of choosing the effectiveness criterion is based on logical reasoning and intuition of the decision maker.

The criterion for assessing the effectiveness of solving the problem will be the creation of such marketing service at the enterprise, in which all produced products will be implemented for the production period of the next batch of products with maximum profit.

For the final decision-making on each test version, it is necessary to compare both the effect obtained as a result of decision-making and possible costs (monetary, costs of labor, material and other resources) on its implementation. A quantitative assessment of the effect obtained as a result of the adoption of a solution is expressed not only in cash, but also depends on changes in the composition of capital investments, social working conditions, psychological climate, etc. Comparison of options provides for the exclusion of unsuitable and selection of the most acceptable. Analysis is made using economic and system analysis methods.

2.3 Analysis of the implementation of the decision

In the most general form, the choice of a final solution is determined by the nature of the task of the task that are available resources, information security of the management process.

Of the proposed ways to solve the problem, two did not satisfy the company immediately:

first, the change in pricing policy is not possible, because This market independently regulates the price level on the basis of supply and demand;

secondly, the change in the structure of the marketing service is considered not appropriate, because The company has qualified specialists, and the search for new personnel will take time and will lead to additional cash flows.

Only options for changing the sales strategy on the basis of studying buyers' demand remained.

To make a decision requiring the definition and accounting of a significant number of factors, it is advisable to attract those employees who are more or less familiar with the problem and will be able to give certain recommendations in its consideration. It is noted that group solutions are effective, provided that the group is small in the composition and number of its members it is possible to directly communicate to discuss decisions. At the same time, the value of the decision taken by the Group is higher and its competence is greater than the decisions taken alone.

So, it was decided to change the sales strategy with the simultaneous study of consumers and their demand for products.

For this, the following tree of goals (Fig. 2.4)

In accordance with the above decisions, it is necessary to establish all moments of risk with the aim of their advance exception from the practical activity of the company. For the "Status" manufacturing enterprise under consideration, the following risky situations can be distinguished:

The developed range of products is not in demand in the market and there was a need for an urgent sales of commodity balances in order not to allow the production process;

There was a technological failure, which caused not fulfilling contractual obligations and additional costs of restoring the production process and on penalties;

There was a breaking of contractual relationship with one of the dealers, which carried out the main burden on the sale of products, which can cause stagnant finished products in stock;

To localize the reduced risky situations, you can bring the option of possible activities at once with several dealers and the simultaneous maintenance of your own sales network. It is understood that it is necessary to conclude agency agreement simultaneously with several firms in order to prevent the failure in activities due to failures in the work of one major agent. At the same time, the question of coordinating the charts of supply and shipments is sharp to avoid not cyclical in the implementation process. That is, the schedule must be compiled in such a way that in each segment of time products made any dealer, and if there is a need to accumulate a large amount of products to one consumer, then at this time the products are not shipped to other consumers.

On the other hand, it is necessary to produce several types of products, and not bet on any one product so that interchangeability existed.

Conclusions:

The "Status" company identified the problem in its activities - the unsatisfactory construction of the product sales system in successful production. This work on the basis of the theoretical material is considering options for solving the identified problem.

As a result of the management of a management decision for the status of the status of the status of the company, the range of measures to improve the sales and operation of the marketing service, which includes the market research activities and the development of an appropriate product range, changes in the sales system through the creation of a dealer network.

In the process of developing a management decision, two more possible options were rejected - a change in the pricing policy and a change of enterprise staff.

In conclusion, I would like to note the importance of the right and timely adoption of a managerial decision.

Before making decisions, people mentally lose various options, considering it the best way to find the optimal one. Therefore, it will be useful to bring here several practical advice developed by E.Starobinsky in his book "How to manage personnel."

1) Do not fuss. Each solution must be thought out, and it takes time.

Determine the time required for solving. Analyze the option that came to mind. Mark its pros and cons. Such a sequence develops in us the ability to make decisions.

2) Select the behavior strategy. This is very important when solving fundamental issues. Fundamental solutions should not distort the behavior strategy and contradict to life installations. Otherwise, it is worth thinking about the revision of your views.

3) Surrender the current analysis. In this case, the validity of the alleged decision will open. To make decisions, this step becomes fundamental.

4) When making a decision, a common sense is important, this is especially important when there is a lot of alternatives to solutions. Recommend to logic, it will help take the optimal solution.

5) come to the solution creatively. Creative approach will help take an unconventional solution. The manifestation of the initiative and creativity will help you get the desired results.

3.1 Management Efficiency Factors

The effectiveness of management decisions is determined by many quantitative and qualitative factors of a technical and technological, socio-economic and organizational nature.

Technical and technological factors of improving the efficiency of management decisions include: labor engineering, office equipment, technical culture of specialists and technical performers and others.

Socio-economic factors include: the authority of the head, interpersonal relationships, psychological characteristics, conflict situations, the system of moral and material incentive, sanitary conditions of labor, fatigue, physical exertion, the overall health of workers and others.

To organizational factors: the degree of rationality of the structure of the management apparatus, the state of separation and cooperation of labor, the selection and placement of personnel, the organization of execution, organization of workplaces, the rationality of the use of working time.

When solving the problem of determining the decision-making efficiency, very important conditions are taking into account the action and interaction of various groups of factors, the definition of quantitative influence both on the effectiveness of production management activities and the final results of production efficiency.

3.2 Methods of modeling and optimization of solutions

In the process of resolving complex problems in order to strengthen the ability of managers for adopting substantive and objective decisions, various scientific methods of their development and optimization can be applied, the arsenal of which is customary to divide into two main classes:

Modeling methods;

Methods of expert estimates.

Modeling methods (also called research methods) are based on the use of mathematical models to solve the most common managerial tasks.

Development and optimization of solving a specific problem by modeling methods - a rather complicated procedure that can be represented by the sequence of the main stages:

Formulation of the problem;

Determination of the criterion for the effectiveness of the operational operation;

Quantitative measurement of factors affecting the operational under study;

Constructing a mathematical model of the object being studied (operation);

Quantitative solution of the model and finding the optimal solution;

Checking the adequacy of the model and the solution found to the analyzed situation;

Adjustment and update model. The number of all sorts of specific models is almost large, as well as the number of problems to solve which they are developed. Their details of their consideration goes beyond the framework of this textbook and is the subject of a special academic discipline, so we call only the most common types of models.

Models of game theory. Most of the economic operations can be considered as actions committed in opposition. Counterfeit should include such, for example, factors such as an accident, fire, theft, strike, violation of contractual obligations, etc. However, the most popular counteraction is competition. Therefore, one of the most important conditions on which the success of the organization depends is competitiveness. Obviously, the ability to predict the actions of competitors is a significant advantage for any commercial organization. By making a decision, you should choose an alternative to reduce the degree of counteraction, which in turn will reduce the risk.

Such an opportunity provides the manager of the theory of games, whose mathematical models encourage analyze possible alternatives to their actions, taking into account possible response actions of competitors. Originally designed for military-strategic goals, models of game theory are used in the business to predict the reaction of competitors for decisions made, for example, to change prices, the release of new goods and services, access to new market segments, etc.

So, making a decision on changing the price level of "its products, the company's management should predict the reaction and possible response actions of the main competitors. And, if using the game theory model, it will be established that, for example, when increasing the price, competitors will not make the same organization. In order not to get to the unfavorable position, it should refuse this alternative and search for another solution to the problem.

It should however, it should be noted that these models are used quite rarely, as they are too simplified compared to real economic situations, so volatile that the predictions received are not too significant.

Models of queue theory. Models of queue theory (or optimal service) are used to find the optimal number of service channels at a certain level of need for them. To situations in which such models can be useful include, for example, the determination of the number of telephone lines required for answers to customer calls, trolley buses on the route you need to stop large queues, or operations in the bank, so that customers did not wait until they are able to do, etc. The problem here is that additional service channels (more telephone lines, trolleybuses or bank employees) require additional resources, and their loading is uneven (excess bandwidth in one time periods and appearance of queues to others). Therefore, you need to find such a solution that allows you to balance the additional costs of expanding the service channels and the loss of their shortage. Models of queue theory are just a tool for finding such an optimal solution.

Conclusions:

In addition to economic, the social aspect of decision-making effectiveness is important. It is important to consider: the promising importance of solutions, their possible result and consequences, the level of compliance with the decisions of the tasks of social development. The possible consequences of the impact of decisions not only on direct performers should be foreseen, but also on the wide sections of the population, changes in their psychology, in the form of thinking and behavior, style of activity, etc.

The main indicators of the social efficiency of the decisions made include: Improving working conditions, increased satisfaction with labor, decrease in personnel turnover, reducing the costs of severe and unskilled labor, the development of creative activity and initiative, improving interpersonal relations, etc.

Conclusion

At the end of work, I would like to note the highlights.

1. The impetus of the management decision is the need to eliminate, reducing relevance or solving the problem, i.e. Approaching in the future of real parameters of the object (phenomenon) to the desired, forecast.

2. To solve the problem, it is necessary to answer the following questions: What to do (object)? How to do (technology)? For whom (consumers)? at what price? What parameters? What costs? in what quantity? what time? Where? Who (performers)?

3. Basic requirements for the quality of information for making management decisions: timeliness, reliability, reliability, complexity, targeting, legal correctness, multipleness of use, high rate of collection and processing, the possibility of coding, relevance.

4. The main parameters of the quality of management solutions should be attributed: the entropy indicator, the degree of risk of investment investment, the likelihood of the implementation of the decision, the degree of adequacy of the theoretical model of actual data.

5. The basic conditions for ensuring high quality and efficiency of management decisions include: Application to the development of solutions of scientific approaches, studying the impact of economic laws on the effectiveness of solutions, ensuring quality information, the use of methods of functional and cost analysis, forecasting, modeling and economic rationale, building a tree of targets , ensuring comparability of alternative options, multivariate solutions, legal validity, automation, motivation of a qualitative solution, the presence of a mechanism for implementing a solution.

6. Alternative managerial solutions should be brought into a comparable view of the time factor, the quality of objects, the scale of production, the level of development, the method of obtaining information, the conditions for the use of the object, the factors of inflation, risk and uncertainty.

7. The principles of economic substantiation of management decisions include: accounting of the time factor, accounting and results for the life cycle of the object, the application to the calculation of systemic and complex approaches, multivariance, comparability of options, accounting for uncertainty and risk.

Adoption of management decisions is a very important factor in the activities of any modern firm. Without the proper adoption of management decisions, the effective leadership can hardly be the economic prosperity of the company.

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Page 8.

Introduction …………………………………………………………………………..3

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1.1. Method of modeling as the main direction of activation of management thinking .........................................................................................................

1.2. The method of expert assessments in managerial activity as a means of activating management thinking ...........................................................6

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2.1. The process and specificity of the process of making a management solution in the organization ................................................................................................8

2.2. Activities of the head in improving the decision-making efficiency .................................................................................................. ..10

Conclusion ……………………………………………………………………...11

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Introduction

The relevance of the topic of work is that the importance of a strategic type of management increases together with an increase in the number of hierarchical systems, an increase in the volume and complexity of tasks and problems solved by hierarch in hierarchical control systems, an increase in the volume and scale of problems in super-hierarchical systems of integrity of societies and civilizational integrities .

Thanks to the development of the methodology in Russia, it was possible at a qualitatively new level to analyze and design sociotechnical, sociocultural, socially political systems of any scale. This is inevitably affected by scientific research, project technological and pedagogical developments, on the quality of consulting and the prospect of access to a qualitatively new level of functioning and development of management hierarchies, including public administration.

The subject of the study is the process of enhancing management thinking at the current stage of management development.

Object of research - management as a process and management thinking.

The purpose of the work is the overall characteristics of the methods of activation of thinking in the development of a management solution.

Based on this purpose, you can formulate the following tasks of work:

Examine modeling methods and expert assessments as the main directions and means of activating management thinking.

2. Analyze the process of making management decisions.

The paper used periodic printing, Internet sources, as well as the scientific works of the following authors: Anisimova O.S., Bolshakova A.S., Kulagova I.A., Carudko V.A. and etc.

1. Adoption of management decisions in the context of activation of management thinking

1.1. Modeling method as the main direction of activation of management thinking

As the main direction of improving the process of making management decisions, improving their quality should use modeling solutions.

The class of economic and mathematical (research) models form the so-called informal models, i.e. Such models in which, along with documented (objective), subjective information obtained by research paths can meet.

Other models options are used to model management solutions. The most significant signs of the model "Plan" are those that this group of models involves the existence of a current system for which the purpose of the purpose of the target, a certain procedure for the achievement of its achievement necessary for this resources. In an innovative plan (project), a set of target installations of the adopted strategy is being implemented, adaptation to changes in the external environment, which takes place differentiation in the market space is formed targets for the functions of the organization's activities. In the operational plan (business plan) within the target installations, a plan of production and economic and financial transactions is being developed for all units of the organization.

Thus, strategic and innovative planning (modeling) solves the issues of improving the effectiveness of the organization's activities, focusing on the conditions of the external environment (market space), and operational (business planning) - on the internal environment of the organization.

The plan of the "Plan" models include an anti-crisis (external) management plan, which is developed and carried out under the bankruptcy procedure. Given that bankruptcy is a common phenomenon in a market economy, in the classification model "Anti-crisis management plan" is allocated as an independent.

The "Forecast" model (indicative plan) displays the current management system in the future. This type of models is a research tool. With it, it becomes possible to expand information about the potential level of the organization under consideration. This type of models is used at the strategic level of organization management. Development of the forecast model is based on the use of the following elements of the definition of the economic system: time, time limit, target, assessment of the goal, the likelihood of achieving the goal, the measure of the goal, the area of \u200b\u200bsocially useful goals, resources, the likelihood of supporting goals, the sequence of actions, the goal of achieving the goal, the state of the external environment .

The model "program" is largely similar to the plan. Its difference from the plan is that the program does not imply in advance performers, since the latter are defined in the process of implementing the program. In this aspect, the program is close to the forecast. The program is not just a model setting model, but also a model of the task of organizational management structure, possibly a new one that should achieve the goal.

Economic and mathematical models represent the second class of simulation models. They can be reduced to the classification, the difference between which consists in a joint group on the signs of economic and economic and mathematical models and the use of classification features for grouping models.

Thus, modeling makes it possible to increase the efficiency of the management decisions and the management process as a whole.

The method of expert assessments in management activities as a means of activating management thinking

Many factors defining or affecting the choice of solutions are due to their nature quantifiable, others are practically not measured. All this made the necessary development of special methods that facilitate the choice of management decisions in complex technical, organizational, economic tasks (methods for researching operations, expert assessments, etc.).

Operations research methods are used to express optimal solutions mainly in the following areas of management: production planning on a large scale; organization of production processes in enterprises; material and technical supply; organization of transportation.

Optimization of solutions is a comparative study of numerical estimates of factors that cannot be evaluated by conventional methods

Methods of expert assessments are applied in cases when the task is fully or partially not amenable to formalization and cannot be solved by well-known mathematical methods.

Examination is a study of complex special issues at the stage of developing management solutions by persons with special knowledge, experience in order to obtain conclusions, opinions, recommendations, assessments. In the course of expert research, the newest achievements of science and technology are used in the specialty of the expert.

The task of the expert is to, using special knowledge in one or another area, past experience and intuition, apply general laws and private laws for the development of specific management decisions and ensure that their optimality.

The expert opinion is issued in the form of a document in which the course of the study and its results are recorded. Introduction Contains data: who, where, when, in connection with which organizes and conducts an examination.

The most effectively applying methods for expert assessments in solving the following production management tasks.

Analysis of complex processes, systems, phenomena, situations characterized mainly by high-quality informalized characteristics.
forecasting trends in the development of the production system and interacting with it of the external environment.
Determination and ranking on a given criterion for the most significant factors affecting the functioning and development of the production system.
Improving the effectiveness of mathematic-statistical and other formal methods due to a more accurate definition and evaluation of some qualitative aspects, factors that are not visible to formalization.
Improving the reliability of assessing target functions with high-quality or quantitative nature, by averaging the opinions of highly qualified specialists.
Detection and evaluation of high-quality and quantitative criteria necessary to select a managerial solution.
Evaluation of alternative solutions and allocation of some of the most preferred options.

Thus, today the role of management as a special kind of activity, the social institution in the life of society is extremely large. Scientists are not found without reason that the lack of a modern management system based on an intellectual strategy, a modern information and analytical database, computer technology, automatically discarded the country in the discharge of backward, even if there are all resources for development.

2. Analysis of the process of making management decisions

2.1. The process and specificity of the process of making management decision in the organization

Considering decision-making processes, two points should be taken into account. The first is that it is usually relatively easy to make decisions. Everything that the person does, comes down to the choice of direction of action. It is difficult to accept a good solution. The second point is that decision making is a psychological process. We all know by experience that the behavior of a person is not always logical. Sometimes the logic is moving, sometimes - feelings. Therefore, it is not surprising that the ways used by the head for decision-making varies from spontaneous to high-quality. The rational decision-making approach is described below, but it is important to remember that the head is under the influence of such psychological factors as social installations, accumulated experience and personal values. Next, I will consider the influence of some behavioral factors on the process of making management decisions.

A purely intuitive solution is a choice made only on the basis of the feeling that it is correct. The decision maker does not deal with the conscious weighing "for" and "against" for each alternative and does not need even in understanding the situation. Just a person makes a choice.

Decisions based on judgments. Such solutions sometimes seem intuitive, because their logic is not obvious. The decision based on judgment is a choice due to knowledge or accumulated experience. A person uses knowledge about what happened in similar situations earlier to predict the result of alternative choices in an existing situation. Relying on common sense, he chooses an alternative that has brought success in the past.

Rational problem solving. Solving problems, as well as management, is the process, for it is about the endless sequence of interrelated steps. The head cares not so much about the decision as such as everything about everything connected and flowing out of it. To solve the problem, a non-a single solution is required, but a set of elections. Therefore, although the problem of solving the problem can be represented as a five-stage (plus the introduction and feedback), the actual number of stages is determined by the problem itself.

1. Diagnosis of the problem.

2. The wording of restrictions and decision criteria.

3. Definition of alternatives.

4. Evaluation of alternatives.

5. Choosing an alternative.

6. Implementation.

7. Feedback .

To compare the solutions, it is necessary to have a standard relative to which you can measure the likely results of the implementation of each possible alternative. If the problem was correctly determined, and alternative solutions are carefully weighed and evaluated, make a choice. The process of solving the problem does not end with the choice of alternatives. A simple choice of direction of action has a low value for the organization. To resolve the problem or to extract the benefit from the existing solution, the solution must be implemented. The level of effectiveness of the solution will increase if it is recognized by those whom it affects. Decisions are rare, but it is automatic, even if it is clearly good. Another phase included in the process of making a management decision and starting after the decision began to act, is to establish feedback.

Thus, the process of making a management solution is quite complicated and consists of several stages.

2.2. The work of the head in improving decision-making efficiency

We should not forget that the solution is always temporary. The term of its effective action can be considered an equal period of the relative constancy of the problem situation. Bente the limits, the decision may stop giving effect and even turn into one opposite - not to contribute to solving the problem, but to exacerbate it. In this regard, the main task of control is to detect the decreasing efficiency of the solution and the need for its adjustment or adoption of a new solution. In addition, the implementation of this stage is the source of accumulation and systematization of experience in making decisions. Problems of control of management decisions are very relevant, especially for large bureaucratic organizations. You can take a lot of reasonable and useful solutions, but without a rationally organized system of control system, they will remain in the "deprants of office work" and will not be given to the expected effect. Control is the process of ensuring the organization of its goals. Control includes setting standards, measurement of actually achieved results and conducting adjustments if the results achieved are significantly different from the established standards.

Thus, support for successful actions is also a function of control, which is supported by all of what is successful in the organization's activities. It is necessary to determine which actions effectively contributed to the achievement of the objectives of the organization. This allows you to find the area of \u200b\u200bexpansion of the organization's activities.

Conclusion

The work considered management theory on the basis of a holistic concept that unites the methods and ideas of sociology, economics, psychology, cultural studies, philosophy, management. The main problem of which are methods for activating thinking in the development of management decisions. Human behavior is unpredictable because it is determined by many factors and circumstances - values, needs, worldview, installations, levels of volitional effort, i.e. By the fact that it is impossible to foresee and take into account.

When mastered by means and methodology methodology, it is not just a qualitative shift in the existence of the abilities, their transformation - the fundamental references and supports are changing. Identification with a methodological position inherent in the bases of intellectual and motivational nature is sometimes turning not only in the condition of the success of the decision of the previous tasks and problems, the implementation of the former type test function, but also in independent significance, more important than the former Tyodette Tyment.

As the main direction of the development of management thinking, improving the process of making management decisions, improving their quality should use modeling of management decisions. The plan, depending on the level of control system, the organization can be a strategic, innovative and operational (business plan). The "Forecast" model (indicative plan) displays the current management system in the future. This type of models is a research tool. With it, it becomes possible to expand information about the potential level of the organization under consideration. This type of models is used at the strategic level of organization management. The model "program" is largely similar to the plan.

List of used sources and literature

Anisimov O.S. New managerial thinking: the essence and path of formation. / Anisimov O.S. - M.: Economy, 2003. - 196 p.
Bolshakov A.S. Modern management. / Bolshakov A.S. St. Petersburg: Peter, 2004 - 328 p.
Bachekov M.I. Intrafirm planning. / Bachekov M.I. - M. Infra-M, 2003 - 400 s.
Vikhansky O.S. Management. / Vikhansky O.S., Naumov A.I. - M.: Economist, 2004 - 528 p.
Kurdenko V.A. Development of a managerial solution. / Vurdenko V.A. - Voronezh: VIES, 2004. - 147 p.
Zhuravleov P.V. Foreign control experience. / Zhuravleov P.V. - Ekaterinburg: Business book, 2004 - 279 p.
Konev I. Systemic strategy of organizational changes in the developing corporation / Konev I. // Problems of the theory and practice of management, 2009. - № 3. - P.86-95.
Kulagova I.A., the intensification of the activities of managers and specialists - ways to improve the efficiency of management at the enterprise / Kulagova I.A., Bondarenko V.V. // Control portalwww.dis.ru.
Litvinyuk A.A. Organizational behavior: tutorial for bachelors. - M.: Yurait, 2012. - 505 s.
MARDAS A.N. Organizational management. / Mardas A.N., Mardas O.A. - St. Petersburg: Peter, 2003 - 336 p.
Skobkin S.S. Strategy for the development of the enterprise. - M.: Magister, 2010 - 432 p.
Classicov S. Development Strategies and Corporate Governance: Recommendations of Middle Business Companies // Corporate Governance. - 2010. - №5. - 60-64c.

Having studied this chapter, you can:

discuss the classification signs of management decisions that make them requirements, methods and algorithmization of development and adoption;
describe and explain the process of analyzing the dependence "costs - production volume - profits";
formulate the concept of analyzing and making decisions in the field of pricing;
understand the use of price determination methods;
Submit and explain the process of analyzing and making long-term investment solutions.

Analysis and adoption of short-term management decisions

In modern conditions, the functioning of the business is the key task of management accounting is the accumulation of a variety of information that promotes the adoption of the right and timely management decisions.

Under adopting a management decision It should be understood as a combination of selected actions aimed at the most effective solution of the task of the problem under specified conditions, taking into account the external and internal factors of the economic environment.

The main indicator of the effectiveness of the decision is optimality factor Which is characterized by such high-quality or quantitative indicators, as profits, the number of labor, temporary and other resources necessary to achieve the goal.

Management solutions are classified according to the following features:

political;
organizational;
technical;
economic;

by the number of decision makers:

collective;
individual;

depending on the duration:

long-term;
medium-term;
short-term;

by the nature of the impact:

strategic;
tactical;

by the number of tasks set:

single-purpose;
multipurpose;

the magnitude of the control object:

general;
local;

according to the degree of completeness and reliability of available information:

solutions taken in conditions of certainty;
solutions taken in conditions of partial certainty;
solutions taken in uncertainty;
solutions taken in risk conditions;
Decisions taken in conflict.

In addition, a number of requirements are made to the decisions that they must fully comply with: to be effective, timely, mean rational use of enterprise resources, have an economic rationale to be realized.

Development of management decisions is carried out according to the following general algorithm:

identifying a circle of problems that need to be solved;
setting goals and objectives to be achieved in the framework of solving the identified problem;
the choice of a decision makeup in a specific economic situation and the effectiveness criteria for the results obtained;
development of complexes for achieving goals;
Evaluation by the selected criterion of measures of measures aimed at achieving the goal and the choice of optimal of them. The implementation of this algorithm may be represented as

the process of preparing and making operational, tactical and (or) strategic management decisions (Fig. 4).

When making decisions, the following conditions must be followed: the goal should be measured quantitatively and allow minimize or maximize some kind of economic activity; consideration of possible events that can speed up or slow down the achievement of the goal; Specifying the likelihoods of achieving each of the possible events, the results that can be obtained by considering the probability of the occurrence of one of the possible alternatives.

Fig. four.

The management decision process is based on the forecast information on the future development of various events and factors based on the use of a complex of models - descriptive, analytical, imitation (Fig. 5).

Descriptive models are used when identifying and identifying problem situations and tasks requiring solutions, and analytical and imitation models - when analyzing causal relationships ("if ... then ..."), alternative solutions to the problem, expected values \u200b\u200bof various action options comparing these options under specified conditions in order to make decisions.

When making management decisions, various hypotheses on the state of the external environment are taken into account:

a) unambiguous expectations of the future state of the external environment (solutions in conditions of certainty):

Cm.: Sokolov Ya.V. Accounting: from sources to this day. - M.: Audit: Uniti, 1996.

selection of solutions from an infinite set alternative;
Selection of solutions from a limited number of alternatives;
b) multivalued expectations (solutions in conditions of uncertainty).

Fig. 5. Use of various models in the decision-making process 1

Analytical calculations in this case are expressed in specific indicators of the goal, alternatives to achieving goals, the consequences of the impact of alternatives on the purpose, the actual results of the implementation of management decisions, deviations from the expected results.

At the same time, calculations are made in the following sequence:

formulating the problem;
development and description of alternatives;
Definition of impacts.

Allocate a number of methods that should be used in developing and making management decisions:

traditional methods - Apply under conditions of certainty to develop and solve model situations. The basis for their application is special economic calculations, the transparent situation in the market. These methods are rather common, their main advantage -

tannicity and simplicity in use, and some drawbacks are manifested as production processes complicated;

economic and Mathematical Methods- Based on the combination of economic and mathematical techniques in achieving the goals. These are economic and statistical methods, optimization methods, methods of economic cybernetics and econometrics. They are very effective when solving problems in the field of automated control systems for production processes. The main disadvantage of these methods is the complexity of their application in other areas, where many high-quality characteristics, such as social, psychological, organizational, political, cannot be expressed by quantitative parameters, which is very narrowing the scope of their use;
systematized methods- Can be based on experience, logic, using various assessment methods or collective discussion. These include heuristic methods, methods of expert assessment, brainstorming, statistical methods, Delphi method, etc. These methods are highly effective in conditions of uncertainty and based on human intellectual abilities in combination with the use of computer;
system-target methods - You should use when solving interrelated tasks. These include:

methods of system analysis:

- Decomposition of the system, i.e. separation of the system to elements with the allocation of interrelations between them and the estimate of each according to the degree of influence on the achievement of the ultimate goal;
- diagnostics of the system, i.e. the study of each fragment of the system and the system itself as a whole to identify the most sensitive areas of the regions;

program and target methods - based on the fundamental value of the goal; Based on this, the algorithm for its achievement is compiled. As a rule, this algorithm is represented as a tree of targets with the allocation of the main goal and the lower order purposes, as well as the stages of their achievement.

The information obtained by the results of solving the tasks, problems, situations leads to different alternatives to the solution.

The alternateness of decision-making is based on the definition for each version of the system of indicators and adopting a solution on this basis with the choice of an optimal option regarding the change in the performance and efficiency of the enterprise.

The alternative principle of the decision is based on the use of the solutions tree mechanism:

possible alternatives with access to the corresponding indicators;
probable consequences of each alternative;
The likelihood of consequences.

The information value of the method of decisions is significant, as it gives the leadership of the enterprise the following possibilities:

more affordable graphical representation of solved problems;
representation of individual solutions in their relationship;

St. Petersburg Institute of Management and Law

Faculty of "International Management and Tourism"

By discipline: Management solutions

On the topic: decision making, implementation, analysis of the result.

Performed a student:

Kononova Natalia Aleksandrovna

Extramural

Checked the teacher:

St. Petersburg

Introduction .................................................................................... .. ...... ..3

Development, adoption and implementation of management decisions ......................4

Defining the goals of the enterprise ........................................... ...... .4
The need and technique of decision-making ........................ ... ...... ..7

The main stages of decision-making ...................................................... 16

Stages of development of management solutions ...................................16
Preparation for the development of management decisions .................. ... ...... 18
Development of management decisions ................................. .. ......... 24

Decision making, implementation, analysis of the result .............................. ... ... 27

Conclusion ..................................................................................................... 32

List of references ........................................................................... 3 33

Introduction

Every day in our lives, we make solutions - large and small, related to business, with personal and public affairs

Timely acceptance of the right solution is the main task of any manager. Incorrect solution can cost the company, have fatal, irreparable consequences. Therefore, it is important that the decision-making process be well known to any manager.

The management process is associated with continuous development and decision-making. Solutions are produced in each control cycle, at all its stages and when performing each function. The task of making decisions, ultimately, is reduced to the coordination of the objectives of individual performers, coordinating their interactions. It is precisely for the adoption and implementation means a management process itself.

The solution is the result of the analysis, forecasting, optimization, economic rationale and choosing an alternative from a variety of options for achieving a particular purpose.

Development of decisions involves the development of the management facility and the choice of regulatory impacts on it in order to achieve certain technical and economic indicators.

The solution is the result of an assessment of the situation by processing information and acts as a product of managerial labor, and information in this case becomes the subject of labor. All solutions should be subordinated to the main goal - to fulfill the tasks.

Development, adoption and implementation of management decisions.

Defining the goals of the enterprise.

The choice of the target is one of the most responsible moments in the process of developing and making management decisions. In accordance with the chosen goal, the development strategy is formed, tactics, predictions and action plans are being developed, the results of decisions taken and the actions taken are evaluated.

In other words, the goal is the terminal around which management activities are formed.

"The goal is the perfect image of the desired, possible and necessary state of the managed system."

"The goal ... defines the desired object."

"Objectives are specific end states or the desired results that a group, working together, would like to achieve.

Different definitions of concept goal could continue. However, the above is already enough to allocate something in common, which is contained in them and most adequately characterizes the goal.

The goal is the state of the management object, to the achievement of which the company seeks.

Indeed, the company's activities are aimed at achieving certain results that would change the state of the control object.

It may be the creation of new production, and the conquest of the sales market, and an increase in the profitability of the enterprise and raising the bank's rating, etc.

Of course, the goals facing the enterprise as a subject of management are largely determined by the area of \u200b\u200bactivity.

In front of the federal institution, one goal, in front of the car production plant, others, in front of the commercial bank - the third, in front of the supermarket - the fourth, in front of the hospital - the fifth, etc.

The impact of the management of the management goals is influenced by the influence of fairly common terminology of modern psychology, and those games in which they play.

Naturally, the target of the manager, as a member of the enterprise, who delegated certain rights and obligations, set certain tasks, provided certain opportunities, and the goals of the managerial as a person are not always completely identical.

However, the definition of the priority of the goals depends, in turn, from the value system and the goals that the managers adheres to.

At the same time, the company estimates the effectiveness of the management of the tasks set in front of it and has appropriate managerial impacts.

Note that the choice of goals, especially strategic, is one of the most important management decisions made as an enterprise as a whole and a separate managerial.

The purpose of the goal is absorbed:

Concentrated experience in the management of the enterprise;

The dynamics of changes in the area in which activities are carried out;

Understanding the main factors and mechanisms operating in it;

System of values \u200b\u200bof those who put these goals.

Indeed, goals and strategic, and tactical put specific people - managers. There may be cases when goals are chosen incorrectly, and this predetermines failure in the activities of which may sometimes depend on the fate and well-being of many.

Only a true understanding of the situation that develops in the field of activity is the right goal, the facilitated methods and the means of achieving it, are true, and effectively implemented solutions lead to success.

The stage of determining the objectives of the enterprise is preceded by the stages of determining the mission of the enterprise and the value system, which it adheres to.

Direct influence on the choice of goals is provided by the company's development strategy. Their result becomes the definition of priorities, which adheres to / enterprise when developing goals that determine the desired condition to which it seeks. Priorities allow to identify the main activities of the enterprise, which it considers the most important and which seeks to implement first.

The definition of priorities is usually preceded by the work of determining the list of the most important activities of the enterprise. First, as a rule, a preliminary list of the most important activities of the enterprise is formed.

A decisive role in their formation plays the top management of the enterprise. Depending on the situation and internal organizational culture, to participate in the formation of the goals of the enterprise and, therefore, its priorities, its employees, business partners, specially invited experts experts, potential consumers and other subjects that can influence the development of its strategy or who are interested In efficient activity and prosperity of the enterprise.

After determining the preliminary list of the most important activities of the enterprise, it is recommended to hold a collective examination to participate in which persons are invited, on the one hand, who have the necessary professional knowledge and experience in the field of the enterprise's intended activities, and, on the other hand, directly created and interested in achieving Her the expected results, including in achieving certain economic results.

Priority areas of activity of the enterprise are directly taken into account when developing goals, which seeks to comprehend the company. The nature of many types of human activity is such that it is based on competition.

The need and technique of decision-making.

It is often arguing how to effectively make decisions - alone or collectively. It all depends on the evaluation criteria to which include, for example: quality solution; acceptability of the solution for its addressees; the possibility of implementing the decision taken in the event of unexpected difficulties; satisfaction with the decision; Delayed decision making; decision time; experience gained in the course of solving; The adequacy of the decision-making process with generally accepted standards and value ideas.

The most difficult in making a solution is a choice of two or more alternatives. Here, in addition to accurate calculation, experience can help.

Why one solution led to the expected result, and the other is not? Perhaps in the latter case, in the process of its adoption, one of several errors was allowed, the most common of which includes the following:

it was accepted so-called one-sided decision;

the decision was determined by emotions;

there was no systematic approach to decision making;

when choosing options, preference was given to "usual"

alternative;

only positive options were considered, the possible risk was not taken into account;

when deciding, it was guided by the assumptions of upset desires and false prerequisites, and not reliable information;

when making a decision, hasty was admitted;

the facts were incorrectly interpreted;

the decision was made impulsively.

Such errors can be easily corrected, if only to make decisions to approach systematically. In this case, preference is better to give up simple, and not difficult schemes (Fig. 1). If we are talking about solving any problem, it is recommended to organize the decision-making process as follows.

Fig. 1. Decision making scheme

But the most important thing is as follows: it is important that the decision-making technique itself is much more important than a systemic, targeted approach, the correct accounting of factors, and not the choice of the easiest and convenient. We should never forget that the decision-making is also responsibility.

Important qualities of solutions are: their scientific validity, clear orientation and economic performance. Decisions will be justified only when, with their development, a fairly wide analysis of a particular production and social situation was carried out. To do this, when processing reliable information, various analysis methods are used using economic and mathematical methods.

Decisions should be timely, i.e. Comply with the current situation by the time they are adopted.

A clear focus of solutions is ensured by the adoption of them within the rights of relevant managers, with each decision must have an exact address, to be understandable to the performers and not allow different differences.

The nature of the tasks solved is modified with an increase in the hierarchical level of the organization of the management system. At the lowest levels of control of the tasks are rather tactical. This is explained by the fact that the low-level control links are in the field of management object, can timely receive detailed information about any deviations from the planned plan and quickly take appropriate solutions. Solving long-term challenges Low links control cannot, because they have only short-term resource reserves.

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Introduction

Chapter 1. Theoretical basis for the process of making management decisions

1 Essence of management solutions, their classification

2 Typology of Management Solutions

3 Decision Decision Process, Principles and Stages

Chapter 2. Analysis of the process of making management decisions

1 The process of making management decisions in LLC "Household appliances"

2 Analysis of management decision-making typology

in the organisation

Chapter 3. Proposals to improve the efficiency of management decisions in the activities of the enterprise

Conclusion

Introduction

Relevance of the topic. Decision making is an important part of any managerial activities. The effectiveness of management is largely due to the quality of such solutions. Decisions recorded the entire combination of relations arising in the process of labor activity and management of the organization. If communication is a kind of "rod", permeating any activity in the organization, then making decisions is the "center" around which the life of the organization revolves. Effective decision making is necessary to perform management functions. Improving the process of adopting substantive objective decisions in situations of exceptional complexity is achieved by using a scientific approach to this process, models and quantitative methods of decision-making.

There are various points of view on what decisions taken by a person in the organization are considered management. Some specialists refer to such, for example, a decision on the arrival of a person to work, the decision to dismiss with her, etc. The point of view is justified, according to which only those solutions that affect relations in the organization should be attributed to management.

Management decisions are accepted in various fields of people's activities: political, economic, social, military, administrative, in the field of culture, education, health care and in a number of other fundamentally significant major areas. A special place in the work of the manager, of course, belongs to decisions that relate to such areas of economic activity as production, commerce, finance, etc.

A variety of types of solutions, their type and complexity of relationships create, at first glance, a modernly unbarrous and misty picture. But with a careful analysis of this picture, it is possible to identify both general features and specific features inherent in certain types of solutions.

The purpose of this work is to study the organization of making management decisions.

To achieve the goal, a circle of tasks was determined:

consider the essence of management decisions, their classification;

explore the typology of management decisions;

characterize the decision-making process, principles and stages;

conduct analysis of the process of making management decisions;

develop proposals to improve the efficiency of management decisions in the activities of the enterprise.

The structure of the work consists of administration, three chapters, conclusion and literature of the used literature.

management solutions efficiency

Chapter 1. Theoretical basis for the process of making management decisions

1 Essence of management solutions, their classification

The solution as a result of the choice is usually fixed in writing or oral form and includes a plan (program) of actions to achieve the goal.

The decision is one of the types of mental activity and the manifestation of the will of the person.

The most important reserve for improving the efficiency of all social production is to improve the quality of decisions taken by the leaders.

The concept of "decision" in modern life is very multivalial. It is understood as a process, and as an act of choice, and as a result of choice. The main reason for the ambiguous interpretation of the concept of "solution" is that every time this concept is investing the meaning corresponding to a specific area of \u200b\u200bresearch.

The solution as a process is characterized by the fact that it, flowing in time, is carried out in several stages. In this regard, it is appropriate to talk here about the stages of preparation, adoption and implementation of decisions. The decision-making stage can be interpreted as an act of choice, implemented by an individual or group decision making (LPR) using certain rules.

A number of requirements are made to the managerial decision, which can be attributed to:

Comprehensive validity of the decision;

Timeliness;

The necessary completeness of the content;

Authority;

Consistency with previously accepted decisions.

The comprehensive validity of the solution means, first of all, the need to make it on the basis of the most complete and reliable information. However, only this is not enough. It should cover the entire spectrum of issues, all completeness of the required system. This requires knowledge of features, ways to develop managed, managing systems and the environment. A thorough analysis of resource support, scientific and technical capabilities, targeted development functions, economic and social prospects of the enterprise, region, industry, national and global economy is required. Comprehensive validity of solutions requires the search for new forms and ways to process scientific and technical and socio-economic information, that is, the formation of advanced professional thinking, the development of its analytical synthetic functions.

The timeliness of the managerial solution means that the decision made should not be laid down, nor the need for the needs and tasks of the socio-economic system. Prematurely made decision does not find prepared soil for its implementation and development and can give impulses for the development of negative trends. Belaced solutions are no less harmful to society. They do not contribute to the solution of already "overwhelmed" tasks and further exacerbate the already painful processes.

The necessary completeness of the content of solutions means that the decision should cover the entire managed object, all areas of its activities, all directions of development. In the most general form, the management decision should cover:

Objective (set of goals) of the functioning and development of the system;

Funds and resources used to achieve these goals;

Main paths and ways to achieve goals;

Deadlines for achieving goals;

The procedure for interaction between divisions and performers;

Organization of work at all stages of the implementation of the decision.

An important requirement of the management decision is the authority (power) of the decision - strict observance by the subject of the management of those rights and powers that are provided to him by the highest level of management. Balanced by the rights and responsibility of each body, each link and each level of management is a constant problem associated with the inevitable emergence of new development tasks and the governance of the regulatory and regulation systems.

In the process of managing organizations, a huge number of a wide variety of solutions possessing various characteristics are adopted. Nevertheless, there are some general features that allow this set to classify in a certain way.

Depending on the repeatability of a problem that requires a solution, all management decisions can be divided into traditional, repeatedly encountered in the practice of management, when it is only necessary to make a choice of existing alternatives, and non-voted, non-standard solutions, when their search is related primarily to the generation of new alternatives. .

The significance of the goal.

Decision making may pursue its own, independent goal or to be a means to contribute to the achievement of a higher order goal. In accordance with this, solutions can be strategic and tactical.

Impact scope.

The result of the decision may affect any or more organization units. In this case, solutions can be considered local. Decisions, however, can be accepted and to influence the work of the organization as a whole, in this case it will be global.

Duration of implementation.

The implementation of the decision may require several hours, days or months. If there is a relatively short time between the decision-making and the completion of its implementation, the solution is short-term. At the same time, the number and importance of long-term, promising solutions, the results of the implementation of which can be removed for several years.

Most managerial solutions in the process of their implementation, one way or another, can be adjusted to eliminate any deviations or records of new factors, i.e. Corrected. At the same time, there are solutions, the consequences of which are irreversible.

Depending on the degree of completeness and accuracy of the information that the manager has, management decisions can be deterministic (adopted in definiteness) or probabilistic (accepted in risk or uncertainty). These solutions play an extremely important role in decision making. Deterministic solutions are accepted in definiteness, when the manager has practically complete and reliable information regarding the problem being solved, this allows him to accurately know the results of each of the alternative selection options. This result is only one, and the likelihood of its occurrence is close to one. However, only a few decisions are made under conditions of certainty. Most managerial solutions are probabilistic.

Probabilities are called solutions taken under risk or uncertainty. The solutions accepted under risk are such that the results of which are not defined, but the probability of each result is known. The probability is defined as the degree of ability to achieve this event and varies from zero to one. The amount of the probability of all alternatives should be equally united. The probability can be determined by mathematical methods based on a statistical analysis of experienced data. The probability calculated on the basis of information allowing to make a statistically reliable forecast is called objective.

In some cases, however, the organization does not have sufficient information for an objective assessment of the likelihood of possible events. In such situations, managers helps the experience that shows that it can happen with the greatest probability. In these cases, the probability assessment is subjective.

The decision is made in the conditions of uncertainty, when due to the lack of information it is impossible to quantify the likelihood of its possible results. This is quite common when solving new, atypical problems, when the factors requiring accounting are so new and difficult to obtain enough information about them. Uncertainty is characteristic of some decisions that have to be taken in rapidly changing situations. As a result, the probability of a certain alternative cannot be estimated with a sufficient degree of reliability.

Fabricating with uncertainty, the manager can use two main features:

a) try to get additional information and analyze the problem once again in order to reduce its novelty and complexity. In combination with experience and intuition, this gives him the opportunity to appreciate the subjective, intended probability of possible results;

b) When there is not enough time and / or funds for the collection of additional information, when deciding has to rely on past experience and intuition.

Decision development method.

At the same time, in the process of managing organizations, new, nonypical situations and non-standard problems that are not amenable to a formalized solution are often found. In such cases, intellectual abilities, talent and personal initiative of the manager play a major role.

In practice, most solutions occupy an intermediate position between these two extreme dots, allowing in the process of their development as a manifestation of personal initiative and the application of the formal procedure.

If the choice of the best alternative is made only by one criterion, then the decision will be simple, single-crusher. Conversely, when the selected alternative should satisfy at the same time a few criteria, the solution will be complex, multicriterial.

The form of adoption.

A person who selects from the existing alternatives of the final decision may be one person and his decision will be solid one. However, in the modern practice of management, complex situations and problems are increasingly found, the solution of which requires a comprehensive, comprehensive analysis, i.e. participation of a group of managers and specialists. Such group, or collective decisions are called collegial. Strengthening professionalization and deepening management specialization lead to the widespread collegial forms of decision making. It must also be borne in mind that certain solutions and legally classified as a group of collegial.

For example, certain solutions in the joint-stock company (about the payment of dividends, the distribution of profits and losses, the commission of major transactions, etc.) are attributed to the exclusive competence of the General Meeting of Shareholders. The collegial form of decision making, reduces the efficiency of management and "blurs" responsibility for its results, but prevents rough mistakes, abuse and increases the validity of the choice.

Method of fixing the solution.

Under this feature, management decisions can be divided into fixed, or documented (i.e., decorated in the form of any document - order, orders, letters, etc.) and undocumented (not having a documentary, oral). Most solutions in the Office of the Office are drawn up documented, but small, insignificant decisions, as well as decisions made in emergency, sharp, not tolerance situations, may not be recorded.

Thus, the decision is one of the types of mental activities and the manifestation of the will of the person. The management decision should cover the goal (a set of objectives) of the functioning and development of the system, the means and resources used to achieve these goals, the main ways and ways to achieve goals, the deadlines for achieving the goals, the procedure for interaction between units and performers, the organization of work at all stages of the implementation of the decision . Management solutions are classified for a number of features:

The degree of repeatability of the problem.

The significance of the goal.

Impact scope.

Duration of implementation.

Predicted consequences of the decision.

The nature of the information used.

Decision development method.

The number of selection criteria.

The form of adoption.

Method of fixing the solution.

2 Typology of Management Solutions

Management solutions are characterized by high complexity and extremely wide variety of types. It is said that the solution belongs to a specific type, if it has any common feature characteristic of a certain set of solutions. Among the main features that are used to build solutions typical, identify such as the degree of development, the degree of rationale, the possibility of implementation and the degree of achieving the goal of the management decision. The main types of solutions on the indicated features and their brief description are given in Table. 1.1.

Depending on the availability or lack of standard methods for developing and making management decisions, allocate programmed and non-prominged solutions.

Table 1.1.

The main types of solutions on the specified features and their brief description

Solution type	A brief description of
Programmed solutions	Accepted using standard procedures and rules
Non-prominged solutions	Require the development of new procedures or decision rules
Intuitive solutions	Based on the feelings and sense of the man of the fact that these solutions are correct
Logical solutions	Accepted on the basis of knowledge, experience and logical judgments
Rational solutions	Accepted on the basis of an objective analysis of problem situations using scientific methods and computer technology
Permissible solutions	Satisfy all objective restrictions and can be implemented in practice
Invalid solutions	Unrealistic solutions that do not satisfy one or more restrictions
Unreasonable solutions	Solutions that do not lead to the achievement of the goal of management
Satisfactory solutions	Solutions resulting in achieving the goal of management
Optimal solutions	Solutions that ensure maximum degree of achievement of the organization's management goal

Programmed solutions are taken as a result of a certain sequence of steps according to standard methods or rules that are developed in advance and are used in typical (usually repeated) situations. In other words, the solutions are "programmed" under typical situations that may arise in the activities of the organization. The use of certain decision-making methodologies in typical situations reduces the likelihood of errors and increases the efficiency of solutions, since it is eliminated by the need to develop new techniques whenever an appropriate situation arises. Therefore, the programmed solutions are considered to be highly designed.

It is very important that the executives of organizations are confident that they use truly the right techniques that should not only be carefully justified, but also constantly develop. If outdated techniques are applied to making decisions in the changed conditions, it can lead to undesirable or even disastrous consequences. Therefore, managerial decision-making procedures should be continuously improved and updated, given the emergence of new factors and covering new possible situations. In addition, it is extremely desirable to justify the methodology for making any programmed solutions and convince it the correctness of those people for which it is intended, and not just offer or impose it for use.

According to the degree of rationale, you can allocate intuitive, logical and rational solutions. Rationalth characterizes a decision makeup and, as a rule, predetermines the quality of this solution. In this regard, it should be noted that it is always easy to accept any solution. For this you only need to make a choice, i.e. Specify one of the possible alternatives. But the fact is that it is difficult to accept a good solution. To do this, it is necessary not only to make a choice, but also justify it for yourself and other people, on which the execution of the decision has detected. To make good solutions, we must be able to justify them.

Significant advantages of intuitive and logical solutions - the efficiency and "low cost" of their adoption. But the most effectively such solutions "work" only in relatively familiar situations. However, often real situations only seem familiar and simple, but in fact they are distorted by many factors, which at first glance invisible. At the same time, it should always be remembered about the errors of human perception. Situations that seem simple, may well be extremely difficult. If the problem situation is truly unique and difficult, then logical judgments or intuition may not be enough to make a qualitative decision. "The judgment cannot be correlated with the situation that is in fact Nova, since the manager does not have experience in which he could establish a logical choice." In a new situation, too many unexplored factors that need to be considered, and the "unarmed" human mind is usually not able to determine and compare them. In addition, making decisions based only on judgments, people may be "captive" with their own experience, which will dictate to them the usual ways of action. As a result, the leader may lose sight of a new, more effective solution. In addition, following the accumulated experience, managers can consciously or unconsciously resist new ideas that are required in the changed conditions. Therefore, in new or unique situations, the likelihood of success increases if the managers take rational decisions.

Rational decisions, in contrast to logical, do not depend on past experience. They are based on an objective analysis of complex problem situations using scientific methods and computer technology. In this case, the term "rational" characterizes, first of all, a way to develop a solution, and not its quality. Rational decisions are accepted using a multi-step analytical process, but they can also be erroneous. At the same time, the rational choice does not exclude the use of logic and intuition, which are always actively involved in the decision-making process. Therefore, rational solutions are considered the most reasonable, since in the process of their development and adoption all mechanisms affordable mechanisms are used - intuition, logic and calculation.

All managerial decisions must be implemented in the organization's activities. Therefore, any decision, first of all, should allow the very possibility of practical implementation. On this basis, two types of solutions are distinguished - permissible and unacceptable.

Permissible solutions are solutions that satisfy all restrictions and can be implemented in practice. Any decisions are always accepted in the conditions of objective restrictions - resource, temporary, legal, organizational, ethical, etc. It is within the limits of the specified limitations the area of \u200b\u200bpermissible action options is formed, i.e. Many alternatives presented to select. In order for in the future, there were difficulties with the implementation of management decisions, it is necessary to pre-influence the influence of all the factors of the external and internal environment of the organization acting as restrictions. Analysis of restrictions is one of the most important stages of decision-making. If this does not do or lose sight of some restrictions, then you can take an invalid decision that cannot be implemented and therefore has no practical value.

In the process of analysis, restrictions cannot be "small things". A managerial decision, being a product of intellectual labor of the head, does not act as an end in itself, but as a means for organizing follow-up actions. Therefore, in the process of finding a management decision, it is necessary to take into account the possibility of its implementation and take into account all the factors that may prevent or, on the contrary, to promote the successful implementation of the decision.

According to the degree of achievement, the goal of management can highlight unreasonable, satisfactory and optimal solutions. The permissibility or realistic of the decision has not yet means its intelligence. The solution may be quite permissible under the conditions of restrictions, but do not lead to the result of the desired results. Such solutions will be called unreasonable. Since invalid solutions also do not lead us to the goal (they cannot be implemented at all), then you can give the following definition.

Unreasonable solutions are invalid solutions or solutions that do not lead to achieving the goal of management.

Any solution makes sense only when it is not only implemented, but also allows you to achieve the desired results. Therefore, all management decisions should be assessed from the point of view of achieving the goal of management, which is established by the head of the organization and acts as an additional, subjective restriction defining a reasonable choice. Consequently, the objective limitations and objectives of the control are a kind of filter that cleans the set of all conceivable and unthinkable alternatives from unreasonable solutions.

Satisfactory decisions should recognize such versions of actions that lead to the achievement of the goal of the management of the Organization. In other words, these solutions satisfy all objective and subjective restrictions at the same time and provide acceptable, but not necessarily the best result. It must be remembered that optimal solutions are the best not in the absolute sense, but only a relatively specific goal of management, which is chosen by a person. Optimal solutions are the decisions of the head that ensure the maximum degree of achievement of the goal of management. In other words, these are the best compromises found as a result of careful analysis and comparison of all alternatives. It is well known that any managerial solution besides a useful effect has a negative consequence. Search for a reasonable or best compromise between them and makes up the essence of the decision process.

From the point of view of innovation, we consider routine, selective, adaptive and innovative solutions.

Routine solutions are well-known ways of action to resolve the problem. They represent only a standard response to the model situation and, in essence, are not in their decisions. In contrast, selective solutions suggest a choice of one alternative to a certain set of ways of action. In this case, it is assumed that many alternatives are set and well known to the decision maker. It only needs to choose one of them.

Adaptive decisions are made in conditions when the situation changes and therefore requires some modification of well-known options, taking into account the characteristics of the new situation. The most complex are innovative solutions that are accepted in conditions when the problem cannot be solved with the help of known methods of actions or their modifications and requires the development of fundamentally new solutions not previously.

On the scale of changes made to the organization, management decisions can be divided into situational and reorganization. Situational solutions do not provide for any global changes and are associated with the decision of the current problems of the Organization. Unlike them, reorganization solutions imply significant changes, such as the restructuring of the organizational structure or the choice of a new organization's strategy.

By time of action, allocate strategic, tactical and operational solutions. Strategic decisions are aimed at achieving the long-term objectives of the organization. Tactical solutions ensure the implementation of strategic and pursue the achievement of the medium-term objectives of the Organization. Operational decisions are made by managers daily to achieve short-term goals and performing current work in the organization.

Listed types are far from exhausting the entire variety of management solutions. In fact, it is practically impossible to attribute this or that decision to one of the specified "clean" types. In fact, all decisions taken in organizations are combined, i.e. Are inside a certain range or continuum located between "extreme" types of solutions. For example, only a few managerial solutions are programmed or unspegrated in pure form. Any programmed solution does not exclude a fully personal initiative of the head, which can deviate from the standard methodology, if it considers it necessary. On the other hand, even in the most difficult situations that arise for the first time, standard methods and the rules of choice, which previously used should be useful.

3 Decision Decision Process, Principles and Stages

Sooner or later, managers should proceed from the analysis of the events that occurred to action. Ideally, if the action is motivated by the correct analysis of the problem, the search for the causes is narrowed to such a point when it is safe to get to solve the problem. It is important, however, remember that all actions are motivated by the need to respond to the problem. Experienced managers constantly take actions to improve the situation, increase the requirements for work and prevent problems that can threaten the breakdown of current plans.

Being in the present time, the head chooses actions (alternatives) that can often be implemented in the future. The problem is that sometimes it is necessary to even compare the relative consequences of alternatives, without having reasonable data. You can not know exactly what happens when you choose another alternative. The managerial must consider alternatives, confidently take a position and declare that, say, an alternative, but will be better to answer the goals set than an alternative to or C. However, this is a complex process of promoting truth.

The existing uncertainty in the decision-making process may create a number of situations in which the confusion of "determination" and "decision-making" does not exclude. Many enterprises of the managers are evaluated and rewarded for how quickly and confidently they make decisions. Uncertainty in this case is considered as a sign of weakness. From managers, rapidness and determination of judgments are expected and their willingness are highly appreciated to make decisions without losing difficulties. Theoretically, it is correct, but in practice it is not always the best action option.

In the theory of management, decisive is considered as the ability to make a decision and turn it into life. And the decision-making is the ability to analyze the most important information and make the optimal choice. It is important to combine both these abilities correctly. To paralyze itself, an endless analysis is also undesirable, as decisions on the charp, spontaneously.

The first principle is the principle of organizational compliance. The form of the organization must be adapted to uninterrupted linkage, which facilitates both the decision-making process and control over their implementation. It is impossible not to take into account the fact that the powers and responsibility are increasingly moving "from hand to hand." Only imposing responsibility for the results of their solutions, you can prepare the best leadership personnel.

The second principle: politics, strategy and objectives should be so clearly formulated so that they make it possible to make a general decision dealing with new activities that go beyond today's needs.

The third principle requires a sufficient number of reliable data on a changing environment necessary to maintain effective links between top-level leaders and lower levels of functioning units of the organization. It is extremely important to make the selection of available data in such a way that the top-level executives have at their disposal only the facts that they are really needed and have not been overwhelmed by non-actual material.

The fourth principle provides flexibility without which countless possibilities may remain unused. Under ideal conditions (the presence of accurate criteria, clear goals and complete information), the need for decision makers would be small. AUM would be able to answer any question.

By nature, the listed principles are universal and they must be adhered to managerial and business activities.

Managers usually make decisions that are conjugate with certain obligations and the need to implement them. If the decision is made, it is difficult to change it. The procedure for analyzing the alternatives when making decisions differs from the procedure for causal analysis.

The decision itself can take a number of forms and submit: a standard solution, when making a fixed set of alternatives; binary solution (yes or no); a multivariate solution (there is a very wide range of alternatives); An innovative solution when you want to take action, but there is no acceptable alternative.

The most common type of solutions is a standard solution. The analytical steps necessary for its adoption are also applicable for other types of solutions. When making any type of solutions, the manager's experience is included with the first step and is used during the entire process. If in the causal analysis, it is necessary to fear "favorite reasons" managers, then when making decisions, you can become a victim of "favorite alternatives". In this case, the preference of the "favorite version" can distort the entire analysis and lead to a predetermined choice.

As a rule, for the successful implementation of the process of making management decisions, the head must pass the eight major stages.

In the first stage, the main task is to properly set the goal of the decision. Any decision-making process should begin with awareness of the need for adoption. It is important, first of all, to ask the question of the selection itself to be done. Such questions contribute to the execution of three tasks: show the connection of solutions with the need to make a choice; Specify the direction in the search for alternatives; Alternatives are eliminated outside the goal.

In an effort to ensure the correctness of the purpose of the decision, the manager should answer such questions:

What choice do I try to do? This question gives a reference point. It will be clarified by two following issues.

Why is this solution necessary?

What was the last decision? This question follows from the concept that all solutions form some chain. Therefore it is very important to find the place of this solution in it. For example, suppose that the purpose of the decision is to choose the personnel training program to implement measures to improve working conditions. Before putting such a goal, it is necessary to answer the question: "Are we confident that the improvement of working conditions will allow the problem of improving the moral climate in the team?" If so, then a new question arises: "Are we convinced that a personnel training program is required?" Only answering these questions can be moved on, based on the fact that previous decisions were obtained as a result of a serious analysis.

The second stage is associated with the establishment of the decision criteria. Since the decisions are judged primarily on the results obtained, then with their consideration is reasonable and begin the process of choice. These results are called "decision criteria" and are the basis of the actual selection. It is important to managers to clearly imagine what they want to achieve. The key question in this case is: "What factors should consider, making a choice?" This question generates a number of factors that must be taken into account when choosing a solution. In the situation of a group decision-making situation, the formulation of such a question assumes that persons whose activities should affect this decision will be able to express their assumptions, requirements.

At the third stage, the head conducts the division of criteria on the principle of their importance for the organization. Criteria have different meanings. For example, some criteria are mandatory limitations, while others simply fix the desired characteristics. To take a fairly effective solution, it is necessary to divide the criteria for rigid constraints and the desired characteristics, without which it would be possible to do. Then it is important to run the criteria covered by the category of desirable. In making management decisions, of course, inevitable and compromises. For example, will you prefer a faster delivery of a lower price? Are you ready to sacrifice the speed of repair for the best quality of service?

At the fourth stage, alternatives are made. When discussing standard solutions, this is not a problem. For example, when comparing different locations of the new power point. When considering other types of decisions, especially innovative, this step is more complicated.

The fifth stage is highlighted for comparing the alternatives developed at the previous stage. Qualified decision making requires a series of alternatives, comparing them and choosing the best. Sometimes all solutions look good and no one seems predominant. Therefore, to make a choice, the managerial needs certain means to compare alternatives.

Without sufficient data on alternatives, you can hardly compare their relative advantages. The information collected will help measure the degree of satisfaction of the requirements for each of the criteria. Data collection is a planned process, and not an arbitrary reaction to information as it appears. After the manager clearly define an alternative, the question may be released: "How to systematize and compare data?" Here it is necessary to adhere to the following fundamental principle: "Always compare solutions with criteria, never compare one solution option with another. It is important to avoid" blinding solutions ", ailment, affecting those managers who continuously compare alternatives to each other and eventually lose sight of Objectives and final decision results.

At the same stage, the search for effective solutions may happen another ailment - analytical "paralysis". It occurs when the collection of information about alternatives becomes an end in itself. Deciding is because the process of finding a better option based on the best and affordable information. Meanwhile, it is hardly possible to achieve such a position so that all the facts, data, the necessary materials for solutions have been available. The process of comparison Alternatives with criteria is an attempt to help the decision maker will focus on key sources of information. Both of the "illness" of decision-making can be "cured" the concentration of attention mainly on the criteria, and not on alternatives.

The criterion for assessing the consequences of various options is usually determined by the purpose of solutions. In this case, there is a need to measure the degree to which a certain event contributes to achieving the goal. To resolve conflicts, we need a general unit of measure of consequences. Without it, it is impossible, for example, to compare an alternative leading to minimizing the cost of transportation of goods, with an alternative to minimize delivery time. To compare the consequences of these alternatives, you need to belong to one class. How to translate measurements on the same scale (shipping cost), in consequences on a different scale (delivery time) or measure them and others on the third scale? In addition, we need to know how to correlate increments on different scales.

In relation to the economy, it can be said that, unfortunately, it is impossible to express all the consequences in the form of their impact on costs and profits, so the use of money as a universal unit of measurement may be difficult

The sixth stage determines the risk to which the firm may be subjected in the event of a specific alternative. In business activities, the identification of risk can vary from complex likely analysis in the models of operations to study operations to purely intuitive guesses, which can be submitted by type of type: "What do you think they (buyers or compete manufacturers) will take when we declare price increases? " We are interested in the working instrument of managers who can be used quickly and efficiently and which does not require a complex mathematical apparatus.

To properly determine the risk area, alternatives should be considered alternately and try to predict the difficulties that can be encountered in the event of each of them. Deviations associated with the adoption of one alternative, as a rule, have nothing to do with possible deviations in the event of the implementation of other alternatives.

At the seventh stage, the developing solution makes risk assessment. It is important to know about the existence of risk, but not enough. It is necessary to determine its significance. When assessing risk, factors such as probability and seriousness are taken into account. With the help of a probability factor, a judgment is formed that something or another event will really happen. The severity factor allows you to form a judgment about the degree of influence of the event on the situation if it occurs.

At the eighth stage, a decision is made. Quantitative Risk Ratings help to adopt a reasonable solution. After all, these data allow you to compare the performance of alternatives. It should be noted that the risk indicators are not directly related to each other, until there is such a formula that would compare them. Typically, managers do not seek to minimize the risk, but take risks acceptable and controlled. By making a choice, the head analyzes, weighs a number of judgments. It is very important to interrupt these judgments clearly. After all, the solution to be taken is based on a certain amount of evaluation judgments.

Thus, the decision-making is the ability to analyze the most important information and make the optimal choice. At the heart of the decision-making process on the management of the company lie four basic principles:

As a rule, to successfully implement the process of making management decisions, the head must pass eight of its main stages: the correct statement of the decision goal, the establishment of the criteria for the decision, the separation of criteria on the principle of their importance for the organization, developing alternatives, comparison of the developed alternatives, risk determination, risk assessment, adoption solutions.

Chapter 2. Analysis of the process of making management decisions

1 The process of making management decisions in LLC "Household appliances"

Solving a managerial problem in LLC "Household appliances", as well as management, is the process, for it is about the endless sequence of interrelated steps. The head of LLC "Household appliances" takes care of not so much about the decision as such as about everything related and arising from it. To solve the problem, a non-a single solution is required, but a set of elections. Therefore, although the process of solving the problem, we present as a five-step (plus the implementation and feedback), the actual number of stages is determined by the problem itself (Fig. 2.1.).

Fig. 2.1 Stages of the process of making management decisions

in LLC "Household appliances"

Diagnosis of the problem.

The first step towards solving the problem is the definition or diagnosis, full and correct. There are two ways to consider the problem. According to one, the problem is considered to be the situation when the goals are not achieved. In other words, you will learn about the problem because it does not happen that it should have happened. By doing so, you smooth out the deviation from the norm.

To identify the causes of the problem, it is necessary to assemble and analyze the required internal and external (relatively organic) information. Information can be collected and informally, conducting conversations with employees of "Household appliances" LLC about the current situation and making personal observations. For example, the wizard can discuss the problem of performance with the workers and transfer the received information to the top.

2. Formulate restrictions and decision criteria.

When the head of any division of LLC "Household appliances" diagnoses the problem in order to make a decision, he must be aware that it is possible to do with it. Many possible solutions to the problems of the organization LLC "Household appliances" will not be realistic, since either the leader or the organization has not enough resources to implement the decisions made. In addition, the cause of the problem may be outside the organization of force - such as laws that the manager is not authorized to change.

Restrictions vary and depend on the situation and specific leaders of the divisions of LLC "Household appliances". Some common restrictions are the inadequacy of funds; insufficient number of employees who have the required qualifications and experience; inability to purchase resources at reasonable prices; The need for technology that has not yet been developed or too expensive; Exceptionally acute competition; Laws and ethical considerations.

The essential limiter of all managerial solutions in LLC "Household appliances" is the suggestion of all members of the organization defined by the highest governing link, that is, the manager can receive or implement a solution only if the top management has entered it with this right.

Definition of alternatives.

The next step is to formulate a set of alternative solutions to the problem. Ideally, it is desirable to identify all possible actions that could eliminate the causes of the problem and, thus, to enable the organization to achieve their goals. Nevertheless, in practice, the head of "Household appliances" LLC rarely has sufficient knowledge or time to formulate and evaluate each alternative due to permanent business trips. Moreover, consideration of a very large number of alternatives, even if they are all realistic, often leads to confusion. Therefore, the head of LLC "Household appliances", as a rule, limits the number of choices for serious consideration with just a few alternatives, which are most desirable.

Evaluation of alternatives.

When identifying possible alternatives, a certain preliminary assessment is required. Studies have shown that both the amount and the quality of alternative ideas is growing when the initial generation of ideas (alternative identification) is separated from the estimate of the final idea.

This means that only after making a list of all ideas, you should move to the estimate of each alternative. When evaluating decisions, the head of LLC Household appliances determines the advantages and disadvantages of each of them and possible general consequences.

When evaluating possible solutions, the head of LLC Household appliances is trying to predict what will happen in the future. The future is always uncertain. Many factors, including changing the external environment of LLC "Household appliances" and the impossibility of implementing the decision, may prevent the embodiment of the intended. Therefore, an important point in the assessment is to determine the likelihood of each possible solution in accordance with the intentions. If the consequences of some decision is favorable, but the chance of its implementation is small, it may be a less desirable choice. The head includes a probability of assessing, taking into account the degree of uncertainty or risk.

Choosing an alternative.

If the problem was correctly determined, and alternative solutions are carefully weighed and evaluated, make a choice, that is, to make a decision, relatively simple. The head of LLC "Household appliances" simply chooses an alternative to the most favorable general consequences. However, if the problem is complex and have to take into account many compromises, or if the information and analysis is subjective, it may happen that no alternative will be the best choice. In this case, the main role belongs to good judgment and experience.

The real value of the solution becomes apparent only after its implementation. As shown in Fig.2.2, the process of solving the problem does not end with the choice of alternatives. A simple choice of direction of action has a low value for the organization. To resolve the problem or retrieve the benefit from the existing feature, the solution must be implemented. The level of effectiveness of the solution will increase if it is recognized by those whom it affects. Decisions are rare, but it is automatic, even if it is clearly good.

Fig. 2.2. Implementation and evaluation of the solution: phases following the decision-making and resolving problems

Sometimes the head of LLC "Household appliances" may impose a decision on those who will have to fulfill it.

There are situations in LLC "Household appliances", when the manager is forced to make a decision without consulting with others. The participation of workers in making decisions, like any other management method, will be effective indeed in each situation.

Another phase included in the process of adopting a management decision on LLC "Household appliances" and starting after the decision began to act, is to establish feedback. The tracking and control system is necessary to ensure the coordination of actual results with those expected during the decision period. In this phase, measurement and assessment of the consequences of the solution or a comparison of the actual results with those that the manager hoped to receive. Feedback, i.e. The receipt of data on what happened before and after the implementation of the decision allows the head to adjust it until the organization has not been made significant damage. Evaluation of the decision by the management of LLC "Household appliances" is performed primarily with the help of the control function.

Thus, LLC "Household appliances" is a dynamically developing enterprise. The preparation process and decision making occurs in stages.

Existing problems in the decision-making process in LLC "Household appliances":

Insufficiency at the organization of resources to implement the decisions made;

An insufficient number of workers who have the required qualifications and experience, in particular sales managers;

The essential limiter of all management decisions in LLC "Household appliances" is the suggestion of all members of the organization defined by the highest governing link, that is, the manager can take or implement a decision only if the top management has given it this right;

The head of "Household appliances" LLC is often forced to make a decision without consulting other personnel of the organization.

2 Analysis of the management of management decisions in the organization

Adoption of management decisions is based on a certain documentation. The decision-making process is reflected in all aspects of management.

Analysis of the management of management solutions is shown in Table 2.3.

Table 2.3

Analysis of the management of management decisions

Decision quality assessment

Explanations

Director

Chief Accountant

Financial director

Commercial Director

Attempts by creative approach are manifested, limited to the authority of the director

Head of Personnel Department (clerk)

Solutions are template, based on the director general director

Directors of divisions

Solutions template, does not consider other alternatives and opportunities

So, as can be seen from the process of making management decisions in decision makers, attempts to create a creative approach are partially manifested, but mostly the whole process is implemented on the fulfillment of a particular solution to the CEO. The decision-making process in the company LLC "Household appliances" authoritarian. The adoption of management decisions strongly depends on the personal factor, since, in essence, only one person general director receives in the firm of LLC "Household appliances".

An analysis of decision-making types by the Director-General for three years 2011-2013 was carried out.

Table 2.4.

Typology according to the degree of participation of leaders of different levels and specialists in three years 2011-2013.

Typology according to the degree of participation of leaders of different levels and specialists
collegiate	Opening of new credit programs	Development of a new structure of marketing department with new positions, the introduction of a new wage system	Expansion of the sales department, financial expenses control, development of a strategic plan
collective	Development of program bonuses	Introduction of new programs of financial and moral incentives	Conducting collective events and production of the corporate newspaper
individual		Orders Definition of personnel policy,	Orders (for example, appointment for posts, dismissal, etc.)

So, we see that in 2011-2013. Collegiate solutions were adopted (expert and in agreement); Collective (democratic) and individual (sole).

Table 2.4.

Typology on the levels of planning and time for the implementation of events for 2011-2013.

Typology on the level of planning and implementation time
strategic	Development of a Strategic Plan Exit to New Regional Markets	expansion of activities (conclusion of contracts with new suppliers and stamps)	change of assortment policy (increasing the range of office equipment)
tactical		Optimization of the work of the team, development and implementation of a system of discounts and benefits for large customers
operational	Repair of the section of office equipment	replacing cash equipment	Repair and Expansion of the Store Warehouse

So, we see that in 2011-2013. Strategic, tactical and operational events were adopted.

Table 2.5

Typology for the content of the management process for 2011-2013.

Typology for the content of the management process
social	Development of program bonuses program, to modernize the rest room	Development of the Code of Employee LLC "Household appliances"	issue of the corporate newspaper, based on the results of the work of the bugs in the sanatorium	Reduced costs by selling defective and spoiled discount products	Introduction of new stimulating programs	Reduced full-time units
organizational	General Meeting of Employees, Choice of Heads of Sales Groups	General Assembly of employees, redistribution of powers, in order to exclude duplication of functions	General Assembly of employees, updating job descriptions of some full-time units
technical	Replacing racks under kitchen dishes	Software update	Replacing the uniform staff

So, managerial solutions are different in content, temporary parameters, levels of planning, but all of them are an integral component of the management process. The effect of their implementation directly depends on the ability of the manager to predict the situation, to foresee the consequences of the decisions made, the ability to use not only their own potential, but above all the possibility of a group and a team as a whole.

Chapter 3. Proposals to improve the efficiency of management decisions in the activities of the enterprise

Successfully applied to the mining of planning and complements become ineffective. The lack of rational, purposeful policies, it takes to economic functions, to a decrease in the pace of scientific and technical psyrex.

There are two ppplay, which are used by the use of more counseling methods and the progress of the progress. Putting out of them is related to the traditional pross to ethics of the administrative apparatus of the administrative apparatus, which is used to the privilege of the preparation of the preparing per. Speaking - with the incompatibility of style and methods of consultants, with insufficient consideration of them of human facts.

Currently accomplished by experts on the methods of performing perpetrators, the analysts consultants are challenging faces. Many pubections, which are in administrative apparatus, are more complicated by the administrative approaches for which the analytical approaches are already easy for which. There are, weeping, cases where the intelligence of practical parts of the internationalization or practical international complications do not coincide. It is far from always bad - it is in conflict that a compomas of a compomission, which takes into account many of the mining flashes. Often, the teams are taken by the team of refractors. This is how the policies of the influential members of this team are applied, the coordination of the influential intelligence.

Controlled applications are extremely complex from the methodological point of the yield. My look, which currently exists there is no virtual constructive methods for the application of gppical perico or periodic in the conditions of the simulation of these active participants. For far from their satisfying, many relatively more pronounced applies of individual phenomena.

As can be seen from the previous example, many decisions are accepted with the participation of senior management or by agreement with it, which slows down the implementation of these decisions (widely used in Japan). Therefore, it is necessary to expand the capabilities of managers of structural units to adopt management decisions, that is, to delegate them to the appropriate authority (is widely used in the United States).

In order to avoid unscrupulous or mercenary adoption and execution of management decisions, it is necessary to strengthen control and responsibility for violations. It is also proposed to distinguish the received management decisions both by levels and functional duties.

In addition, the company has a poorly developed assessment of the effectiveness of the decisions made. It is rather formal nature and has no widely practical application.

Therefore, it is necessary to ensure the development of criteria by which the effectiveness of the adoption of a particular managerial decision will be evaluated.

For example, such criteria can be: growth of technical and economic indicators; improving product quality; saving labor and material resources; facilitating staff work; increasing interest in work; reduction of injuries; Climate improvement in the team. That is, depending on the type of management decision, these or other criteria will be applied to it.

The main disadvantage in management activities is not a bad decision, but the lack of solution. The following reasons for low-quality solutions can be distinguished: a significant amount of decisions made, which does not allow each of them to carefully develop and justify; inconsistency of newly accepted decisions with previously adopted, which causes duplication, disagreement of actions and conflict; The adoption of "vague" solutions that do not bear specific content reflecting only the general installation: pay attention to how to increase, take the necessary measures (such decisions in the practice of management to 10%); Insufficient information support, consequence of which is the development of weak decisions, the implementation of which will not remove the essence of a particular problem.

Enforcement-making entities should navigate in the main organizational prerequisites that can help improve the quality of decisions, thereby contribute to improving the efficiency of management as a whole.

To ensure the effectiveness of the development and decision-making process, the following recommendations are proposed:

~ People prefer not to take responsibility to voluntarily, and this should not be waiting for them;

~ It is impossible to let the process of coordination at all stages, including meetings and meetings;

~ It is impossible to rely on memory, much is recommended to be recorded in a notebook or other material carriers;

~ It is necessary to master and replenish knowledge on the theory of management solutions.

An important problem is the low motivation of executors of the managerial decision. To solve this issue, it is currently recommended to bring decisions to performers to prevent the loss of the adopted management decision; increase motivation through the expansion of the population involvement, cities and districts to develop concepts, paradigms, key provisions, strategies, and not only by coordination with it formed solutions; form public opinion on issues through the media, hold conferences, seminars, symposia; Create framework systems for implementing solutions; Organize control over the execution of the solution, which will allow the management of the city, the area to make timely necessary adjustments. Regarding all the times, the solution cannot be, since any socio-economic system moves in time and space, the situation is changing inside it. In a new situation, other problems arise, the strategic course is adjusted, a new solution is made. So the next managerial cycle begins. Therefore, it is necessary to strive for the flexibility of management and making management decisions.

The effectiveness of management decisions has a significant impact of informational support, which must be comprehensive and cover the entire decision-making process.

An important role also belongs to the planning system. The distribution of this process to all levels of management guarantees the transparency of the activities of the units, allows you to establish the performance characteristics of the work. Plans should form the basis of operational meetings, assessing the activities of divisions and their managers, analyzing the volume of executable functions, the efficiency of the use of budgetary funds, etc.

Therefore, it is necessary to increase the efficiency of management decisions, which is the main prerequisite for rational management.

Conclusion

During the writing of the course work on the theoretical part, the following conclusions were made:

The decision is one of the types of mental activity and the manifestation of the will of the person.

The management decision should cover the goal (a set of objectives) of the functioning and development of the system, the means and resources used to achieve these goals, the main ways and ways to achieve goals, the deadlines for achieving the goals, the procedure for interaction between units and performers, the organization of work at all stages of the implementation of the decision .

Management solutions are classified for a number of features:

The degree of repeatability of the problem.

The significance of the goal.

Impact scope.

Duration of implementation.

Predicted consequences of the decision.

The nature of the information used.

Decision development method.

The number of selection criteria.

The form of adoption.

Method of fixing the solution.

Deciding is the ability to analyze the most important information and make an optimal choice.

At the heart of the decision-making process on the management of the company lie four basic principles:

Principle of organizational compliance, politics;

Strategy and objectives should be clearly formulated;

A sufficient number of reliable data on a changing setting;

Flexibility without which countless possibilities may remain unused.

So, the options for management decisions should be brought into a comparable view of the following factors:

Time factor (the time of projects or investment investment);

factor of the quality of the object;

scale factor (volume) of the production of the object;

factor in the object of object in production;

method of obtaining information for making a management decision;

terms of application (operation) of the object;

inflation factor;

risk factor and uncertainty.

The comparability of options for the above-listed eight factors is ensured, as a rule, with the substantiation of technical, organizational or economic measures aimed at improving the private indicators of the target subsystem of the management system (indicators of the quality and resource-intensity of products, the organizational and technical level of production, the level of social development of the team, the problems of the ecology) , as well as the development of providing, managed or control subsystems, improving links with the external system.

In each case, the managerial solutions may differ from all factors. The task of a specialist, manager or decision maker is to carry out a comprehensive analysis of specific situations in order to ensure comparability at the maximum number of factors. The less accounted factors, the less accuracy of the forecast of investment efficiency.

Basic rules for ensuring comparability of the managerial solution options:

The number of alternative options should be at least three;

as a basic solution, the new version of the solution should be taken. The remaining alternatives are given to the base with the help of corrective coefficients;

to reduce time, improving the quality of solution and cost reduction, it is recommended to broadly apply coding methods and modern technical means of information support for the decision-making process.

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