Analysis and management decision making. Peculiarities of making and implementing managerial decisions - abstract Processing analysis developing recommendations making managerial decisions

Study of the activities of LLC "Element-Trade". Analysis of financial stability, business activity and profitability of the enterprise. Application of SWOT analysis to identify the strengths and weaknesses of the firm. Development of management decisions; assessment of their effectiveness.

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NOU VPO Humanitarian University

Faculty of Business and Management

Course work

Analysis of the process of making managerial decisions in the organization

(on the example of Element-Trade LLC)

6th year students, correspondence department

Bespamyatnykh Olga Vasilievna

Supervisor:

Dan. Mitsek E. B.

Yekaterinburg 2013

Introduction

Chapter 1. Theoretical foundations of the management decision-making process in the organization

2.3 Analysis of the process of making managerial decisions in Element-Trade LLC

2.4 Evaluation of the effectiveness of the management decision-making process at the enterprise

Chapter 3. Measures to improve the management decision-making process at Element-Trade LLC

Conclusion

Literature

Application

Introduction

The relevance of the chosen research topic is due to the fact that the activity of each person is based on decision-making and is always a choice among many alternatives. In the process of work, the manager is forced to make decisions on a daily basis. The managerial decision is distinguished by special responsibility, since is of a public nature, affecting the interests of many groups of people, and therefore requires a particularly balanced scientific approach. Making a management decision is choosing the best way to achieve a management goal in the process of analyzing options.

Management decisions are associated with the implementation of management functions, including planning, organization, coordination and control of any processes.

The purpose of this course work is to develop ways to improve the management decision-making system using the example of the activities of the limited liability company "Element-Trade". This goal determines the formulation and consistent solution of the following tasks:

Study of the theoretical foundations of decision-making in management and methods for assessing the effectiveness of the decision-making process.

Research of the decision-making system in the limited liability company "Element-Trade" and assessment of the effectiveness of the management decision-making process at the enterprise.

Development of ways to improve the management decision-making process at Element-Trade LLC.

In the process of developing measures to improve the decision-making process, it was proposed: changing the decision-making scheme, changing the document flow scheme.

The theoretical part examines the essence and significance of the decision-making process, the stages of the managerial decision-making process in an organization, the methodology for assessing the effectiveness of the managerial decision-making process. The analytical part provides a general description of the research object (the dynamics of the main economic indicators is considered, a SWOT analysis of the management decision-making process at Element-Trade LLC is carried out). The design part presents methods for improving the management decision-making process for each of the stages of this process.

When writing the work, scientific and educational publications on management, organization management and management decisions were used.

The initial base for the analysis of the decision-making process in Element-Trade LLC: statistical data, accounting data, orders, regulatory documents.

The object of the research is the commercial enterprise "Element-Trade" limited liability company. The main activity of the investigated enterprise is retail trade (sale of food, household goods).

The subject of research in this work is the process of making managerial decisions in this organization.

The theoretical and methodological basis for writing this course work was the works of the following domestic authors: E. V. Pirogova, A. G. Ivasenko, N. V. Zlobin, N. V. Lysov, and others, as well as foreign authors: M. Mescon. H., Albert M., Hedouri F.

To write the work, the following research methods were used: the systemic and integrated approach method, system analysis, elemental analysis, observation, etc.

The goal, objectives, subject and object of research predetermined the logic of presentation and the structure of this course work, consisting of an introduction, three chapters and a conclusion. Course work is presented on 59 sheets of typewritten text, contains 4 figures, 14 tables, 1 appendix.

The first chapter, "Theoretical Foundations of the Management Decision-Making Process", examines the essence and significance of managerial decisions, the stages of the managerial decision-making process in an organization, and a methodology for assessing the effectiveness of the managerial decision-making process.

In the second chapter, "Analysis of the process of making managerial decisions in Element-Trade LLC", an analysis of the financial condition of Element-Trade LLC was carried out, as well as an analysis of the managerial decision-making process at Element-Trade LLC and an assessment of the effectiveness of this process.

In the third chapter "Measures to improve the process of making managerial decisions at Element-Trade LLC" methods of improving the process of making managerial decisions are proposed.

In the conclusion, the main conclusions of the study are presented.

Chapter 1. Theoretical foundations of the organization of methods for making management decisions

1.1 The essence and significance of management decisions

The processes of making managerial decisions are central to the structure of managerial activity, since it is they who determine to the greatest extent both the content of this activity and its results. The manager has the power, the authority to make decisions, he is also responsible for its implementation, for the use of resources, for the fate of people.

Management decisions are associated with the implementation of management functions, including planning, organization, coordination and control of any processes. These decisions are implemented in the form of an order, business conversation, instructions, etc. However, not every solution developed and implemented by a manager is managerial.

Management solutions are distinguished by:

Goals. The subject of management (an individual or a group) makes a decision based not on his own interests and needs (although their influence plays a certain role), but in order to solve the problems of a particular organization.

Scope and impact. The individual's private choice affects his own life and can affect the few people close to him. A manager, especially a high-ranking one, chooses a course of action not only for himself, but also for the organization as a whole and its employees, and his decisions can significantly affect the lives of many people. If an organization is large and influential, the decisions of its leaders can seriously affect the socio-economic situation of entire regions.

Division of labor. If in private life a person, making a decision, as a rule, does it himself, then in the organization there is a certain division of labor: some employees (managers) are busy solving emerging problems and making decisions, while others (executors) are engaged in the implementation of decisions already made.

Professionalism. In private life, each person independently makes decisions by virtue of their intelligence and experience. In managing an organization, decision making is a much more complex, responsible and formalized process that requires professional training. Not every employee of the organization, but only those who have certain professional knowledge, experience and skills and hold the appropriate position, are empowered to independently make certain decisions.

Having considered these distinctive features of decision-making in organizations, we can say that a managerial decision is a choice of an alternative made by a decision-maker, within the framework of his authority and competence, and aimed at achieving the goals of the organization.

The need for decision-making arises at all stages of the management process and is associated with all areas and aspects of management activities. The decision-making process rather accurately reflects the real problems, relationships and connections that have developed in the organization, and their continuous sequence characterizes the continuity of the management process. Moreover, only the study of the process of development and implementation of solutions makes it possible to assess the content side of management, since the content of management is revealed in the content of the decisions made. Therefore, it is so important to understand the essence of the solutions.

The economic essence of a managerial decision is manifested in the fact that the preparation and implementation of any managerial decision requires financial, material and other costs. Every management decision has real value. The implementation of an effective management decision will bring the company direct or indirect income, and an erroneous decision - losses.

The organizational essence of the management decision is that the staff of the company is involved in this work. For effective work, it is necessary to form an efficient team, develop instructions, regulations, empower employees, rights, duties and responsibilities, establish a control system, allocate the necessary resources, including information, provide employees with the necessary equipment and technology, coordinate their work. The organizational aspect is manifested in the organization of both the development and implementation of management decisions. At the same time, a number of its functions are implemented, namely, guiding, coordinating and motivating.

The guiding function of decisions is manifested in the fact that they are a guiding basis for the implementation of general management functions - planning, organization, control, motivation.

The coordinating role of decisions is reflected in the need to coordinate the actions of the executors for the implementation of decisions within the approved time frame and of appropriate quality.

The motivating function of decisions is realized through a system of organizational measures (orders, decrees, orders), economic incentives (bonuses, allowances), social assessments (moral and political factors of labor activity: personality self-affirmation, creative self-realization).

The social essence of managerial decisions lies in the mechanism of personnel management, which includes levers of influence on a person to coordinate their activities in the team. These levers include the needs and interests of a person, motives and incentives, attitudes and values.

The legal essence of the management decision lies in the exact observance of the legislative acts of the Russian Federation and its international obligations, statutory and other documents of the company itself.

The technological essence of a management solution implies the possibility of providing personnel with the necessary technical, informational means and resources for the preparation and implementation of a management solution.

A managerial decision is a choice of an alternative made by a leader within the framework of his official powers and competence and aimed at achieving the goals of the organization; an act aimed at resolving a problem situation.

Management decisions are an integral part of any function of the management process and permeate all management activities - from the formulation of a goal to the moment it is achieved. The solution is the main product of the manager's labor. The success of the business depends on the effectiveness of management decisions. Therefore, each management decision must be scientifically substantiated and taken in a timely manner, comply with the situation and legislative acts, meet the objective conditions for the development of enterprises, ensure the fullest achievement of the set goal and rational use of resources.

As a rule, some of the decisions made turn out to be impracticable. This happens for various reasons: the absurdity of goals, the complexity of control, the lack of deadlines, the fixation of responsibility for specific persons. In fact, what was noted speaks of shortcomings in management activities, which lead to serious economic and social consequences (missed opportunities, waste of time and money, irresponsibility, decreased labor activity, decomposition of a healthy psychological climate in the team). Therefore, the organization of a deep study of management decisions, competent design and adherence to the methodological principles of this work are of particular relevance.

The management cycle always begins with setting goals and identifying problems, continues with the development and adoption of the necessary decision, and ends with the organization and control of its implementation. The analysis of the obtained result serves as a source of identifying new problems and making new decisions, thus renewing the management cycle. A diagram of this process is shown in Figure 1.

Figure 1. Control cycle diagram

This shows that any control implements a sequence of three main stages:

· Determines the state of the managed object (problem identification);

· Develops an optimal impact for a given state (development and decision-making);

· Implements it (implementation of the solution).

The management decision is formulated as:

Product of managerial labor, organizational response to a problem that has arisen;

The choice of a specific course of action from among the possible options; selection of a preliminarily meaningful goal, means and methods of achieving it;

The choice of a course of action that guarantees a positive outcome of a particular operation.

A managerial decision at an enterprise is a creative act of a subject of management (an individual or a group person), which determines the program of the team's activities to effectively resolve an urgent problem based on knowledge of the objective laws of functioning of a controlled system and analysis of information about its state.

Thus, a managerial decision is associated with the implementation of managerial functions, including planning, organization, coordination and control of any processes. Solutions are implemented in the form of orders, business conversations, instructions, etc.

A managerial decision is a choice of an alternative made by a decision-maker, within the framework of his authority and competence, and aimed at achieving the goals of the organization.

The development of effective solutions is the basis for ensuring the competitiveness of products and companies in the market, the formation of rational organizational structures, the implementation of the correct personnel policy and work, the regulation of social and psychological relations at the enterprise, and the creation of a positive image.

Deficiencies in management activities lead to serious economic and social consequences (missed opportunities, waste of time and money, irresponsibility, decreased labor activity, decomposition of a healthy psychological climate in the team). Therefore, the organization of a deep study of management decisions, competent design and adherence to the methodological principles of this work are of particular relevance.

Management decisions are a way of constant influence of the control system on the controlled one (the subject on the control object), which ultimately leads to the achievement of the set goals. This is a permanent link between the two subsystems, without which the enterprise as a system cannot function. This circumstance emphasizes the defining place of management decisions in the management process.

1.2 Stages of the management decision-making process in the organization

To solve a problem, very often not a single solution is required, but a certain sequence of solutions and their implementation. Therefore, a decision is not a one-time act, but the result of a process that develops in time and has a certain structure.

The management process consists of repetitive decision-making processes associated with the implementation of management functions. In the process of performing management functions, managers have to make a large number of decisions, planning, organizing work, motivating people employed in the organization, controlling and coordinating everything that happens in it.

The simplest decision tree assumes that the process is a movement from one stage to another; after identifying the problem and establishing the conditions and factors that led to its occurrence, solutions are developed from which the best is selected. The number of options developed and considered depends on many factors, and above all on the time, resources and information available to the developers. The main limiting factor is the time during which a decision must be made. Therefore, in parallel with the development of options, they are assessed, and the final decision is made by choosing the best of those that were prepared and considered in the planned period of time.

The most holistic and visual representation of the decision-making process is provided by the diagram shown in Figure 2, reflecting its main stages and the order in which they follow.

Rice. 2. The process of making management decisions

For the emergence of the need to make a managerial decision, a signal is needed about an external or internal influence that has caused or is capable of causing a deviation from a given mode of operation of the system, i.e. the presence of a management situation. Therefore, one of the most important conditions for making the right decision is to analyze the situation. Analysis of the management situation requires the collection and processing of information. This stage performs the function of the organization's perception of the external and internal environment. Data on the state of the main environmental factors and the state of affairs in the organization goes to managers and specialists who classify, analyze information and compare the real values of the controlled parameters with the planned or predicted ones, which in turn allows them to find out the problems that should be solved. For the emergence of the need to make a managerial decision, a signal is needed about an external or internal influence that has caused or is capable of causing a deviation from a given mode of operation of the system, i.e. the presence of a management situation. Therefore, one of the most important conditions for making the right decision is to analyze the situation.

The first step towards solving a problem is its definition or diagnosis, complete and correct. The problem is the discrepancy between the desired and the actual state of the managed object. Identifying and formulating a problem is a complex procedure. The fact is that at the moment of their emergence, many of the most important problems are poorly structured, i.e. do not contain obvious goals, alternative ways to achieve them, ideas about the costs and effects associated with each of the options. And bringing these problems to quantitative definiteness (structuring) requires from managers not only knowledge and experience, but also talent, intuition, and a creative approach. It should also not be forgotten that all elements and activities in the organization are interrelated and the solution of any problem in one part of the organization can cause problems in others. Therefore, when defining the problem to be solved, one should strive to ensure that the number of new problems arising in this case is minimal.

Determination of selection criteria. Before considering possible solutions to the problem, the manager needs to determine the indicators by which the alternatives will be compared and the best one will be selected. These indicators are called selection criteria.

The next stage is the development of 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 can be optimal. However, in practice, the manager does not and cannot have such reserves of knowledge and time to formulate and evaluate every possible alternative. Therefore, it tends to limit the number of comparison options to just a few that seem most appropriate.

Choosing an alternative. If the problem has been correctly identified, and alternative solutions are carefully weighed and evaluated, it is relatively easy to make a choice, that is, to make a decision. The leader simply chooses the alternative with the most favorable overall consequences. However, if the problem is complex and many trade-offs have to be taken into account, or if the information and analysis are subjective, it may happen that no one alternative is the best choice. In this case, good judgment and experience play a major role.

Although it is ideal for a manager to achieve the optimal solution, the manager, as a rule, does not dream about it in practice. Usually, the optimal solution is not found due to the lack of time and the inability to take into account all the relevant information and alternatives. Because of these constraints, the leader typically chooses a course of action that is obviously acceptable, but not necessarily the best possible.

In modern management systems, as a result of the division of labor, a situation has arisen in which some employees of the organization prepare, develop a decision, accept or approve others, and execute others. In other words, the manager often approves and bears responsibility for a decision that he did not develop, the specialists who prepared and analyzed the decision do not participate in its implementation, and the executors do not participate in the preparation and discussion of the decisions being prepared. Management decision making in an organization is often mistakenly viewed as an individual rather than a group process. It is the organization, not the individual leader, who must respond to emerging problems. And not one leader, but all members of the organization should strive to improve the efficiency of its work. Of course, managers choose the course for the organization, but for the solution to be implemented, the joint action of all members of the organization is necessary. Therefore, in group decision-making processes, the stage of agreement plays a very significant role. Recognition of a decision is rarely automatic, even if it is clearly good. The likelihood of quick and effective implementation increases significantly when performers have the opportunity to express their opinion, make suggestions, comments.

The process of solving the problem does not end with the choice of an alternative: in order to obtain a real effect, the decision made must be implemented. This is precisely the main task of the implementation management phase.

For the successful implementation of the solution, first of all, it is necessary to determine the complex of works and resources and distribute them by executors and deadlines, i.e. foresee who, where, when and what actions should be taken and what resources are needed for this. If we are talking about large enough solutions, this may require the development of a program for the implementation of the solution. During the implementation of this plan, the manager should monitor how the decision is being implemented, provide assistance if necessary, and make certain adjustments.

Even after the decision is finally put into effect, the decision-making process cannot be considered completely complete, since it is still necessary to make sure whether it justifies itself. This goal is served by the control stage, which performs the function of feedback in this process. This stage measures and evaluates the consequences of a decision or compares actual results with those that the manager hoped to get. It should not be forgotten that the decision is always temporary. The period of its effective action can be considered equal to the period of relative constancy of the problem situation. Outside of it, a solution may cease to have an effect and even turn into its opposite - not contribute to the solution of the problem, but exacerbate it. In this regard, the main task of control is to timely identify the diminishing effectiveness of a solution and the need to correct it or make a new decision. In addition, the implementation of this stage is a source of accumulation and systematization of experience in decision-making.

Each organization has features of management decision-making, determined by the nature and specifics of its activities, organizational structure, and the system of intrafirm communication. However, the process of developing a management solution has something in common for the organization. It should also not be forgotten that all elements of the organization's activities are interrelated and the solution of a problem in one part of the organization can cause problems in others. Therefore, when defining a solution to a problem, one should strive to ensure that the number of new problems arising in this case is minimal.

So, the management process consists of repetitive decision-making processes associated with the implementation of management functions.

For the emergence of the need to make a managerial decision, a signal is needed about an external or internal influence that has caused or is capable of causing a deviation from the given mode of the system's functioning.

Before considering possible solutions to the problem, the manager needs to determine the indicators by which the alternatives will be compared and the best one will be selected.

For the successful implementation of the solution, it is necessary to determine a set of works and resources and distribute them by executors and deadlines, i.e. foresee who, where, when and what actions should be taken and what resources are needed for this. During the implementation of this plan, the manager should monitor how the decision is being implemented, provide assistance if necessary, and make certain adjustments.

1.3 Methodology for assessing the effectiveness of the management decision-making process

Decision-making is the main tool for managing influence, because it is in the development of decisions, their adoption, organization and control that the activity of the entire management apparatus lies. The effectiveness of management decisions is the main characteristic of the decisions made, which is determined by the quality of the decision, its influence on improving performance, as well as the emotional agreement of the executors with it. Evaluation of the effectiveness of managerial decision-making plays an important role in the activities of the entire enterprise as a whole. It is necessary for the further work of the organization, because if the decision made turns out to be ineffective, then the work of all departments will also be ineffective.

It should be noted that for the successful implementation of the decisions made, the organization must have a mechanism for their implementation, the main tasks of which are: development of the implementation program, implementation management, implementation control, evaluation of results. Designing and implementing solutions that deliver consistently high performance is a challenge, even for seasoned leaders. The effect from the implementation of a management decision does not always correspond to the expected, but, despite this, there should be a constant striving to maximize this effect.

The task of determining the effectiveness of management decisions is the most difficult and controversial management problem. It is impossible to consider in isolation the effectiveness of a management decision and its implementation. This is due to the fact that the effectiveness of the decision lies not so much in its absolute correctness, but in the fact that, being implemented consistently and on time, it will achieve the set goal. Consequently, the effectiveness of management decisions depends both on the quality of the decisions themselves and on the quality of their implementation.

Efficiency is understood as the result of activities achieved through the labor of the entire team (including employees of the management apparatus), and also efficiency reflects the effectiveness of the actual management activities. In one and the other sense, to characterize efficiency, generalizing indicators and a system of private indicators of economic and social efficiency are used.

Figure 3. Scheme of calculations for assessing the effectiveness of management

To assess the economic efficiency of management in a broad sense, the following formula is used:

There are a lot of private indicators of the economic efficiency of the workforce, among them: profitability, turnover, return on investment, capital intensity, capital productivity, labor productivity, the ratio of wage growth and labor productivity, etc.

Generalizing indicators of social efficiency in a broad sense can be:

The degree of fulfillment of consumer orders;

Share of the company's sales volume on the market, etc.

Private indicators of social efficiency are:

Timeliness of order fulfillment;

Completeness of order fulfillment;

Provision of additional services;

After-sales service, etc.

The generalizing indicator of the economic efficiency of management in the narrow sense is calculated in the following way:

Private indicators:

The share of administrative and management expenses in the total amount of the enterprise's expenses;

The share of the number of management employees in the total number of employees at the enterprise;

Controllability load (the actual number of employees per employee of the management apparatus), etc.

Generalizing indicators of social efficiency in the narrow sense are:

The share of decisions taken at the suggestion of employees of the labor collective,

The number of employees involved in the development of a management solution.

Private indicators of social efficiency include: the degree of technical equipment of managerial labor, the turnover of employees in the administrative apparatus, the qualified level of personnel, etc.

It is also legitimate to assess the effectiveness of individual management functions: planning, organization, motivation, control (the work of individual divisions of the management apparatus). For this, a set of indicators is also used that reflect the specifics of activities for each management function. So, for example, according to the planning function, the degree of achievement of the set goals (planned tasks) is assessed; by the function of the organization - equipping the enterprise with modern technological equipment, staff turnover; by the function of motivation - the methods used to influence the team (rewards, punishments, their ratio); by control function - the number of violations of labor, technological discipline, etc.

Evaluation of management efficiency can be carried out for different calendar periods of time (month, quarter, year). The dynamics of these indicators, as well as comparison with similar data of homogeneous enterprises operating in similar natural, geographical and economic conditions, allow us to conclude about the effectiveness of the management apparatus.

So you can assess the effectiveness of the management apparatus as a whole, as well as specific decisions. In the first case, efficiency reflects the effectiveness of the management process, which manifests itself through a set of decisions made and implemented. In the second case, the stated assessment methodology is quite acceptable for assessing individual management decisions.

In addition, three groups of indicators (criteria) are taken into account and considered, characterizing:

Time consumption (efficiency of the process);

Resource costs and economic results (resource intensity and efficiency of the process);

Degree of achievement of goals (target effects).

Efficiency of the management process (implementation of strategic changes). It is characterized by the dynamics of indicators of time spent on the implementation of systemic functions of the organization.

Depending on the configuration of the control system, part of the functions in its subsystems from the point of view of time can be performed sequentially (i.e., condition each other), and some - in parallel (independently). But in any case, the desire to reduce the labor intensity of operations in all departments will have a positive effect on the effectiveness of management, its flexibility and agility.

T is an indicator of the labor intensity of performing managerial functions,

Wed - the number of employees in certain job positions:

Feff - effective fund of working time of the corresponding calendar period.

So, a decrease in the labor intensity of a managerial operation reduces the need for labor resources. This, in turn, will reduce the need for financial resources (in the form of wages, accompanying deductions, administrative and social overhead costs), material resources (in the form of equipment, auxiliary materials, inventory, space, energy), information resources (in the form of volumes of incoming and outgoing information). Knowing the specific standards for these resources, the approximate prices for them, it is possible by calculation to determine the first (decreasing) component of calculating the effect of direct time savings.

The same goals can be achieved at different costs, therefore the main criterion for the effectiveness of a solution is the ratio of the effect obtained as a result of its implementation, expressed as an indicator of the degree of goal achievement, to the cost of developing a solution and its implementation. In such situations, one of the most frequently used methods for assessing the effectiveness of a solution is the cost-benefit method, in which the effectiveness is quantitatively characterized by the profit received per unit of cost, where “profit” is understood as a set of criteria characterizing a particular solution. Such criteria can include both objective indicators, for example, payment flows, payback period, profitability, production volume, and others, as well as subjective assessments, for example, the social significance of the project, the company's image, etc.

The effectiveness of a management solution can be divided according to the levels of its development and implementation, coverage of people and companies. The system of quantitative and qualitative assessments based on real indicators, norms and standards manages the effectiveness of management decisions. An important feature of a management decision as a product of management activity is its intangible essence.

The effectiveness of the organization's functioning depends to a very large extent on the quality of management decisions. This determines the importance of mastering by all responsible employees of the management apparatus, and above all by the leaders of organizations, theoretical knowledge and practical skills in the development and implementation of optimal management decisions.

Thus, the effectiveness of managerial decisions is the main characteristic of the decisions made, which is determined by the quality of the decision, its influence on improving performance, as well as the emotional agreement of the executors with it. Evaluation of the effectiveness of managerial decision-making plays an important role in the activities of the entire enterprise as a whole. It is necessary for the further work of the organization, because if the decision made turns out to be ineffective, then the work of all departments will also be ineffective.

The economic efficiency of a management decision is characterized by the ratio of the value of the surplus product obtained through the implementation of a specific management decision and the costs of its preparation and implementation. The surplus product can be in the form of profits, cost savings, productivity gains, loans, etc.

The social efficiency of a managerial decision is viewed as a result of achieving social goals for a larger number of employees and a company in a shorter time, with a smaller number of employees, and lower financial costs.

The values of the quantities included in the formula can be determined based on the operational accounting data and accounting data of the organization.

Evaluation of management efficiency can be carried out for different calendar periods of time (month, quarter, year). The dynamics of these indicators allows us to draw a conclusion about the effectiveness of the management apparatus.

Chapter 2. Analysis of the process of making management decisions at Element-Trade LLC

2.1 General characteristics of Element-Trade LLC

Element - Trade is a limited liability company. The legal address of the company: Yekaterinburg st. Shcherbakova, 4. Mailing address of Element-Trade LLC: Yekaterinburg, Siberian tract 12, building 5. The scope of the company according to the constituent documents:

· Retail trade in food products;

· Retail trade in industrial goods;

· Retail trade in alcoholic, low-alcohol and non-alcoholic drinks and juices;

· Retail trade in tobacco products;

· Retail trade in frozen products;

· Retail trade in animal feed;

· Production of ready-to-eat products.

The first "Coin" appeared in Yekaterinburg in the spring of 2001. Then two stores were opened: one was in the Cash & Carry format, the other was an economy class supermarket. The network was founded by the R-Modul company (specialization: trade in cigarettes, chocolate, confectionery). By 2003, there were 6 stores. In 2004, the "Monetka" store appeared in Tyumen, N. Tagil. In 2005, the retail chain stores appeared in Ufa and Chelyabinsk. 2006 - shops were opened in Kurgan, and 3 new supermarkets also appeared. The opening of the 100th mazin took place in 2007. Also, the retail chain began work in the Khanty-Mansi Autonomous Okrug and the first store appeared in Moscow. Since 2008, its own distribution center has been operating. Now suppliers no longer need to deliver goods to shops in small batches. All goods are accepted by the distribution center, then delivered to the chain stores. In 2010, there were already 200 stores, and in 2011 the retail chain entered the Siberian Federal District. In 2012, there were 400 stores. As of July 2013, the distribution network included 500 stores.

Trade network "Monetka" today is one of the leaders in Yekaterinburg and the Ural region (supermarkets and discounters). TS "Monetka" stores operate in Chelyabinsk, Tyumen, Kaluga, Vladimir, Kurgan, Moscow, Sverdlovsk regions; Republic of Bashkortostan; in the Perm region; in the Khanty-Mansiysk and Yamalo-Nenets Autonomous Okrugs.

The organizational structure of the enterprise is presented in Appendix 2.

The leading position belongs to the General Director - one of the founders of the Company. It performs the following functions:

Disposal of the company's property,

Establishes the staffing table,

Opens current and other accounts,

Issues orders and gives instructions that are binding on all employees,

Determines the structure of the management apparatus, the number, qualifications and staff,

Hires (appoints) and dismisses employees of the company,

· Signs contracts with partners.

Appendix 2 shows an incomplete structure of the organization; store directors are subordinate to the regional manager of the corresponding region. Each store director has two deputies: for the sales area and for the warehouse, to whom the sales area administrators and warehouse employees are subordinate, respectively. Each department in a store (dairy, industrial, confectionery, etc.) has an administrator, to whom the salespeople of the corresponding department are subordinate, cashiers are subordinate to the senior cashier.

2.2 Analysis of the financial condition of the enterprise

The analysis of economic activity is an important element in the production management system, an effective means of identifying on-farm reserves, management decisions and monitoring their implementation in order to improve the efficiency of the enterprise.

First of all, it is necessary to analyze the balance sheet of Element - Trade LLC, presented in Appendix 1.

The property of the enterprise increased from 2008 to 2012. This happened due to an increase in the value of non-current assets, which increased mainly due to an increase in the cost of fixed assets and construction in progress. The following changes took place in the composition of current assets: stocks decreased by 2012 after a slight increase in 2009; accounts receivable tend to decrease. Positive dynamics is typical for short-term financial investments, and the amount of funds fluctuates during the entire study period.

In general, the value of current assets is decreasing.

The sources of formation of the organization's property also increased over the period under review. At the same time, the share of own funds did not change, although retained earnings increased by 1.5 times. Long-term liabilities decreased slightly, but at the same time short-term loans increased.

The amount of loans and credits is decreasing, but the share of accounts payable is increasing, mainly due to an increase in indebtedness to suppliers and contractors.

The results of the analysis of the profit and loss statement of Element - Trade LLC are shown in Table 1.

Table 1

Profits and Losses Report

	Absolute indicators, thousand rubles

1. Sales proceeds
2. Cost of goods sold
3. Gross profit
4. Commercial. expenses
5. Administrative expenses
6. Profit / loss from sales
Other income and expenses 7. Interest receivable
8. Interest payable
9. Other income
10. Other expenses
11. Profit / loss before tax
12. Deferred tax. assets
13. Deferred Tax. obligations
14. Current income tax
15. Net profit / loss

The table shows that the amount of profit of Element - Trade LLC fluctuates, but still grows in 2012, this is due to an increase in gross profit. However, management costs are growing, so the amount of profit from sales does not grow as much as gross profit. The growth of net profit is positively affected by an increase in other income.

The calculation of financial stability indicators is presented in table 2.

table 2

Financial soundness indicators

Index		Optim. meaning
Autonomy coefficient (financial independence)
Debt capital ratio	1- (s490 / s700)
Financial coefficient dependencies	(c590 + c690 - c640-c650) / c490
Financial coefficient sustainability	(c490 + c590) / c700
Funding ratio	c490 / (c590 + c690)
Ownership security ratio by means	(s490-s190) / s290
Maneuverability coefficient	(c490-190 + c510) / c490
Long-term investment structure ratio

The indicators of the financial stability of the enterprise characterize the structure of the capital used by the enterprise in terms of its solvency and financial stability of development. These indicators allow us to assess the degree of protection of investors and creditors, as they reflect the company's ability to repay long-term liabilities. This group of indicators is also called indicators of the capital structure and solvency, or the coefficients of management of sources of funds.

The data in the table show that the equity ratio, after a slight decrease by 2010, then increases, almost to the previous level, but remains below the optimal value all the time. This suggests that the assets of the company are formed mainly at the expense of borrowed capital, and the company does not have sufficient independence and capabilities to conduct an independent financial policy.

The financial dependence ratio shows the amount of funds raised per 1 ruble. own. There are no significant changes in this indicator, and in 2012 the enterprise attracted 3 rubles 62 kopecks for one ruble of equity capital. This means, as already noted, the dependence of this enterprise on external sources is great.

Dependence on borrowed funds also confirms the value of the ratio of equity financing of borrowed funds.

The coefficient of maneuverability of own funds shows the ability of an enterprise to maintain the level of its own working capital and replenish working capital, if necessary, from its own sources. At this enterprise, this indicator falls, thus, the ability to replenish working capital at the expense of its own is becoming lower and lower.

The ratios given in Table 3 characterize the efficiency of the enterprise's use of its total assets or any of their types. They show how much revenue each ruble of assets provides, how quickly assets turn over in the course of the company's activities.

Table 3

Indicators of business activity

Index		Optim. meaning
Coef. asset turnover		acceleration tendency
Coef. inventory turnover		acceleration tendency
Return on assets
Coef. turning around deb. arrears	s010 / (s230 + s240)
Time of circulation deb. arrears	365 * (s230 + s240) /
Coef. turnover credit. arrears
Credit circulation time. arrears
Coef. correl. deb. and credit. arrears	(s230 + s240) / s620
Coef. turnover of finished products
Coef. working capital turnover		acceleration tendency
Coef. turnover own. capital
Coef. turning around the attracted fin. capital	s010 / (s510 + s610)

The asset turnover ratio reflects the rate of turnover of the entire capital of the organization or the efficiency of using all available resources, regardless of their sources. The data in Table 4 show that the organization has begun to complete the full cycle of circulation that is profitable at a slower pace, but in 2012 there is a tendency to accelerate.

The inventory turnover ratio shows that the overstocking is decreasing, then increasing, and the less the overstocking, the faster you can pay off debts.

The turnover of accounts receivable and the time of its circulation almost does not change, the average time period that it takes for an enterprise to receive money after selling its products is 47 days. The turnover ratio of accounts payable tends to decrease, and the time of its circulation is increasing and by 2012 is 171 days. Thus, we can note a faster turnover of accounts receivable compared to accounts payable, which means that debts of debtors turn into cash more quickly. Accordingly, by the time the company needs to pay off creditors, there is no shortage of funds in circulation.

The stability of the financial position of the organization and its business activity are characterized by the ratio of receivables and payables. In LLC Element-Trade accounts payable prevails over accounts receivable, but this prevalence is decreasing and by 2012 it is 0.27 rubles. accounts receivable for 1 rub. accounts payable. As we can see, the value of this indicator is lower than the recommended one, and this may be a factor leading to a low level of liquidity. Therefore, despite the higher turnover of accounts receivable, cash in circulation may still not be enough to pay off accounts payable, especially if this indicator continues to decline.

The turnover ratio of finished products shows how many times a year the finished product is circulated. This figure fluctuates. The circulating capital turnover practically does not change during the studied period and in 2012 each type of circulating assets was consumed and renewed once a year. The equity capital turnover ratio reflects the activity of using funds. The value of this indicator is decreasing, which indicates the inaction of part of its own funds. And the turnover rate of the attracted capital, on the contrary, increases.

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Federal Agency for Education

Smolensk State University

Department of Economics and Management

The process of developing and making management decisions

(on the example of Home Credit and Finance Bank LLC)

Course work

Performed:

4th year student of the Faculty of Management

A. A. Shemelina

Supervisor:

Senior lecturer Sheven L.N.

Smolensk

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

Chapter I. Development and adoption of management decisions as the most important elements in the management of the organization …………………….....6

1.1. The essence, meaning and functions of management decisions ..................... 6

1.2. Stages of the process of making managerial decisions ..................... 11

1.3. Organization of the process of developing management decisions ...................... 18

1.4 Control over the implementation of managerial decisions ..................... 23

Chapter II. Analysis of the activities of Home Credit and Finance Bank LLC and practical recommendations for improving management decision-making ……………………………………………………… .28

2.1. General characteristics of Home Credit and Finance Bank LLC …….… ..28

2.2. Experience in the development and adoption of management decisions in the bank ... .... ... .33

Conclusion ……………………………………………………………….…….40

List of used literature …………….………..………………..45

Application …………………………………………………………………….48

INTRODUCTION

Every day in our life we make decisions - big and small, related to business, personal and public affairs

Making the right decision in time is the main task of any manager. The wrong decision can cost the company dearly and have fatal, irreparable consequences. Therefore, it is important that the decision-making process is well known to any manager.

Decision making is an essential component of business success. That is why it is necessary to know the technique, efficiency factors, methods and principles of decision-making. This chapter reveals these issues in detail, focusing on their advantages and disadvantages.

The management process is about continuous development and decision making. Decisions are developed in every control cycle, at all its stages and during the performance of each function. The task of making decisions, ultimately, comes down to agreeing on the goals of individual performers, coordinating their interactions. It is through the means of making and implementing decisions that the management process itself is carried out.

A decision is the result of analysis, forecasting, optimization, economic justification and selection of an alternative from a variety of options to achieve a specific goal.

The development of solutions provides for the development of the control object and the choice of regulatory influences on it in order to achieve certain technical and economic indicators.

The decision is the result of assessing the situation through information processing and acts as a product of managerial labor, and information in this case becomes the subject of labor. All decisions must be subordinated to the main goal - the implementation of the assigned tasks.

The process of making managerial decisions is relevant due to the fact that the scale, number of elements and interconnections of subsystems in organizational systems are expanding more and more. The complication of connections between the elements of the system causes uncertainty in the knowledge of the real structure of the system, which may be associated with the so-called human factor, deliberate or special distortion of information, etc.

Sometimes the definition of a managerial decision is limited only by the choice of a possible course of action. This approach impoverishes the content of this category of management theory and does not correspond to its essence.

Management decisions can be made in relation to any area of the organization's activities: personnel management, financial management, production process management, including marketing management.

The existence of any organization is impossible without the constant daily adoption and implementation of certain decisions at various levels of management. At the same time, managerial decisions are aimed at achieving the most optimal result of the activity of the organizational and production system.

If management decisions are made competently and correctly, then they can become a real tool for achieving the set goals.

The object of research of the course work is the development and adoption of management decisions.

The subject of the course work is the stages and procedures for making and developing management decisions.

The purpose of this work is to review and analyze the development and management decision-making processes. To achieve this goal, the work is supposed to solve the following tasks:

Consider the concept, essence and significance of management decisions;

Describe the functions that management decisions perform;

Highlight the stages of development and decision-making;

Consider the organization of the development process and control over the implementation of management decisions;

Consider the experience of making management decisions on the example of Home Credit and Finance Bank LLC;

In this work, the works of the following authors were used: Baldin K.V., Bashkatova Y. And Vesnin V.R., Vikhansky O.S., Vissema H., Venedelin, A.G., Glushchenko V.V., Glukhov V.V., Golubkov E.P., Kokhno P.A., Kurochkin A.S, Livshits A.S, Naumov A.I., Rastrigin L.A., Starobinsky E.E., Solnyshkov Yu.S., Filinov N.B., Chudnovskaya S.N. , Chavkin A.M, Chetyrkin E.M, Shegda A.V

CHAPTER 1. DEVELOPMENT AND MAKING OF MANAGEMENT DECISIONS AS THE MOST IMPORTANT ELEMENTS IN THE MANAGEMENT OF THE ORGANIZATION

1.1 ESSENCE, MEANING AND FUNCTIONS OF MANAGEMENT SOLUTIONS

One of the many definitions of management is formulated as collecting information, developing solutions and organizing their implementation, which emphasizes the high importance of decisions in management activities.

Analyzing the development of management, it is easy to see that its theory is evolving towards the development of modern decision-making technologies. Decisions define such areas of management as management based on control over performance, management by extrapolating the past into the future, management by anticipating changes, management by flexible emergency decisions.

World and domestic science in the XX century. a new area of knowledge has been developed - the theory of decision making. Arose in the solution of military-strategic tasks, it spread to the area of economic management. Today there is a scientific basis for making quality management decisions.

The development of effective solutions is a fundamental prerequisite for ensuring the competitiveness of products and companies in the market, the formation of rational organizational structures, the implementation of the correct personnel policy and work, the regulation of social and psychological relations at the enterprise, the creation of a positive image, etc.

At the level of enterprises and associations, the number of documented decisions reaches an average of three hundred per year, at higher levels there are much more of them. Selective analysis shows that one fourth of all decisions (up to 25%) could not have been made due to their impracticability. This happens for a variety of reasons: the absurdity of goals, the complexity of control, the "streamlining" of the measures taken, the absence, deadlines for implementation, and the assignment of responsibility to specific persons. In essence, what was noted indicates a marriage in managerial activity, which generates serious economic and social consequences (missed opportunity, irrational spending of time and money, irresponsibility, decreased labor activity, decomposition of a healthy psychological climate in teams). Therefore, the organization of a deep study of management decisions, competent design and adherence to the methodological principles of this work are of particular relevance.

The decision-making problem is fundamental, which is determined by the role that decisions play in any area of human activity. Studies of this problem are interdisciplinary, since the choice of a method of action is the result of a complex coordination of various aspects: informational, economic, psychological, logical, organizational, mathematical, legal, technical, etc.

By synthesizing various components, management decisions act as a way of constant influence of the control subsystem on the controlled one (the subject on the control object), which ultimately leads to the achievement of the set goals. This is a permanent link between the two subsystems, without which the enterprise as a system cannot function. This circumstance emphasizes the defining place of management decisions in the management process (Appendix 1).

The general theory of decision making, developed on the basis of mathematical methods and formal logic, is used in economics and has the prerequisites for widespread use.

From the standpoint of this theory, decision making is a choice from a set of the most preferable alternatives. The decision is understood as:

An element of many possible alternatives;

A normative document regulating the activities of the management system;

Verbal or written orders for the need to perform a specific action, operation, process;

Regulated sequence of actions to achieve the set goal;

Something that reflects the implementation of the goal (material object, number, indicator, etc.);

Reaction to stimulus.

Philosophical science interprets a decision as a process and result of choosing a goal and a method of action.

In the economic literature, the concept of "decision" is also ambiguous and is considered as a process, as an act of choice and as a result of choice. A decision as a process assumes a time interval during which it is developed, adopted and implemented. Decision, as an act of choice, includes the stage of decision-making with the observance of special rules. A decision as a result of a choice is a volitional act focused on the availability of alternatives, contiguous goals and motives for the behavior of the decision maker.

The authors of works on management in the definition of the concept of "managerial decision" include organizational, psychological aspects, the provisions of the general theory of decision-making. So, the management decision is formulated as:

Product of managerial labor, organizational response to a problem that has arisen;

The choice of a specific course of action from among the possible options;

The choice of a preliminarily meaningful goal, means and methods of achieving it;

The choice of a course of action that guarantees a positive outcome of a particular operation.

Based on the above definition, a number of aspects of the solution can be distinguished: organizational, psychological, social, informational, economic.

The organizational aspect is manifested in the organization, both in the development and implementation of management decisions. At the same time, a number of its functions are implemented, namely, guiding, coordinating and motivating, testifying to the versatility of this concept.

The guiding function of decisions is manifested in the fact that they are made on the basis of a long-term development strategy of the enterprise, are concretized in a variety of tasks. At the same time, solutions are the guiding basis for the implementation of general management functions - planning, organization, control, motivation, which are implemented through solutions.

The coordinating role of decisions is reflected in the need to coordinate the actions of the executors for the implementation of decisions within the approved time frame and of appropriate quality.

The effectiveness of each management decision largely depends on the performance and ratio of these functions both during its preparation and at the stage of implementation. Taking this into account, the management decision becomes a real instrument for achieving the set goals.

Thus, a managerial decision is a social act that expresses the needs, interests of the collective, individual social groups, and society as a whole. Solutions even in the technical field (reconstruction of an enterprise, replacement of equipment) affect the interests of employees, since there are problems with redundancies, the need to master new skills and abilities. The results of managerial decisions, especially in large organizations, determine the fate of tens and hundreds of people. The miscalculation of the functional executor in the management apparatus is of a private nature, the manager's mistake in making decisions is reflected in the results of work, in extreme cases it can lead to bankruptcy, loss of jobs, mass layoffs. Because of this, the responsibility of the leader is an indispensable attribute of a managerial decision.

1.2 STAGES IN THE MANAGEMENT DECISION-MAKING PROCESS

The process of developing a management solution includes three main stages:

Solution preparation;

Decision making;

Decision implementation organizations.

The decision-making process, despite its seeming simplicity, is very difficult. It has a lot of subtleties and underwater reefs that are well known to professional managers.

In each organization, management decisions are developed. And in each organization, the practice of developing and making management decisions has its own characteristics, determined by the nature and specifics of its activities, its organizational structure, the current communication system, and internal culture.

Nevertheless, there is something in common that is characteristic of any decision-making process, wherever it is carried out. This is the single core that forms the development and decision-making technology used in any organization.

In the decision-making process, much attention is paid to the use of expert assessment methods designed to work with both quantitative and qualitative information.

The main purpose of expert technologies is to increase professionalism, and, consequently, the effectiveness of management decisions.

There are different ways to represent the decision-making process, based on different approaches to management: systemic, quantitative, situational, etc.

The main attention is paid to the situational approach, since it most fully reflects the problems arising in management activities, is universal and, in fact, contains the main methods associated with making management decisions and used in other approaches.

The main stages of the management decision-making process:


Getting information about the situation	Defining goals			Development of a grading system		Analysis of the situation	Diagnostics of situations

Development of a forecast for the development of the situation		Generation of alternative solutions			Selection of the main options for control actions			Development of scenarios for the development of the situation

Expert review main options for control actions		Collective peer review			Decision making by decision maker			Developing an action plan

Monitoring the implementation of the plan			Analysis of the results of the development of the situation after management influences

Preparation for the development of a management solution.

The first block of stages in the development of a management solution includes such stages as:

· Obtaining information about the situation;

· Definition of goals;

· Development of an assessment system;

· analysis of the situation;

· Diagnostics of the situation;

· Development of a forecast for the development of the situation.

Development of a management solution .

The second block of stages of development of a management solution includes:

· Generation of alternative solutions;

· Selection of the main options for management influences;

· Development of scenarios for the development of the situation;

· Expert assessment of the main options for control actions.

Decision making, implementation, analysis of the result.

The third block of stages of development and implementation of a management solution includes:

· Collective expert assessment;

· Decision-making by persons vested with the right to make a decision (DM);

· Development of an action plan;

· Control over the implementation of the plan;

· Analysis of the results of the development of the situation after management influences.

Let's consider them in more detail.

1. Obtaining information about the situation.

Modern technologies for making managerial decisions, including the possibility of expert assessment, allow the decision-maker (DM) to take into account the main aspects of the interaction between the situation and the decision-maker when developing and making managerial decisions due to the possibility of using qualitative and quantitative assessments, both formalized and and non-formalized components of the situation in which the decision maker carries out active managerial influences.

To adequately represent the situation, as a rule, not only quantitative data are used, but also data of a qualitative nature. This is achieved with the help of expert technologies widely used in the decision-making process.

The information received about the decision-making situation must be reliable and sufficiently complete.

2. Defining goals.

Determining the goals of the organization is of great importance. Only after they have been identified, it is possible to determine the factors, mechanisms, patterns, resources that affect the development of the situation. When making important decisions, the consequences of which can play a significant role, the goals to which the organization seeks must be clearly understood. Methods for the formation of goal trees have been developed and are used to determine the hierarchical structure of the goal system, and criteria trees to assess the degree of goal achievement.

A clear definition of purpose is an integral part of the management process.

3. Development of an assessment system.

In the process of developing a management decision, an adequate assessment of the situation and its various aspects is of great importance, which must be taken into account when making decisions that lead to success.

4. Analysis of the situation.

Having the necessary information about the situation and knowing the goals that the organization seeks to achieve, you can begin to analyze the situation.

The main task of analyzing the situation is to identify the factors that determine the dynamics of its development.

First, a meaningful analysis is carried out and, at a qualitative level, the main points are established that make it possible to identify factors to a change in the degree and nature of the impact of which the situation is sensitive.

To identify the factors that determine the development of the situation, specially developed methods can be used, such as factor and correlation analysis, multivariate scaling, etc.

5. Diagnostics of the situation.

When analyzing the situation, it is important to highlight the key problems, which must first of all be paid attention to in the purposeful management of the process, as well as the nature of their influence. This is the task of diagnosing the situation.

6. Development of a forecast for the development of the situation.

A special role in decision-making is played by the problems associated with the assessment of the expected development of the analyzed situations, the expected results of the implementation of the proposed alternative solutions.

It is impossible to manage without predicting the course of events.

7. Generation of alternative solutions.

Generation of alternative solutions, control actions, etc. can be carried out either directly or through special expert procedures.

The procedures for generating alternative options can provide for both a special organization and conduct of examinations using methods such as brainstorming, Zwicky's methods, etc., as well as the creation of automated systems for generating alternative options in complex, but sufficiently structured cases.

8. Selection of the main options for management influences.

After alternative options for management actions have been developed, presented in the form of ideas, concepts, possible technological sequence of actions, possible ways to implement the proposed solutions, their preliminary analysis should be carried out in order to screen out obviously unviable, uncompetitive options or options that are obviously inferior to others, as well proposed for consideration.

9. Development of scenarios for the development of the situation.

Scenarios of the expected development of the situation play an important role in making management decisions. The main task of developing scenarios is to give the decision maker the key to understanding the situation and its most likely development.

One of the main tasks in developing a scenario is to determine the factors that characterize the situation and trends in its development, as well as to determine alternative options for the dynamics of their change.

10. Expert assessment of the main options for control actions.

At this stage of developing a management decision, there is already a lot of information about the main alternative options for management influences and the most likely scenarios for the development of the situation when using them.

11. Collective peer review.

When making important management decisions, it is advisable to use collective expertise, which provides greater validity and, as a rule, greater efficiency of the decisions made.

12. Decision making by decision maker.

The results of examinations on a comparative assessment of alternative solutions or a single solution, if the development of alternative options was not envisaged, go to the decision maker.

13. Development of an action plan.

Decision is made. However, an equally important task is to achieve its successful implementation.

To do this, it is necessary to develop an action plan, since a lot depends on the selected composition of actions, the sequence of their implementation, the planned timeframe and, perhaps, the most important thing - the resources that ensure the implementation of actions, the performers who have to carry out these actions.

14. Monitoring the implementation of the plan.

Ensuring the effective operation of the organization involves continuous monitoring of the implementation of the adopted action plans.

Modern management technologies that use computer support make it possible to simultaneously track the progress of a significant number of activities in the field of marketing, production, supplies, etc.

1.3 ORGANIZATION OF THE MANAGEMENT SOLUTION DEVELOPMENT PROCESS

The concept of "organizing the development of a management solution" includes measures to improve the collaboration of various units and divisions of the enterprise, as well as its individual employees as part of the process of preparing a solution based on established regulations, instructions, standards, norms of responsibility of other directive documents.

The organization of the development of management decisions includes a number of areas.

1. Formation of target cross-functional groups, which are created on a temporary basis, consisting of representatives of various departments and levels of management. At the same time, the goal of using the special knowledge and experience of employees to solve specific and often complex problems is realized.

2. The use of direct horizontal communications without the involvement of senior management, which reduces the development time, increases the responsibility and motivation of performers

3. Formation of vertical ties, strengthening centralization with observance of subordination in the development of decisions on performers.

4. Application of formal rules and procedures, which implies the development and adoption of special instructions (standards) at the enterprise for the implementation of certain actions.

5. Rationalization of the structure of decisions by the scale of the object, the target nature and the period of time.

6. Minimization of repeated decisions.

7. Providing the process of developing solutions with the necessary material, financial and information resources.

8. Formation of a data bank for solving a problem situation. For this purpose, card indexes are formed:

1) cards of problem situations, which reflect the characteristics of the situation, the purpose of the decision and the existing restrictions;

2) flow charts for making management decisions (which indicate in a logical sequence the results of mental activity for choosing a preferred option: goals, alternatives, an assessment of the likelihood of implementation, etc.)

3) a decision card, which is filled out on the basis of technological maps and contains answers to questions such as:

The cause of the problem,

The potential consequences of not making a decision,

The person responsible for making the decision,

Subdivisions and persons involved in resolving the situation,

Primary information base for developing a solution,

Practical measures, the implementation of which is necessary to resolve a problem situation,

· Executors and the person responsible for the implementation of the solution.

The decision structure card includes three sections, which sequentially describe the characteristics of the situation and its potential consequences; actions and solutions taken to correct the problem; practical measures to implement the decision.

The presence of such a filing cabinet allows you to reduce the time for choosing a rational solution, streamlines the work to find it.

9. Providing the decision-making process with quality information. Information - information about the surrounding world (objects, phenomena, events, processes) that reduce the existing degree of uncertainty, incompleteness of knowledge, alienated from their creator and become messages (expressed in a certain language in the form of signs and recorded on a material medium) that can be reproduced verbally, in writing or in another way (using conventional signals, technical means, such as computers, etc.). The main parameters of information quality are completeness, reliability, relevance, and interpretability. The main reasons that limit the reliability of information include the multiplicity and subjectivity of estimates, the variability of counting algorithms (for example, different methods of calculating depreciation can be used), the variability of presentation - you can show receivables in full so as not to worsen the picture of the company's financial condition or reduce debt. creating a reserve for doubtful debts. Data is relevant if it is:

Timely, i.e. are delivered to the user in the right volume and at the right time;

Have predictive value;

Can be used in a feedback system and can be used to confirm or correct previously taken steps in relation to a particular firm;

Presented in a form suitable for use in the management process;

Corresponds to the problem.

10. Use of intelligent information systems and decision support systems. Distinctive features of intelligent information systems in comparison with conventional information systems are as follows:

Interface in the user's language with the use of business concepts specific to the user's subject area;

Ability to explain their actions and prompt the user how to correctly enter economic indicators;

Representation of a model of an economic object and its environment in the form of a knowledge base and means of deductive and plausible conclusions, combined with the ability to work with incomplete and inaccurate information;

The ability to automatically detect business patterns in accumulated facts and include them in the knowledge base.

Intelligent information systems are especially effective when applied to poorly structured problems, in which there is no strict formalization, and for the solution of which heuristic procedures are used, which in most cases make it possible to make decisions.

11. Delegation of the process of developing management decisions, taking into account their importance.

12. Prevention of the emergence of negative synergy when making group and collective decisions. The main reasons for the emergence of negative synergy when making group and collective decisions are the following:

A clear slowdown in the decision-making process due to ambition or insufficient professionalism and responsibility of individual members of the management group (team) or representatives of the team;

Adaptation of individual group members to one of the solution alternatives;

Lack of a part of the team of their own opinion on the issue under discussion;

Biased selection of initial information due to collective preferences;

Propensity for adventures in a group on the principle of "peace and death is red";

Inappropriate distribution of roles in the group;

Lack of procedures preventing the emergence of the voting paradox.

13. One of the directions of organizing the development of management decisions is the formation and implementation of requirements for their design. The formalized decision becomes a document. As you know, the main types of documentation include organizational, administrative, planning, reporting, documents of negotiation and advisory activities, information and reference, information and analytical, registration and control. Obviously, decisions are formalized in the form of planned organizational and administrative documentation.

So, the organization of the development and implementation of management decisions is an activity to streamline the work of various links and divisions of the enterprise, as well as its individual employees in the preparation, adoption and implementation of decisions based on regulations, the creation of organizational forms and the distribution of responsibilities, taking into account the complexity and labor intensity of the relevant functions and procedures for the competence and workload of developers and solution executors.

1.4 CONTROL OF IMPLEMENTATION OF MANAGEMENT DECISIONS

Control is one of the main management functions, which is the process of ensuring the achievement of the goals set by the organization, the implementation of management decisions.

With the help of control, the organization's management determines the correctness of its decisions and determines the need for their adjustment.

The control process is, on the one hand, the process of setting standards, measuring the actual results achieved and their deviation from these standards; on the other hand, the process of tracking the progress of implementation of the adopted management decisions and evaluating the results in the course of their implementation.

The main reason for the need for control is uncertainty, which is an integral element of the future and inherent in any management decision, the implementation of which is expected in the future.

Between the predicted development of the situation when making a managerial decision and the actual development of the decision-making situation, there is always a certain gap, some deviations, since the decision is made on the basis of one or another vision of the situation, one or another model of the situation, which is always incomplete.

How successful the model is and how effectively the management decision is made depends on the professionalism of the decision-maker. Therefore, when exercising control, both the progress of implementation of the decisions made by the organization and the compliance of the decisions made earlier with the implemented development of the decision-making situation are assessed and measured.

In addition, we must not forget that the executors of the decisions made are people, not machines and deviations are possible in the course of implementation of the decisions made, and for this reason, for example, the interaction of work between different departments within the organization may be ineffective, the task may not be understood correctly enough, finally , the performer can get sick, he can be lured away by a competitor, etc.

The lack of a reliable control system, and as a result of effective feedback, can lead an organization to a crisis situation, which was the reason for the collapse of many large and small organizations. If a decision made earlier turned out to be insufficiently effective or erroneous, then it is a well-oiled control system that can allow timely establishment of this and make adjustments to the actions of the organization.

A well-functioning control system detects problems in a timely manner. This is also true for decisions containing an element of risk, since it allows you to identify those positive aspects and strengths that were identified in the organization in the implementation of its activities.

Any management function can only function effectively if there is an effective control system. The monitoring function is comprehensive. It is not only the authority of a specially appointed controller. The control function should be performed by any manager.

Control is subdivided into preliminary, current and final.

Preliminary control is carried out before the start of work. At this stage, rules, procedures and behavior are monitored to ensure that the work is progressing in the right direction. At this stage, as a rule, human, material and financial resources are controlled. Controlling the information coming in and out of the organization is an independent management task that no manager has the right to neglect.

Current control is carried out directly during the performance of work by the organization in accordance with the decisions made. As a rule, it is carried out by the immediate supervisor and is based on measuring the actual results of the work done. Feedback is the main control tool. It allows you to establish the outlined deviations in the course of work and make corrective decisions.

Final control is carried out after the work is done. If in the process of final control there is no opportunity to directly influence the progress of the work, then the results of the control can be taken into account when carrying out subsequent work. Another important function of the final control is its determining role in the implementation of the function of motivation. Motivation is carried out according to the results of control.

The main components of the control process are the development of standards and criteria, comparison of real results with them, and the implementation of corrective actions. Standards are specific goals, the degree of achievement of which can be measured. For each of these goals, a timeframe for their implementation and criteria should be defined to assess the degree to which they are achieved in the performance of work. Only clear quantitative indicators make it possible to compare specific results of work, specific results of decisions made with those planned.

Of course, not every goal can be expressed quantitatively, but using the apparatus of surveys and surveys, expert assessments, verbally numerical scales, it is possible to obtain a toolkit that allows, albeit in a first approximation, to quantitatively assess the degree of achievement of a goal that does not have a clear quantitative expression.

Note also that indirect quantitative criteria can be used to assess the degree of achievement of such goals. For example, to assess the degree of satisfaction with the work of performers, such a criterion as the percentage of employees who left the organization in a year can be used. The lack of the ability to measure the result of a previously made decision and work performed makes it impossible to actually exercise control.

The measurability of the degree of goal achievement makes it possible to determine whether the established standards have been met, that is, to implement the second component of the control process. It is also important at this stage to determine the standard deviation from the standard, which is set on the basis of scale and therefore can often be expressed as a percentage or fraction of a unit. At this stage, a decision is made on the advisability of adjusting the decisions made earlier. The main task of control at this stage is to identify really important deviations, and not small things that have practically no effect on the achievement of the organization's goals.

Naturally, the costs of exercising control should not exceed the effect obtained as a result of the implementation of control measures.

The third component of control is making the necessary corrective decisions. Depending on the comparison of the results of the work performed, the previously made decision with the standard, if the deviations are insignificant, nothing can be done.

If the deviations exceed the permissible rate, then corrective actions are necessary. However, it may happen that the changed situation of making management decisions will require a revision of previously adopted standards and established norms.

When establishing a control system, it is advisable to adhere to such principles as: meaningfulness and unambiguous perception of standards by employees, two-way communication with employees, absence of excessive control, setting rigid but achievable standards, reward for achieving established standards and norms.

Control should be timely and flexible, focused on solving the tasks set by the organization and corresponding to them. Continuity of control is ensured by a specially developed system for monitoring the progress of work and decisions made. For more effective control over the execution of a sufficiently large number of works and decisions made, it is advisable to use network and strip charts, Gantt charts, matrix schedules, etc.

In conclusion, I would like to note that the effective functioning of the control system in a modern management loop is impossible without the use of modern computer technology and modern support systems and support for the development and adoption of management decisions.

CHAPTER 2. ANALYSIS OF THE ACTIVITIES OF HOME CREDIT AND FINANCE BANK LLC AND PRACTICAL RECOMMENDATIONS FOR IMPROVING MANAGEMENT DECISION-MAKING

2.1 GENERAL DESCRIPTION of Home Credit and Finance Bank LLC

In November 2009, Home Credit's contribution to the development of the Russian financial sector was recognized with an award at the 5th National Banking Award ceremony. Home Credit Bank was awarded the victory in the nomination "Leader in the field of lending to the population" by a jury, which included representatives of the Russian banking industry, specialized committees of the State Duma and the Federation Council.

The Bank is audited in accordance with international financial reporting standards by KPMG. The audit in accordance with Russian financial reporting standards is carried out by LLC Financial and Accounting Consultants.

Home Credit Bank is a member of the Home Credit Group. Home Credit Group companies operate in the financial markets of Central and Eastern Europe, as well as Central Asia and the Far East. The total volume of loans issued by the Group at the end of 2007 amounted to 3.3 billion euros. Home Credit Group is one of the leaders in the consumer lending markets of the Czech Republic (since 1997), the Slovak Republic (since 1999), the Russian Federation (since 2002) and the Republic of Kazakhstan (since December 2005). In 2006, Home Credit Group also entered the markets of Ukraine and Belarus, in December 2007 - the Chinese market.

Home Credit Group is a member of the PPF group of companies, founded in 1991 and engaged in insurance and consumer lending, as well as providing comprehensive asset management services. Over 17 years of its activity, the PPF group of companies has become a leading international financial investor, managing assets of about 8.8 billion euros as of June 30, 2008.

The Bank is a member of the Association of Russian Banks, the Association of Regional Banks, the National Currency Association, the National Stock Association and the Moscow International Currency Exchange.

The bank is included in the deposit insurance system under number 170 in the register of banks participating in the deposit insurance system.

Home Credit is a registered service mark of Home Credit and Finance Bank LLC. Bank of Russia license No. 316 dated March 31, 2003.

The supreme body of the bank is the general meeting of shareholders, which must be held at least once a year. It is attended by representatives of all shareholders of the bank on the basis of a power of attorney. The general meeting is competent to resolve issues submitted for its consideration if at least three-quarters of the bank's shareholders take part in the meeting.

The general management of the bank's activities is carried out by the bank's council. He is also responsible for supervision and control over the work of the bank's board. The composition of the council, the procedure and terms for the election of its members determines the general directions of the bank's activities, considers draft credit and other plans of the bank, approves plans for income and expenses and profits of the bank, considers issues of opening and closing branches of the bank and other issues related to the activities of the bank, its relationship with customers and development prospects.

The board of directors directs the activities of the commercial bank. It is responsible to the general meeting of shareholders and the bank's council. The board consists of the chairman of the board (president), his deputies (vice presidents) and other members.

The meetings of the bank's board are held regularly. Decisions are taken by a majority vote. In case of equality of votes, the vote of the chairman is decisive. The decisions of the board are implemented by the order of the chairman of the board of the bank. Under the board of the bank, a credit committee and an audit commission are usually created.

The functions of the credit committee include: development of the bank's credit policy, the structure of attracted funds and their placement; development of opinions on the provision of the largest loans (exceeding the established limits); consideration of issues related to investment, conducting trust operations.

The Audit Commission is elected by the general meeting of participants and is accountable to the bank's council. Members of the council and the board of a commercial bank cannot be elected to the audit committee. The board of the bank provides the audit commission with all the materials necessary for the audit. The commission sends the results of the checks to the board of the bank.

In order to ensure publicity in the work of commercial banks and the availability of information about their financial position, their annual balances, approved by the general meeting of shareholders, as well as the profit and loss statement must be published in the press (after confirmation of the accuracy of the information presented in them by an audit organization).

In order to provide prompt credit and settlement services to enterprises and organizations - clients of the bank, geographically distant from the location of a commercial bank, it can organize branches and representative offices. In this case, the issue of opening a branch or representative office of a commercial bank must be agreed with the Central Bank of the Russian Federation at the place of opening the branch or representative office.

Branches of a bank are considered to be separate structural divisions located outside the place of its location and performing all or part of its functions. The branch is not a legal entity and performs operations delegated to it by the head bank within the limits stipulated by the license of the Central Bank of the Russian Federation. He concludes contracts and conducts other economic activities on behalf of the commercial bank that created it.

A representative office is a separate subdivision of a commercial bank, located outside of its location, which does not have the rights of a legal entity and does not have an independent balance sheet. It is created to ensure the representative functions of the bank, transactions and other legal actions. The representative office does not provide settlement and credit services to clients and does not have a correspondent account. To carry out business expenses, a current account is opened for him.

2.2 EXPERIENCE IN DEVELOPING AND MAKING MANAGEMENT DECISIONS IN THE BANK

A modern person, in general, and the head of a credit institution, in particular, have to make decisions on a daily basis that, to one degree or another, affect the lives of the people around them (the bank provides a loan to the client, the tax inspector calculates tax payments, planning the financial activities of the company, etc.) .NS.)

Today, most decisions (about 90%) are made on typical situations, for the solution of which the standard model adopted by the bank is applied with the necessary adjustments. Nevertheless, quite often there are atypical decisions that can be one-time in nature, but require a special approach due to their novelty and individuality. The types of decision making can be formulated as follows:

· Standard. They are adopted according to a repeatedly worked out mechanism and do not require fundamentally new approaches to solving problems.

· Selective. Freedom of action is manifested within the framework established by the bank's management.

· Adaptive. When making a decision, a new approach is formed based on previously formulated and tested approaches.

· Innovative. The decisions made had no analogues before and require a non-standard approach.

Unfortunately, the Bank's management service is practically not developed, management decisions are made, as a rule, by the heads of enterprises based on their personal experience, that is, purely subjective. Feedback - there is practically no control over the implementation of decisions. But, oddly enough, most often the adoption of the correct managerial decision is subject to all the processes described in the work, and, regardless of the knowledge of the decision-makers, it goes through all three stages, but in a much more complex way. Here is a real situation that clearly demonstrates the technology of decision-making.

The bank has a very confusing procedure for sending customer payments by e-mail. In fact, electronic communication with the Central Bank has only just begun to be introduced. There were no methodological recommendations from the Central Bank of Russia either. The bank participated in the experiment. At the same time, the use of electronic payment technology promised serious advantages in terms of the speed of payments made by the bank's clients. The situation was complicated by the fact that the bank had several correspondent accounts with other commercial banks. Decision-making on the direction of clients' funds and control over the state of correspondent accounts were entrusted to the Bank Manager, who was busy with other problems as well.

There is a problem, its lack of understanding on the part of the management and a complete lack of ready-made solutions. Four links took part in the technological process: tellers-tellers, accepting client payments, cashier manager, senior teller-teller and manager. The decision-making chain was highly convoluted and did not lend itself to formalization.

As often happens, the acknowledgment of the problem occurred on an emotional level by the manager when the next contingency situation arose. There was no manager in the bank - at that time it was not accepted, it was quite difficult for the manager to solve the problem himself, so the problem was “outweighed” to the automation department.

The automation department, due to its professional qualities, completed the first stage of making a managerial decision: it collected all information related to this problem, analyzed the ways out of it, studied the methods used by other banks - participants in the experiment. As a result, several options for solving the problem were put on the manager's table. To the credit of the head, he did not take a sole decision, but gathered all the specialists of the departments associated with this problem.

At a joint meeting (almost a method of expert assessment), a solution acceptable to all was developed.

The automation department developed the necessary software and the decision was tested. A month later, at the management level, they returned to this problem, the solution was corrected taking into account the experience gained. As a result, documents were developed that fully describe the technological process: "Rules for processing client payments" and Instructions for each processing link.

Now this mechanism functions smoothly, without requiring any attention from the management. Only after the decision was made was it possible to think about the technology of its adoption. All three stages of making a managerial decision are clearly traced, and if a qualified manager worked in the bank, it would have been possible to avoid many problems in developing a solution, the path traveled intuitively would be much shorter.

It should be emphasized that the solution is considered ready only when the desired results are achieved. The leader himself must participate in all stages of decision-making, but above all his role is to choose the most suitable solution from the proposed options and to make the final decision. The leader usually makes a decision alone, but more and more often, group decision-making is practiced. Therefore, the leader must be well prepared to work with the group.

Time management decision making should be improved. The most important points of this improvement can be considered the following:

4. Solutions cannot be carried over;

Solutions must be effective. This means that it is necessary to more widely involve managers and other persons directly related to them in the decision-making process.

Before making decisions, people mentally replay various options, considering this to be the best way to find the best one. Therefore, it seems to me that it will be useful to provide some practical advice here:

1) Don't fuss. Each decision needs to be considered, and it takes time.

Determine for yourself the time required for the solution, and analyze the option that came to mind. Note the pros and cons. This consistency develops our ability to make decisions.

2) Choose a strategy of behavior. This is very important when deciding fundamental issues. Fundamental decisions should not distort the strategy of behavior and contradict life attitudes. Otherwise, you should think about revising your views.

3) Subject to serious analysis of the current situation. In this case, the validity of the proposed decision will be revealed. For decision-making, this step becomes fundamental.

4) When making a decision, common sense is important, this is especially important when there are many alternatives to the decision. Rely on logic, it will help you make the best decision.

5) Get creative with the solution. Being creative can help you make unconventional decisions. Taking initiative and creativity will help you get the results you want.

To facilitate orientation in a problem situation, you must first answer a few questions.

1. Does the problem need a complex, multi-stage, or simple solution?

2. Is this a problem at all, or is the alternative clear?

3. Is the sequence of steps in the solution clear?

The decisions you make must be in the wake of the firm's policies. You can change the policy, but very carefully, without disruption or drastic changes. The firm's strategy should allow to see the development prospects.

Potential problems should be predictable and not baffle the firm's management. Try to solve situations of unexpected and unfamiliar problems in the traditional way. This path creates the preconditions for improving the planning of the future of the company.

4. Is this a real or contrived problem?

5. Is this problem related to financial and material costs or people?

Money and staff determine the viability of any company. Therefore, the top manager must necessarily supervise and control finances and personnel.

6. What happens if the decision is not made?

Conflict situations usually push for a quick solution. You shouldn't rely on emotions here. Emotions are bad counselors. And it often happens that way; if you wait with a decision, the problem disappears by itself. In such cases, the best decision is not to accept any.

Thus, no matter how good a leader may seem, if he does not know how to make decisions, then he cannot remain in the position of a leader for a long time. The art of making decisions can be learned and constantly improved. Making one decision is only part of an effective decision-making process. Every leader of any rank must be clear about his or her share in this broad process.

CONCLUSION

Management solution- This is the result of specific management activities of management. Decision making is the foundation of management. Development and decision-making is a creative process in the activities of managers of any level, including:

development and goal setting;
study of the problem based on the information received;
selection and justification of criteria for effectiveness (efficiency) and possible consequences of the decision;
discussion with specialists of various options for solving the problem (task); selection and formulation of the optimal solution; decision-making;
concretization of the solution for its executors.

Management technology considers a management decision as a process consisting of three stages: decision preparation: decision making; implementation of the solution.

On preparation stages management decisions, an economic analysis of the situation at the micro and macro levels is carried out, including the search, collection and processing of information, as well as problems that need to be addressed are identified and formed.

On decision stages the development and evaluation of alternative solutions and courses of action carried out on the basis of multivariate calculations is carried out; selection of criteria for choosing the optimal solution is made; choosing and making the best decision.

On stages of solution implementation measures are taken to concretize the decision and bring it to the performers, control over the progress of its implementation, make the necessary adjustments and assess the result obtained from the implementation of the decision. Each management decision has its own specific result, therefore, the purpose of management activity is to find such forms, methods, means and tools that could contribute to the achievement of optimal results in specific conditions and circumstances.

Each process (including the development and implementation of management decisions) needs an organization.

For these reasons, it is possible to give only general recommendations for organizing the development and implementation of decisions.

1. The information base, which is used in analyzing the problem and making a decision, has the greatest influence on the efficiency of the decisions made.

2. An equally important element of the problem under consideration is communicating solutions to the performers. The main recommendations for solving this part of the problem can be formulated as follows:

a) to prevent distortion of the content of the decision when communicating it to the executors (at various levels of management of the implementation of this decision);

b) ensure coordinated actions of all performers to achieve the goals of the decision.

3. After communicating the decision to the performers, the success of its implementation largely depends on the correct choice of performers.

4. For effective performance by all performers, certain favorable conditions must be created.

5. To ensure the achievement of the desired result in the implementation of management decisions, control and feedback play an important role, including the established procedure for making changes to the decision made and summing up the results.

Home Credit and Finance Bank LLC, one of the leaders in the Russian retail banking market, has been operating in the Russian market since 2002.

At the end of 2009 (IFRS), the bank's assets amounted to 96,476 billion rubles, capital - 26,832 billion rubles, loan portfolio - 67,416 billion rubles. The net profit in 2009 amounted to 5,179 billion rubles.

As of December 31, 2009, Home Credit's share in the commodity lending market was 28%, and its share in the credit card market was 8.5%. The Bank's regional network consists of 82 representative offices, 181 offices and 6 branches in Russia. The Bank's products are presented in 32 thousand points of sale. More than 17 million people are the Bank's clients.

The bank successfully entered the retail deposit market. In 2009, the bank's deposit base increased 9 times - from 810 million rubles. at the end of 2008 up to 7 billion rubles. The bank is included in the deposit insurance system under number 170 in the register of banks participating in the deposit insurance system.

The bank is actively working with current accounts, debit cards, actively developing its own ATM network, which today consists of 250 ATMs.

The basis of the Bank's work in Russia is the principle of responsible lending and business transparency. Thanks to advanced lending technologies, the Bank offers its clients simple and quick solutions, objective conditions and strives for mutually beneficial partnership. The Bank has adopted the Code of Responsible Lending.

Unfortunately, the Bank's management service is practically not developed, management decisions are made, as a rule, by the heads of enterprises on the basis of their personal experience, that is, purely subjective. Feedback - there is practically no control over the implementation of decisions. But, oddly enough, most often the adoption of the correct managerial decision is subject to all the processes described in the work, and, regardless of the knowledge of the decision-makers, it goes through all three stages, but in a much more complex way.

So, the decision-making process in terms of rational use of time should be improved. The most important points of this improvement can be considered the following:

1. It is necessary to make a lot of decisions that have common approaches to their implementation;

2. At the stage of making the final decision, the decision must be uncontested;

3. Do not allow overlapping decisions on each other, ie. you should not make several decisions on the same issue;

4. Solutions cannot be carried over;

5. The usual reassignment of the execution of a decision from one person to another should be eliminated;

6. The solution must correspond to the level of organization and cooperation;

7. Rules for their adoption are drawn up for recurring decisions. It should be added so that they are correctly understood in practice and correspond to the time of their implementation, taking into account the changes that have occurred;

8. The decision-making process should be developed towards participation and efficiency. At the same time, we must not forget that taking part in decision-making does not only mean being present at its final approval. The most significant is the participation in the preliminary events;

Thus, solutions must be effective. This means that it is necessary to more widely involve managers and other persons directly related to them in the decision-making process.

LIST OF USED LITERATURE

1. Russian Federation. Federal Law on Banks and Banking Activities dated 02.12.1990 N 395-1

2. Baldin K.V. Vorobiev S.N. Utkin V.B. Management decisions. Textbook - M .: Dashkov and Co, 2008 .-- 496 p.

3. Bashkatova Yu. I. Management decisions / Moscow International Institute of Econometrics, Informatics, Finance and Law. M., 2003 - 89 p.

4. Vesnin VR Management: textbook. - 3rd ed., Rev. and add. - M .: TK Welby, Publishing house Prospect, 2006 .-- 504 p.

5. Vissema H. Management in the divisions of the firm (entrepreneurship and coordination in a decentralized company): Per. from English - M .: INFRA-M, 1996 .-- 239 p.

6. Vikhansky O.S., Naumov A.I. Management: person, strategy, organization, process: textbook. - M., 1996 .-- 416 p.

7. Venedelin, A.G. Preparation and adoption of management decisions: Methodological aspect / A.G. Vendelin. - M .: Economics, 1977 .-- 150 p.

8. Gvishiani DM Organization and management. - Ed. 3rd, rev. - M .: Publishing house of MSTU im. N.E. Bauman, 1998 .-- 332 p.

9. Gerchikova I.N. Management. Textbook. 3rd ed., Rev. and add. –M .: INFRA-M, 1999. - 489 p.

10. Glukhov V.V. Fundamentals of management. Study guide. - SPb .: Special literature, 1995 .-- p. 260.

11. Glushchenko V.V. Development of a management solution. - M .: Conversion and progress, 1997. - p. 456 p.

12. Golubkov E.P. What decision to make? (Practical work of the business executive). - M .: Economics, 1990 .-- 189 p.

13. John Dixon. Systems Design: Invention, Analysis and Decision Making. - M .: "Mir", 1969, -440s.

14. Simulation systems for making economic decisions. / Ed. K. A. Bagrinovsky, V. S. Prokopov. - M .: Nauka, 1989.

15. Kohno P.A. Management. - M .: Finance and statistics, 1993, - p. 210.

16. Kurochkin A.S. Organization of enterprise management: Textbook. - K .: MAUP, 1996 .-- 346 p.

17. Kurochkin A.S. Enterprise management: Textbook. manual –K .: MAUP, 1998. –209 p.

18. Livshits A.S. Management decisions: textbook - M.: KNORUS, 2009. - 248 p.

19. Lugachev M.I. Methods of socio-economic forecasting. - M .: 1999 .-- 289 p.

20. Maidanchik B.I., Karpunin M.B., Lyubenetsky L.G. and other Analysis and justification of management decisions. M .: Finance and statistics, 1997 .-- 311 p.

21. Mescon M.H., Albert M., Hedouri F. Fundamentals of management. - M .: "Delo", 1992. - 567 p.

22. Rastrigin L.A., Ponomarev Yu.P. Extrapolation methods of design and management. - M .: Mechanical Engineering, 1996 .-- 120 p.

23. Romaschenko V.N. Decision making: situations and advice. - Kiev: Politizdat of Ukraine, 1990.

24. Starobinsky E.E. How to manage personnel / Izadnye 4th, rev. and add. - Moscow: ZAO Business School Intel-Sintez, 1998. - 368 p.

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26. N. V. Tulenkov Introduction to the theory and practice of management: Textbook. allowance. - K .: MAUP, 1998 .-- 456 p.

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32. www.homecredit.ru

ANNEX 1

Fig. 1. Place of management decisions in the management process

Introduction

Chapter 1. Theoretical foundations of the management decision-making process

1 The essence of management decisions, their classification

2 Typology of management decisions

3 Decision-making process, principles and stages

Chapter 2 Analysis of the Management Decision Making Process

1 The process of making managerial decisions in LLC Bytovaya Tekhnika

2 Analysis of the typology of managerial decision making

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 management activity. The effectiveness of management is largely due to the quality of such decisions. In the decisions, the whole set of relations arising in the process of labor activity and management of the organization is recorded. If communication is a kind of "core" that permeates any activity in the organization, then decision-making is the "center" around which the life of the organization revolves. Effective decision-making is essential for the fulfillment of managerial functions. Improving the process of making informed objective decisions in situations of exceptional complexity is achieved by using a scientific approach to this process, models and quantitative decision-making methods.

There are various points of view on what decisions made by a person in an organization are considered managerial. Some experts refer to such, for example, the decision to hire a person to work, the decision to dismiss from it, etc. the point of view seems to be justified, according to which only those decisions that affect relations in the organization should be referred to as managerial ones.

Management decisions are made in a wide variety of areas of human activity: political, economic, social, military, administrative, in the field of culture, education, health care and in a number of other fundamentally significant large areas. A special place in the activities of a manager, of course, belongs to decisions that relate to such spheres of economic activity as production, commerce, finance, etc.

Various types of solutions, their variety and complexity of interconnections create, at first glance, a modernly boundless and vague picture. But with a careful analysis of this picture, it is possible to identify both common features and specific features inherent in certain types of decisions.

The purpose of this work is to study the organization of managerial decision-making.

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

consider the essence of management decisions, their classification;

study the typology of management decisions;

describe the decision-making process, principles and stages;

analyze the process of making management decisions;

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

The structure of the work consists of an introduction, three chapters, a conclusion and a list of used literature.

management decisions efficiency

Chapter 1. Theoretical foundations of the management decision-making process

1 The essence of management decisions, their classification

A decision as a result of a choice is usually recorded in writing or orally and includes a plan (program) of actions to achieve the goal.

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

The most important reserve for increasing the efficiency of all social production is improving the quality of decisions made by leaders.

The concept of "decision" in modern life is very ambiguous. It is understood as a process, and as an act of choice, and as a result of a choice. The main reason for the ambiguous interpretation of the concept of "solution" is that each time a meaning is embedded in this concept that corresponds to a specific area of research.

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

A number of requirements are imposed on the management decision, which include:

Comprehensive validity of the decision;

Timeliness;

The required completeness of the content;

Empowerment;

Consistency with previous decisions.

Comprehensive validity of the decision means, first of all, the need to make it on the basis of the most complete and reliable information. However, this alone is not enough. It should cover the entire range of issues, the entire completeness of the needs of the managed system. This requires knowledge of the features, development paths of controlled, control systems and the environment. A thorough analysis of resource provision, scientific and technical capabilities, target development functions, economic and social prospects of an enterprise, region, industry, national and world economy is required. The comprehensive validity of decisions requires the search for new forms and ways of processing scientific, technical and socio-economic information, that is, the formation of advanced professional thinking, the development of its analytical and synthetic functions.

Timeliness of a managerial decision means that the decision made should neither lag behind nor outstrip the needs and tasks of the socio-economic system. A prematurely made decision does not find a prepared ground for its implementation and development and can give impulses for the development of negative trends. Delayed decisions are no less harmful to society. They do not contribute to the solution of already "overripe" problems and further exacerbate the already painful processes.

The necessary completeness of the content of solutions means that the solution must cover the entire managed object, all spheres of its activity, all directions of development. In its most general form, a management decision should cover:

Purpose (set of goals) for the functioning and development of the system;

The means and resources used to achieve these goals;

The main ways and means of achieving goals;

Timeline for achieving goals;

The order of interaction between departments and performers;

Organization of work execution at all stages of solution implementation.

An important requirement of a managerial decision is the authority (authority) of the decision - strict observance by the subject of management of those rights and powers that are given to him by the highest level of management. The balance of the rights and responsibilities 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 lagging behind them of the regulation and regulation system.

In the process of managing organizations, a huge number of a wide variety of decisions are made with different characteristics. Nevertheless, there are some general characteristics that allow this set to be classified in a certain way.

Depending on the recurrence of the problem to be solved, all management decisions can be subdivided into traditional, previously encountered in management practice, when it is only necessary to make a choice from the existing alternatives, and atypical, non-standard solutions, when their search is primarily associated with the generation of new alternatives. ...

Significance of the goal.

Decision-making can pursue its own, independent goal or be a means to help achieve a goal of a higher order. In accordance with this, decisions can be strategic and tactical.

Scope of influence.

The result of the decision may affect one or more parts of the organization. In this case, the solutions can be considered local. Decisions, however, can be made with the aim of influencing the work of the organization as a whole, in this case it will be global.

Duration of implementation.

The solution may take hours, days or months to complete. If a relatively short time passes between the adoption of the decision and the completion of its implementation, the decision is short-term. At the same time, the number and importance of long-term, promising decisions, the results of the implementation of which may be removed for several years, is increasing.

Most of the management decisions in the process of their implementation, one way or another, can be adjusted in order to eliminate any deviations or take into account new factors, i.e. correctable. At the same time, there are also solutions, the consequences of which are irreversible.

Depending on the degree of completeness and reliability of the information available to the manager, management decisions can be deterministic (made in conditions of certainty) or probabilistic (made in conditions of risk or uncertainty). These decisions play an extremely important role in decision making. Deterministic decisions are made in conditions of certainty, when the manager has almost complete and reliable information regarding the problem being solved, this allows him to know exactly the results of each of the alternative choices. There is only one such result, and the probability of its occurrence is close to one. However, few decisions are made in conditions of certainty. Most management decisions are probabilistic.

Decisions made under conditions of risk or uncertainty are called probabilistic. Decisions made in the face of risk include those whose outcomes are uncertain, but the probability of each outcome is known. Probability is defined as the degree of possibility of the occurrence of a given event and varies from zero to one. The sum of the probabilities of all alternatives must be equal to one. The probability can be determined by mathematical methods based on statistical analysis of experimental data. The probability calculated on the basis of information that makes it possible to make a statistically reliable prediction is called objective.

In some cases, however, the organization does not have sufficient information to objectively assess the likelihood of possible events. In such situations, leaders are helped by experience that shows what is most likely to happen. In these cases, the estimate of the likelihood is subjective.

A decision is made in conditions of uncertainty, when, due to a lack of information, it is impossible to quantify the likelihood of its possible outcomes. This is quite common when solving new, atypical problems, when the factors that need to be taken into account are so new and or complex that it is impossible to get enough information about them. Uncertainty is also characteristic of some decisions that have to be made in rapidly changing situations. As a result, the likelihood of a particular alternative cannot be estimated with a sufficient degree of certainty.

When faced with uncertainty, the manager can use two main possibilities:

a) try to obtain additional information and once again analyze the problem in order to reduce its novelty and complexity. Combined with experience and intuition, this enables him to assess the subjective, perceived likelihood of possible outcomes;

b) when there is not enough time and / or funds to collect additional information, when making a decision, you have to rely on past experience and intuition.

Solution development method.

At the same time, in the process of managing organizations, new, atypical situations and non-standard problems are often encountered that do not lend themselves to formalized solutions. In such cases, the intellectual abilities, talent and personal initiative of the manager play an important role.

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

If the choice of the best alternative is made according to only one criterion, then the decision made will be simple, one-criterion. Conversely, when the chosen alternative must satisfy several criteria at the same time, the decision will be complex, multi-criteria.

Acceptance form.

The person making the choice from the available alternatives of the final decision can be one person and his decision will be solely accordingly. However, in modern management practice, more and more often complex situations and problems are encountered, the solution of which requires a comprehensive, complex analysis, i.e. participation of a group of managers and specialists. Such group or collective decisions are called collegial decisions. Strengthening professionalization and deepening the specialization of management lead to widespread collegial forms of decision-making. It should also be borne in mind that certain decisions are legally assigned to the group of collegial ones.

So, for example, certain decisions in a joint-stock company (on the payment of dividends, distribution of profits and losses, 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 "dilutes" responsibility for its results, however, it prevents gross mistakes, abuse and increases the validity of the choice.

Method of fixing the solution.

On this basis, management decisions can be subdivided into fixed, or documented (i.e., drawn up in the form of any document - order, order, letter, etc.) and undocumented (not having a documentary form, oral). Most decisions in the management apparatus are documented, however, minor, insignificant decisions, as well as decisions made in emergency, acute, urgent situations, may not be documented.

Thus, the decision is one of the types of mental activity and a manifestation of the will of a person. The managerial decision should cover the goal (set of goals) for the functioning and development of the system, the means and resources used to achieve these goals, the main ways and means of achieving the goals, the time frame for achieving the goals, the procedure for interaction between departments and performers, the organization of work at all stages of the solution implementation ... Management decisions are classified according to a number of characteristics:

Repeatability of the problem.

Significance of the goal.

Scope of influence.

Duration of implementation.

Predicted consequences of the decision.

The nature of the information used.

Solution development method.

The number of selection criteria.

Acceptance form.

Method of fixing the solution.

2 Typology of management decisions

Management decisions are characterized by high complexity and an extremely wide variety of types. They say that a solution belongs to a certain type if it has some common feature characteristic of a certain set of solutions. Among the main features that are used to build a typology of decisions, there are such as the degree of development, the degree of justification, the possibility of implementation and the degree of achievement of the goal of the management decision. The main types of decisions on the indicated grounds and their brief characteristics are given in table. 1.1.

Depending on the presence or absence of standard techniques for the development and adoption of management decisions, programmed and non-programmed decisions are distinguished.

Table 1.1

The main types of decisions on the indicated grounds and their brief description

Solution type	A brief description of
Pre-programmed solutions	Accepted using standard procedures and rules
Unprogrammed solutions	Require the development of new procedures or decision rules
Intuitive solutions	Based on the person's feelings and sensation that these decisions are correct
Logical solutions	Accepted on the basis of knowledge, experience and logical judgment
Rational solutions	Accepted on the basis of an objective analysis of problem situations using scientific methods and computer technology
Acceptable solutions	Satisfy all objective constraints and can be implemented in practice
Inadmissible solutions	Unrealistic solutions that do not meet one or more constraints
Unreasonable decisions	Decisions that do not lead to the achievement of the management goal
Satisfactory solutions	Decisions leading to the achievement of the management goal
Optimal solutions	Solutions that maximize the achievement of the goal of managing the organization

Programmed decisions are made as a result of a certain sequence of steps according to standard techniques or rules that are developed in advance and applied in typical (usually repetitive) situations. In other words, solutions are "programmed" for typical situations that may arise in the activities of the organization. The use of certain decision-making techniques in typical situations reduces the likelihood of errors and increases the efficiency of decision-making, since it eliminates the need to develop new methods whenever a corresponding situation arises. Therefore, programmed solutions are considered to be the most developed.

It is very important that leaders of organizations are confident that they are using the truly correct methodologies, which must not only be carefully justified, but also constantly evolve. If outdated methods are used to make decisions in changed conditions, this can lead to undesirable or even catastrophic consequences. Therefore, the procedures for making management decisions should be continuously improved and updated, taking into account the emergence of new factors and covering new possible situations. In addition, it is highly desirable to justify the methodology for making any programmed decisions and to convince those people for whom it is intended of its correctness, and not just offer or impose it for use.

By the degree of justification, intuitive, logical and rational decisions can be distinguished. Reasonableness characterizes the way a decision is made and, as a rule, predetermines the quality of this decision. In this regard, it should be noted that it is always easy to make a decision. To do this, you just need to make a choice, i.e. indicate one of the possible alternatives. But the point is, it's hard to make a good decision. To do this, it is necessary not only to make a choice, but also to justify it for yourself and other people, on whom the implementation of the decision depends. To make good decisions, we need to be able to justify them.

Significant advantages of intuitive and logical decisions are the efficiency and "cheapness" of their adoption. But these solutions "work" most effectively only in relatively familiar situations. However, real situations often only seem familiar and simple, but in fact they are distorted by many factors that are at first glance invisible. At the same time, one should always remember about the mistakes of human perception. Situations that seem simple may well turn out to be extremely difficult. If the problem situation is truly unique and complex, then logical judgments or intuition may not be enough to make a quality decision. "The judgment cannot be correlated with a situation that is really new, since the leader lacks the experience on which he could base logical choices." In a new situation, there are too many unexplored factors that need to be taken into account, and the “unarmed” human mind is usually not able to determine and compare them. In addition, by making decisions based only on judgments, people may be "held captive" by their own experience, which will dictate their usual ways of acting. As a result, the manager may lose sight of a new, more effective solution. In addition, through lessons learned, leaders may consciously or unconsciously resist new ideas that are required in changing conditions. Therefore, in new or unique situations, the likelihood of success increases when leaders make rational decisions.

Rational decisions, unlike logical ones, 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, the way of developing a solution, and not its quality. Rational decisions are made through a multi-step analytical process, but they can also be wrong. At the same time, rational choice does not exclude the use of logic and intuition, which are always actively involved in the decision-making process. Therefore, rational decisions are considered the most reasonable, since in the process of their development and adoption, all mechanisms available to a person are used - intuition, logic and calculation.

All management decisions must be implemented in the activities of the organization. Therefore, any solution, first of all, must admit the very possibility of practical implementation. On this basis, there are two types of solutions - permissible and unacceptable.

Valid solutions are solutions that satisfy all constraints and can be implemented in practice. Any decisions are always made in conditions of objective constraints - resource, time, legal, organizational, ethical, etc. It is within the limits of the given restrictions that the area of admissible options for actions is formed, i.e. many alternatives presented for choice. So that in the future there are no difficulties with the implementation of management decisions, it is necessary to foresee in advance the influence of all factors of the external and internal environment of the organization, acting as restrictions. Constraint analysis is one of the most important steps in decision making. If this is not done or some limitations are overlooked, then an unacceptable decision can be made that cannot be implemented and therefore has no practical value.

There can be no “little things” in the analysis of constraints. A managerial decision, being a product of a manager's intellectual work, acts not as an end in itself, but as a means for organizing subsequent actions. Therefore, already in the very process of searching for a managerial decision, it is necessary to take into account the possibility of its implementation and take into account all the factors that may hinder or, conversely, contribute to the successful implementation of the decision.

According to the degree of achievement of the management goal, one can single out unreasonable, satisfactory and optimal decisions. The admissibility or realism of the decision made does not mean that it is reasonable. The solution may be perfectly acceptable under the constraints, but not lead to the desired results. We will call such decisions unreasonable. Since unacceptable solutions also do not lead us to the set goal (they cannot be realized at all), the following definition can be given.

Unreasonable decisions are unacceptable decisions or decisions that do not lead to the achievement of a management goal.

Any decision makes sense only when it is not only realizable, but also allows you to achieve the desired results. Therefore, all management decisions should be evaluated from the point of view of achieving the management goal, which is set by the head of the organization and acts as an additional, subjective constraint that determines a reasonable choice. Consequently, the objective constraints and goals of management are a kind of filter that cleans the multitude of all conceivable and inconceivable alternatives from unreasonable decisions.

The options for action that lead to the achievement of the goal of managing the organization should be recognized as satisfactory solutions. In other words, these solutions satisfy all objective and subjective constraints at the same time and provide an acceptable, but not necessarily the best result. It must be remembered that optimal solutions are not the best in an absolute sense, but only in relation to a specific management goal that is chosen by a person. Optimal solutions are managerial decisions that maximize the achievement of the management goal. In other words, these are the best trade-offs found through careful analysis and comparison of all alternatives. It is well known that any managerial decision, in addition to having a beneficial effect, also has negative consequences. Finding a reasonable or the best compromise between them is the essence of the decision-making process.

From the point of view of innovation, routine, selective, adaptive and innovative solutions are considered.

Routine solutions are well-known ways of doing things to resolve a problem. They represent only a standard reaction to a typical situation and, in essence, are not solutions. In contrast, selective decisions involve the selection of one alternative from a certain set of courses of action. In this case, it is assumed that the set of alternatives is given and is well known to the decision-maker. All he needs to do is choose one of them.

Adaptive decisions are made in conditions when the situation changes and therefore some modification of the known options is required, taking into account the peculiarities of the new situation. The most difficult are innovative solutions that are made in conditions when the problem cannot be solved using known methods of action or their modifications and requires the development of fundamentally new solutions that have not been used previously.

According to 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 solving the current problems of the organization. In contrast, reorganization decisions involve significant changes, such as restructuring the organizational structure or choosing a new organizational strategy.

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

The listed types by far do not exhaust the whole variety of management decisions. In fact, it is practically impossible to attribute this or that solution to one of the indicated "pure" types. In reality, all decisions made in organizations are combined, i.e. are within a certain range or continuum located between the "extreme" types of solutions. For example, only a few management decisions turn out to be programmed or unprogrammed in their pure form. Any programmed decision does not completely exclude the personal initiative of the leader, who may deviate from the standard methodology if he deems it necessary. On the other hand, even in the most difficult situations that arise for the first time, the standard techniques and rules of choice previously applied can be useful.

3 Decision-making process, principles and stages

Sooner or later, leaders must move from analyzing events to action. Ideally, if the action is motivated by the correct analysis of the problem, the search for causes is narrowed to the point where you can confidently begin solving the problem. It is important, however, to remember that all actions are motivated by the need to respond to the problem that has arisen. Experienced managers continually take action to improve the situation, increase job demands, and prevent problems that could threaten to disrupt current plans.

Being in the present tense, the leader chooses actions (alternatives) that can often be realized in the future. The problem is that sometimes it is even necessary to compare the relative effects of alternatives without good evidence. It is impossible to know exactly what will happen when choosing another alternative. The manager must consider alternatives, confidently take a stand, and declare that, say, alternative A will better meet the stated objectives than alternative B or C. However, this is a difficult process of moving towards the truth.

The existing uncertainty in the decision-making process can create a number of situations in which the confusion of the concepts of "decisiveness" and "decision-making" is not excluded. In many businesses, managers are evaluated and rewarded for how quickly and confidently they make decisions. Uncertainty in this case is seen as a sign of weakness. Managers are expected to be quick and decisive in judgment, and are highly regarded for their willingness to implement decisions in spite of difficulties. This is theoretically correct, but in practice it is not always the best course of action.

In management theory, decisiveness is seen as the ability to make a decision and turn it into life. And decision making is the ability to analyze the most important information and make the best choice. It is important to combine both of these abilities correctly. Paralyzing yourself with endless analysis is just as undesirable as making decisions on a whim, spontaneously.

The first principle is the principle of organizational fit. The form of the organization should be adapted to the smooth implementation of communications, which facilitates both the decision-making process and the control over their implementation. One cannot but take into account the fact that powers and responsibility are increasingly passing "from hand to hand." Only by holding managers accountable for the results of their decisions can the best leadership be prepared.

Principle two: policies, strategies and goals must be clearly articulated to enable general decisions to be made about new activities that go beyond today's needs.

The third principle requires a sufficient amount of reliable data about the changing environment to maintain effective communication between senior managers and lower levels of the functioning parts of the organization. It is extremely important to select the data available so that senior managers have only the facts they really need at their disposal and are not overwhelmed with irrelevant factual material.

The fourth principle provides flexibility, without which countless possibilities can go unused. Under ideal conditions (precise criteria, clear goals, and complete information), there would be little need for decision-makers. A computer could answer any question.

By their nature, the listed principles are universal and must be adhered to in management and business.

Leaders usually make decisions that involve commitments and the need to implement them. Once a decision is made, it is difficult to change it. The procedure for analyzing alternatives in decision making is different from that for causal analysis.

The decision itself can take a number of forms and represent: a standard solution, in the adoption of which there is a fixed set of alternatives; binary solution (yes or no); multivariate solution (there is a very wide range of alternatives); an innovative solution when action is required but there are no viable alternatives.

The most common type of solution is the standard solution. The analytical steps required to make it apply to all other types of decisions as well. When making any type of decision, the manager's experience is included from the first step and is used throughout this process. If in causal analysis it is necessary to be wary of managers' "favorite reasons", then in making decisions it is possible to fall prey to "favorite alternatives". In this case, the preference for the “favorite option” can distort the whole analysis and lead to a pre-known choice.

As a rule, for the successful implementation of the managerial decision-making process, a leader needs to go through eight main stages.

At the first stage, the main task is to correctly formulate the goal of the solution. Any decision-making process must begin with an awareness of the need to make it. It is important, first of all, to ask the question about the very choice to be made. Such questions contribute to the fulfillment of three tasks: to show the connection between a decision and the need to make a choice; give direction in the search for alternatives; exclude alternatives that lie outside the set goal.

In an effort to ensure the correctness of the goal of the decision, the manager must answer the following questions:

What choice am I trying to make? This question provides a starting point. It will be clarified by the next two questions.

Why is this decision necessary?

What was the last decision? This question stems from the concept that all solutions form some kind of chain. Therefore, it is very important to find the place of this decision in it. For example, suppose the purpose of the decision is to select a training program to implement activities to improve working conditions. Before setting such a goal, it is necessary to answer the question: "Are we sure that improving working conditions will solve the problem of improving the moral climate in the team?" If so, a new question arises: "Are we convinced that a training program is required?" Only by answering these questions can we move on, based on the fact that previous decisions were obtained as a result of serious analysis.

The second stage is associated with the establishment of decision criteria. Since decisions are judged primarily by the results obtained, it is reasonable to start the selection process with their consideration. These results are referred to as "decision criteria" and represent the basis for the actual choice made. It is important for leaders to be clear about what they want to achieve. The key question in this case is: "What factors should be considered when making a choice?" This question gives rise to a number of factors that must be taken into account when choosing a solution. In a situation of group decision-making, the formulation of such a question assumes that the persons whose activities should be influenced by this decision will have the opportunity to express their assumptions and requirements.

At the third stage, the manager separates the criteria according to the principle of their importance to the organization. The criteria have different meanings. For example, some criteria are mandatory constraints, while others simply capture desirable characteristics. to make a sufficiently effective decision, the criteria should be divided into hard limits and desirable characteristics, which could be dispensed with. It is then important to rank the criteria that are categorized as desirable. In making managerial decisions, of course, compromises are inevitable. For example, would you prefer a faster delivery at a lower price? Are you willing to sacrifice the speed of repairs for the best quality of service?

At the fourth stage, the development of alternatives is carried out. When discussing standard solutions, this is not a problem. For example, when comparing different locations of a new food outlet. When considering other types of solutions, especially innovative ones, this step is more difficult.

The fifth stage is allocated to compare the alternatives developed at the previous stage. Skilled decision making requires the development of a number of alternatives, comparing them and choosing the best one. Sometimes all of the solutions look good and none seems to be advantageous. Therefore, in order to make a choice, the manager needs certain means to compare alternatives.

Without sufficient data on alternatives, their relative merits can hardly be compared. The information collected will help to measure the degree of satisfaction of the requirements for each of the criteria. Collecting data is a planned process, not an arbitrary reaction to information as it emerges. After the manager clearly identifies the alternatives, the first question may come to the fore: "How to systematize and compare the data?" Here it is necessary to adhere to the following fundamental principle: "Always compare solutions to criteria, never compare one solution to another. It is important to avoid" decision blinding ", an ailment that afflicts those leaders who constantly compare alternatives and eventually lose sight of goals and end results of decision-making.

At the same stage of the search for effective solutions, another ailment may occur - analytical "paralysis". It arises when the collection of information about alternatives becomes an end in itself. Decision making is, after all, the process of finding the best option based on the best available information. Meanwhile, it is hardly possible to achieve such a situation that all the facts, data, and the necessary materials for making decisions are available. The process of matching alternatives against criteria is an attempt to help the decision maker focus on key sources of information. Both of these "ailments" of decision-making can be "cured" by focusing primarily on criteria rather than alternatives.

The criterion for assessing the consequences of various options is usually determined by the goal of the decisions. However, there is a need to measure the extent to which a particular event contributes to the achievement of a goal. To resolve conflicts, you need a common measure of consequences. Without it, it is impossible, for example, to compare an alternative that minimizes the cost of transporting goods with an alternative that minimizes delivery time. To compare the effects of these alternatives, they need to be of the same class. How to translate measurements on one scale (shipping costs), into consequences on a different scale (delivery time), or measure both on a third scale? In addition, we need to know how to relate the gains across different scales.

With regard to economics, we can say that, unfortunately, it is impossible to express all the consequences in the form of their impact on costs and profits, so using money as a universal unit of measurement can be difficult.

At the sixth stage, the risk that the firm may be exposed to if a particular alternative is selected is determined. In business, risk identification can range from complex plausible analysis in operations research models to purely intuitive guesses, which can be represented by questions like, “What do you think they (buyers or competing manufacturers) will do when we announce price increases? " we are interested in a working tool for managers that can be used quickly and efficiently and that does not require a complex mathematical apparatus.

To correctly identify the area of risk, one should consider alternatives one at a time and try to predict the difficulties that may be encountered if each of them is implemented. The deviations associated with the adoption of one alternative, as a rule, have nothing to do with the possible deviations in the case of the implementation of other alternatives.

In the seventh stage, the solution developer makes a risk assessment. Being aware of the existence of a risk is important, but not enough. It is necessary to determine its significance. The risk assessment takes into account factors such as probability and severity. With the help of the probability factor, a judgment is formed that this or that event will actually occur. 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 indicators of the degree of risk help to make an informed decision. After all, these data make it possible to compare the performance indicators of alternatives. It should be noted that the indicators of the degree of risk are not directly related to each other, as long as there is no such formula that would allow them to be compared. Usually, managers do not seek to minimize risk, but take risks that are acceptable and controllable. When making a choice, the leader analyzes, weighs a number of judgments. It is very important to sort these judgments clearly. After all, the decision that needs to be made is based on a certain amount of value judgments.

Thus, decision making is the ability to analyze the most important information and make the best choice. The decision-making process for managing a firm is based on four main principles:

As a rule, for the successful implementation of the managerial decision-making process, a manager needs to go through eight of its main stages: the correct setting of the decision goal, the establishment of decision criteria, the separation of criteria according to the principle of their importance for the organization, the development of alternatives, the comparison of the developed alternatives, the determination of risk, the risk assessment, the adoption solutions.

Chapter 2 Analysis of the Management Decision Making Process

1 The process of making managerial decisions in LLC Bytovaya Tekhnika

Solving managerial problems in Bytovaya Tekhnika LLC, like management, is a process, because we are talking about an endless sequence of interrelated steps. The head of Bytovaya Tekhnika LLC cares not so much about the decision as such, but about everything connected and arising from it. Solving a problem requires not a single solution, but a set of choices. Therefore, although we present the problem-solving process as a five-step process (plus implementation and feedback), the actual number of steps is determined by the problem itself (Fig. 2.1.).

Rice. 2.1 Stages of the management decision-making process

in LLC "Bytovaya Tekhnika"

Diagnosing the problem.

The first step towards solving a problem is a definition or diagnosis, complete and correct. There are two ways to look at the problem. According to one, a problem is a situation when the set goals are not achieved. In other words, you learn about the problem because what should have happened does not happen. In doing so, you smooth out deviations from the norm.

To identify the causes of the problem, it is necessary to collect and analyze the required internal and external (in relation to organic matter) information. Information can also be collected informally, conducting conversations with employees of LLC "Bytovaya Tekhnika" about the current situation and making personal observations. For example, a foreman can discuss a productivity problem with workers and pass the information up to the top.

2. Formulation of limitations and criteria for decision making.

When the head of any department of LLC Bytovaya Tekhnika diagnoses a problem in order to make a decision, he must be aware of what exactly can be done with it. Many possible solutions to the problems of the organization of LLC Bytovaya Tekhnika will not be realistic, since either the manager or the organization does not have enough resources to implement the decisions made. In addition, forces outside the organization, such as laws that the leader has no power to change, can be at the root of the problem.

Restrictions vary and depend on the situation and specific heads of departments of LLC Bytovaya Tekhnika. Some common limitations are inadequacy of funds; insufficient number of employees with the required qualifications and experience; inability to purchase resources at affordable prices; the need for technology not yet developed or too expensive; extremely intense competition; laws and ethical considerations.

A significant limitation of all management decisions in LLC Bytovaya Tekhnika is the narrowing of the powers of all members of the organization determined by the top management, that is, the manager can make or implement a decision only if the top management has endowed him with this right.

Identification 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 thereby enable the organization to achieve its goals. However, in practice, the manager of LLC Bytovaya Tekhnika rarely has sufficient knowledge or time to formulate and evaluate each alternative due to constant business trips. Moreover, considering a very large number of alternatives, even if they are all realistic, often leads to confusion. Therefore, the head of LLC Bytovaya Tekhnika, as a rule, limits the number of options for serious consideration to only a few alternatives that seem to be the most desirable.

Assessment of alternatives.

When identifying possible alternatives, some preliminary assessment is required. Research has shown that both the quantity and quality of alternative ideas increase when the initial generation of ideas (identification of alternatives) is separated from the evaluation of the final idea.

This means that only after compiling a list of all ideas, one should proceed to evaluate each alternative. When assessing solutions, the head of LLC Bytovaya Tekhnika determines the advantages and disadvantages of each of them and the possible general consequences.

When assessing possible solutions, the head of LLC Bytovaya Tekhnika tries to predict what will happen in the future. The future is always uncertain. Many factors, including a change in the external environment of LLC Bytovaya Tekhnika and the impossibility of implementing a solution, can interfere with the implementation of what was planned. Therefore, an important point in the assessment is to determine the likelihood of the implementation of each possible solution in accordance with the intentions. If the consequences of a decision are favorable, but the chance of its implementation is low, it may be a less desirable choice. The manager includes probability in the estimate, taking into account the degree of uncertainty or risk.

Choosing an alternative.

If the problem has been correctly identified, and alternative solutions are carefully weighed and evaluated, making a choice, that is, making a decision, is relatively easy. The head of LLC Bytovaya Tekhnika simply chooses the alternative with the most favorable overall consequences. However, if the problem is complex and many trade-offs have to be taken into account, or if the information and analysis are subjective, it may happen that no one alternative is the best choice. In this case, good judgment and experience play a major role.

The real value of a solution becomes apparent only after its implementation. As shown in Figure 2.2, the process of solving a problem does not end with choosing an alternative. Simple choice of course of action is of little value to the organization. To resolve a problem or capitalize on an existing opportunity, a solution must be implemented. The level of effectiveness of the implementation of a decision will increase if it is recognized by those affected by it. Recognition of a decision is rare, but automatic, even if it is clearly good.

Rice. 2.2. Solution Implementation and Evaluation: The phases following the decision and related to problem resolution

Sometimes the head of LLC Bytovaya Tekhnika can entrust decision-making to those who will have to execute it.

There are situations in LLC Bytovaya Tekhnika, when the manager is forced to make a decision without consulting others. Employee participation in decision-making, like any other management method, will not be effective in every situation.

Another phase entering the management decision-making process at Bytovaya Tekhnika LLC and starting after the decision has taken effect is the establishment of feedback. A tracking and control system is needed to ensure that actual results are consistent with those expected at the time of the decision. This phase measures and evaluates the consequences of a decision or compares actual results with those that the manager hoped to get. Feedback, i.e. the receipt of data about what happened before and after the implementation of the decision allows the leader to adjust it while the organization has not yet suffered significant damage. The assessment of the decision by the management of LLC Bytovaya Tekhnika is carried out primarily with the help of the control function.

Thus, LLC Bytovaya Tekhnika is a dynamically developing enterprise. The process of preparation and decision-making takes place in stages.

Existing problems in the decision-making process at LLC Bytovaya Tekhnika:

Lack of resources for the organization to implement the decisions;

Insufficient number of employees with the required qualifications and experience, in particular sales managers;

The manager of LLC Bytovaya Tekhnika is often forced to make a decision without consulting other personnel in the organization.

2 Analysis of the typology of making managerial decisions in the organization

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

An analysis of the typology of management decisions is shown in Table 2.3.

Table 2.3

Analysis of the typology of management decisions

Assessment of the quality of decision making

Explanations

Director

Chief Accountant

CFO

Commercial Director

Attempts to be creative, limited by the power of the director

Head of HR department (clerk)

The solutions are template, based on the instructions of the CEO

Division directors

The solutions are templated, do not consider other alternatives and possibilities

So, as can be seen from the process of making managerial decisions, decision-makers partially manifest attempts at a creative approach, but basically the whole process is implemented on the implementation of a specific decision made by the CEO. The decision-making leadership process in Bytovaya Tekhnika LLC is authoritarian. The adoption of managerial decisions strongly depends on the personal factor, since in essence decisions in the company "Bytovaya Tekhnika" are made by only one person, the General Director.

The analysis of the types of decision-making by the general director for three years 2011-2013 has been carried out.

Table 2.4

Typology by the degree of participation of managers of different levels and specialists for three years 2011-2013.

Typology according to the degree of participation of managers of different levels and specialists
collegial	Opening of new credit programs	Development of a new structure for the marketing department with the management of new positions, introduction of a new remuneration system	Expansion of the sales department, control of financial expenses, development of a strategic plan
collective	Development of a bonus program for employees	Introduction of new programs of material and moral incentives	Organizing collective events and issuing a corporate newspaper
individual		Orders determination of personnel policy,	Orders (for example, about appointment to positions, dismissals, etc.)

So, we see that in 2011-2013. collegial decisions were made (expert and by agreement); collective (democratic) and individual (individual).

Table 2.4

Typology by levels of planning and time of implementation of activities for 2011-2013.

Typology by levels of planning and timing of activities
strategic	Development of a strategic plan for entering new regional markets	expansion of activities (conclusion of contracts with new suppliers and brands)	changing the assortment policy (increasing the assortment of office equipment)
tactical		Optimization of team work, Development and implementation of a system of discounts and benefits for large customers
operational	Repair of the office equipment section	replacement of cash register equipment	Repair and expansion of the store warehouse

So, we see that in 2011-2013. strategic, tactical and operational measures were adopted.

Table 2.5

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

Typology of the content of the management process
social	Development of a bonus program for employees, Modernize the rest room	Development of a code for an employee of LLC "Bytovaya Tekhnika"	issuance of a corporate newspaper, based on the results of work, bonus vouchers to a sanatorium	Reducing costs due to the sale of defective and spoiled goods at a discount	Introduction of new incentive programs	Reduction of staff units of loaders
organizational	General meeting of employees, Selection of heads of sales teams	General meeting of employees, redistribution of powers, in order to avoid duplication of functions	General meeting of employees, updating the job descriptions of some staff units
technical	Replacing the shelving under the kitchen utensils	Updating the software	Replacement of uniforms of employees

So, management decisions are different in content, time parameters, levels of planning, but they are all an integral part of the management process. The effect of their implementation directly depends on the manager's ability to predict the situation, foresee the consequences of the decisions made, the ability to use not only his own potential, but above all the capabilities of the group and the team as a whole.

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

Previously successfully applied planning and management procedures become ineffective. The lack of a rational, purposeful policy leads to economic losses, to a decrease in the pace of the scientific and technological process.

There are two reasons that prevent the use of more advanced methods and the procedure for making decisions. The first of them is associated with the traditional attitudes of employees of the administrative apparatus, attachment to the usual forms of preparation of solutions. The second - with the imperfection of the style and methods of work of consultants, with insufficient consideration of human factors.

Today, decision-makers and analyst consultants face complex challenges. Many real processes running in the administrative apparatus are much more complicated than those for which analytical approaches have already been developed. There are, for example, cases where the interests of different parts of an organization or different organizations do not coincide. This is not always a bad thing - it is in the conflict that a compromise solution is worked out, taking into account many real limitations. Often times, decisions are made by a management team. This raises the problem of coordinating the policy of influential members of this collective, agreeing on opposing interests.

The listed problems are extremely complex from a methodological point of view. In my opinion, at the present time there are no practical constructive methods of making group decisions or decisions in conditions of opposition with many active participants. Far from satisfactory solution, many relatively simpler problems of making individual decisions.

As can be seen from the previous example, many decisions are made with the participation of senior management or in agreement with him, which slows down the implementation of these decisions (it is widely used in Japan). Therefore, it is necessary to expand the ability of the heads of structural units to make managerial decisions, that is, to delegate the appropriate powers to them (it is widely used in the USA).

In order to avoid unfair or mercenary adoption and execution of managerial decisions, it is necessary to strengthen control and responsibility for violations. At the same time, it is also proposed to distinguish between the management decisions taken both by levels and by functional responsibilities.

In addition, the enterprise has a poorly developed assessment of the effectiveness of decisions made. It is rather formal in nature and does not have widespread practical application.

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

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

The main flaw in management is not a bad decision, but a lack of a decision. The following reasons for poor-quality decisions can be distinguished: a significant amount of decisions made, which does not allow each of them to be carefully developed and justified; inconsistency of newly adopted decisions with previously adopted ones, which causes duplication, mismatch of actions and conflict; making "vague" decisions that do not have specific content, reflecting only the general directive: to pay attention, increase, take the necessary measures (such decisions in management practice are up to 10%); insufficient information support, the consequence of which is the development of weak solutions, the implementation of which will not remove the essence of a particular problem.

Subjects making management decisions should be guided by the main organizational prerequisites that can help improve the quality of decisions, thereby contributing to improving the effectiveness of management as a whole.

To ensure an efficient design and decision-making process, the following guidelines are offered:

‾ people prefer not to take responsibility voluntarily, and this should not be expected of them;

‾ Do not let the approval processes take their course at all stages, including meetings and sessions;

‾ you cannot rely on memory in everything, it is recommended to record a lot in a notebook or other material media;

‾ it is necessary to master and replenish knowledge on the theory of development of management decisions.

An important problem is the low motivation of executive decision makers. To resolve this issue, it is currently recommended to promptly communicate decisions to the performers in order to prevent the loss of its relevance by the adopted management decision; to increase motivation by expanding the involvement of the population of territories, cities and regions in the development of concepts, paradigms, key provisions, strategies, and not only by coordinating the formed decisions with them; to form public opinion on problems through the media, hold conferences, seminars, symposia; create a staffing system for the implementation of solutions; organize control over the implementation of the decision, which will allow the city and district authorities to make the necessary adjustments in a timely manner. The decision cannot be correct at all times, since any socio-economic system moves in time and space, the situation inside it changes. In a new situation, other problems arise, the strategic course is adjusted, and a new decision is made. This is how the next management cycle begins. Therefore, it is necessary to strive for flexibility in management and management decision-making.

The efficiency of management decisions is significantly influenced by information support, which should be comprehensive and cover the entire decision-making process.

The planning system also plays an important role. The extension of this process to all levels of management guarantees the transparency of the activities of departments, allows you to establish the characteristics of the effectiveness of work. The plans should form the basis for operational meetings, assessments of the activities of departments and their leaders, analysis of the volume of functions performed, the effectiveness of the use of budget funds, etc.

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

Conclusion

In the course of writing a term paper on the theoretical part, the following conclusions were made:

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

The managerial decision should cover the goal (set of goals) for the functioning and development of the system, the means and resources used to achieve these goals, the main ways and means of achieving the goals, the time frame for achieving the goals, the procedure for interaction between departments and performers, the organization of work at all stages of the solution implementation ...

Management decisions are classified according to a number of characteristics:

Repeatability of the problem.

Significance of the goal.

Scope of influence.

Duration of implementation.

Predicted consequences of the decision.

The nature of the information used.

Solution development method.

The number of selection criteria.

Acceptance form.

Method of fixing the solution.

Decision making is the ability to analyze critical information and make the best choices.

The decision-making process for managing a firm is based on four main principles:

Organizational Compliance Principle, Policy;

The strategy and goals should be clearly articulated;

Sufficient amount of reliable data on the changing environment;

Flexibility without which countless possibilities can go untapped.

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

Time factor (time of project implementation or investment);

the quality factor of the object;

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

factor of development of the object in production;

method of obtaining information for making management decisions;

conditions of use (operation) of the facility;

inflation factor;

risk factor and uncertainty.

The comparability of options for the listed eight factors is ensured, as a rule, when justifying technical, organizational or economic measures aimed at improving the particular indicators of the target subsystem of the management system (indicators of quality and resource intensity of products, organizational and technical level of production, the level of social development of the team, environmental problems) , as well as the development of supporting, controlled or controlling subsystems, improving connections with the external environment of the system.

In each specific case, the options for management decisions may not differ for all factors. The task of a specialist, manager or decision-maker is to conduct a comprehensive analysis of specific situations in order to ensure comparability in terms of the maximum number of factors. The fewer factors taken into account, the lower the accuracy of the investment efficiency forecast.

Basic rules for ensuring the comparability of management decision options:

The number of alternative options must be at least three;

the most recent version of the decision should be made as a basic version of the decision. The rest of the alternatives are brought to the baseline using correction factors;

to reduce time, improve the quality of the solution and reduce costs, it is recommended to use more coding methods and modern technical means of information support for the decision-making process.

List of used literature

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2. Asaul A.N. The system of indicators of the stage-by-stage efficiency of development and management decision-making // -<Международный журнал прикладных и фундаментальных исследований. -2012. - №10. С.53-61. >

3. Baye M. Management economics and business strategy. M., 2007.

Baryshev VA Execution of managerial decisions in organizations (socially oriented aspect). // Teacher of the XXI century. - 2009-№ 3.- С.370-374.

5. Baryshev VA Some approaches to the development of effective management decisions. Materials of the interuniversity conference on the sociology and sociology of education .: Collection of scientific papers. - M .: Publishing house "Sputnik +" 2009.-P. 89-95.

Baryshev V.A. Optimization of managerial decision-making / Socio-humanitarian sciences: XXI century: Collection of scientific papers. Issue 1. M .: Publishing house "Sputnik +", 2009. - S. 17-22.8. -Cm. on page 171.

7. Bochkarev A., Kondratyev V. and other 7 notes of management ... Handbook of the head. Moscow CJSC "Journal Expert ", OOO "EKSMO Publishing House", 2009, 656 p.

8. Varfolomeev V.I., Vorobiev S.N. Making management decisions. M., 2008.- 288s.

9. Dobrenkov V.I., Zhabin A.P. , Afonin Yu.A. Human Resource Management: A Socio-Psychological Approach. Uch. allowance. - M., 2009 .-- 360p.

Zaitseva M.G., Varyukhina S.E. Optimization and decision making methods. -M., 2008.

Koval O.S. The system of indicators for determining the effectiveness of management decisions in business structures // New trends in the development of socio-economic processes in the business environment. Sat. scientific. articles of the teaching staff, graduate students and students / NovSU im. I. Wise. - Veliky Novgorod, 2010 .-- S. 203-205.

12. Koval O.S. Technology of the process of development and adoption of managerial decisions in entrepreneurial structures // Theory and practice of social development [Electronic resource]. 2012. No. 9. Access mode: http://teoria-practica.ru/-9-2012/economics/koval.pdf

O.S. Koval Classification and analysis of factors that determine the effectiveness of management decisions in entrepreneurial structures // Economic revival of Russia. -2012. -No. 3 (33). -S. 124-130.

O.S. Koval Methodological aspects of the development and adoption of managerial decisions in an unstable external environment // Economics and Management. -2012. -No.6 -C.56-61.

O.S. Koval Improving the process of developing and implementing a program to improve the efficiency of managerial decisions in business structures // International Journal of Applied and Fundamental Research. -2012. -No. 10. -C. 83-89.

Lafta J.K. Management decisions. Textbook - M .: Center for Economics and Marketing, 2007 - 304 p.

Litvak B.G. Development of a management solution: Textbook. M .: Publishing house: BUSINESS. - 2011 .-- 392 p.

Pavlenkov ME Development of management solution technology: Monograph. -Publishing house of the Volgo-Vyatka Academy of the state. service. N.-Novgorod, 2009.

Plunkett L., Hale G. Development and management decision making. M .: Economics , 2005.

Reiss M. Optimal complexity of management structures. // Problems of theory and practice of management.- 2008.-№5.

21. Smirnov E.A. Development of management decisions. Textbook for universities. - M .: UNITI-DANA, 2012 - 271 p.

22. Smirnov E.A. Development of management decisions. - M., 2010. - 271 p.

Spitsnadel V.N. Theory and Practice of Optimal Decisions), St. Petersburg, 2012.

Management is a science and art: A. Fayol, G. Emerson, F. Taylor, G. Ford, - M., 1992. - 376 p.

Teacher Yu.G. Development of management decisions. M .: UNITY. - 2007 .-- 383 p.

Saint Petersburg Institute of Management and Law

Faculty of International Management and Tourism

By discipline: Management decisions

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

Completed by the student:

Kononova Natalia Alexandrovna

Extramural

Checked by the teacher:

St. Petersburg

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

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

Determining the objectives of the enterprise ……………………………………. …… .4
Necessity and technique of decision making …………………… ... …… ..7

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

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

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

Conclusion ……………………………………………………………………… ..... 32

References ……………………………………………………………… 33

Introduction

Every day in our life we make decisions - big and small, related to business, personal and public affairs

A decision is the result of analysis, forecasting, optimization, economic justification and selection of an alternative from a variety of options to achieve a specific goal.

The development of solutions provides for the development of the control object and the choice of regulatory influences on it in order to achieve certain technical and economic indicators.

Development, adoption and implementation of management decisions.

Determining the goals of the enterprise.

The choice of a goal is one of the most crucial moments in the process of developing and making management decisions. In accordance with the chosen goal, the development strategy of the enterprise, tactics are formed, forecasts and action plans are developed, the results of decisions made and actions taken are evaluated.

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

"The goal is an ideal image of the desired, possible and necessary state of the controlled system."

"Target ... defines the desired state of the object."

"Goals are specific end states or desired outcomes that a group would like to achieve by working together."

Different definitions of the concept of goal could be continued. However, the above is already enough to highlight what is common in them and most adequately characterizes the goal.

The goal is the state of the object of management, which the enterprise seeks to achieve.

Indeed, the activities of the enterprise are aimed at achieving certain results that would change the state of the object of management.

This can be the creation of a new production, and the conquest of the sales market, and an increase in the profitability of an enterprise, and an increase in the bank's rating, etc.

Of course, the goals facing the enterprise, as a subject of management, largely determine the area of activity.

A federal institution has some goals, a car factory has others, a commercial bank has others, a supermarket has a fourth, a hospital has a fifth, and so on.

The formation of the system of goals of the manager is influenced, according to the fairly common terminology of modern psychology, and the games they play.

Naturally, the goals of the manager as a member of the enterprise to whom certain rights and responsibilities are delegated, certain tasks are set, certain opportunities are provided, and the goals of the manager as a person are not always completely identical.

However, the prioritization of goals depends, in turn, on the system of values and goals that the manager adheres to.

At the same time, the company assesses the effectiveness of the manager's performance of the tasks assigned to him and provides appropriate management impact.

Note that the choice of a goal, in particular a strategic one, is one of the most important management decisions made both by the enterprise as a whole and by an individual manager.

Goal definition includes:

Concentrated experience of enterprise management;

The dynamics of change in the area in which the activity is carried out;

Understanding of the main factors and mechanisms operating in it;

The value system of those who set these goals.

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

Only a correct understanding of the situation that is developing in the field of activity, a correctly set goal, correctly chosen ways and means of achieving it, correctly made and effectively implemented decisions lead to success.

The stage of defining the goals of the enterprise is preceded by the stages of defining the mission of the enterprise and the system of values that it adheres to.

The company's development strategy has a direct impact on the choice of goals. Their result is the determination of the priorities that / the company adheres to when developing goals that determine the desired state to which it strives. The priorities make it possible to identify the main directions of the company's activity, which it considers the most important and which it seeks to implement in the first place.

Prioritization is usually preceded by work, then the definition of a list of the most important areas of the enterprise. First, as a rule, a preliminary list of the most important areas of the enterprise's activities is formed.

The decisive role in their formation is played by the top management of the enterprise. Depending on the situation and internal organizational culture, employees, business partners, specially invited experts, potential consumers and other actors who can influence the development of its strategy or who are interested can also take part in the formation of the company's goals and, therefore, priorities. in the efficient operation and prosperity of the enterprise.

After determining the preliminary list of the most important areas of the enterprise's activities, it is recommended to conduct a collective examination, for participation in which persons are invited, on the one hand, who have the necessary professional knowledge and experience in the field of the proposed activity of the enterprise, and, on the other hand, those who directly created it and are interested in achieving it the expected results, including the achievement of certain economic results.

The priority areas of the enterprise are directly taken into account when developing the goals to achieve which the enterprise seeks. The nature of many human activities is such that it is based on competition.

Necessity and technique of decision making.

There is often debate about how to make decisions effectively - alone or collectively. It all depends on the evaluation criteria, which include, for example: the quality of the solution; the acceptability of the decision for its addressees; the possibility of implementing the adopted decision in the event of unexpected difficulties; satisfaction with the decision; delay in decision making; the duration of the decision; experience gained in the course of developing a solution; the adequacy of the decision-making process to generally accepted norms and values.

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

Why did one decision lead to the expected result and the other not? Perhaps, in the latter case, one of several mistakes was made in the process of its adoption, the most common of which are the following:

a so-called unilateral decision was made;

the decision was driven by emotion;

there was no systematic approach to decision-making;

when choosing options, preference was given to "familiar"

alternative;

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

when making a decision, they were guided by assumptions of latent desires and false premises, and not reliable information;

haste was admitted when making a decision;

the facts were misinterpreted;

the decision was made on impulse.

Such errors can be easily corrected if only the decision-making is approached systematically. In this case, it is better to give preference to simple rather than complex schemes (Fig. 1). If we are talking about solving a problem, then it is recommended to organize the decision-making process as follows.

Rice. 1. Decision tree

But the most important thing is the following: it is not the decision-making technique itself that is important, much more important is a systemic, goal-oriented approach, the correct consideration of factors, and not the choice of the easiest and most convenient one. It should never be forgotten that making a decision is also a responsibility.

Important qualities of decisions are: their scientific validity, clear focus and economic performance. Decisions will be justified only when, in their development, a sufficiently broad analysis of a specific production and social situation has been carried out. For this, when processing reliable information, various methods of analysis are applied using economic and mathematical methods.

Decisions must be timely, i.e. correspond to the prevailing situation at the time of their adoption.

A clear direction of decisions is ensured by their adoption within the rights of the respective leaders, while each decision must have an exact address, be understandable to the executors and not allow discrepancies.

The nature of the tasks being solved changes with an increase in the hierarchical level of organization of the management system. At the lower levels of management, tasks are rather tactical in nature. This is due to the fact that the lower levels of management are in the sphere of the object of management, they can receive detailed information on any deviations from the planned plan in a timely manner and quickly make appropriate decisions. The lower levels of management cannot solve long-term problems, since they have only short-term reserves of resources.

Stages adoption decisions
Abstract >> Economic theory
Control actions. Adoption decisions, realization, analysis the result... 1) Collective peer review. At acceptance important management decisions appropriate use ...
Improving the financial condition of the enterprise based on the system adoption managerial decisions in OJSC "MMK named after Ilyich"
Thesis >> Financial Sciences
AND REALIZATION MANAGEMENT SOLUTIONS 2.1 The main stages in the development of management decisions 2.2 Preparing to develop a management solutions 2.3 Development of management solutions 2.4 Adoption solutions, realization, analysis the result 3. ANALYSIS ...
Development process and adoption managerial decisions
Coursework >> Management
... . Adoption solutions, realization, analysis the result... In the third block of development stages and implementation managerial solutions included: collective peer review; Adoption

By studying this chapter, you will be able to:

discuss the classification features of management decisions, the requirements for them, methods and algorithms for development and adoption;
describe and explain the process of analyzing the relationship "costs - volume of production - profit";
to formulate the concept of analysis and decision-making in the field of pricing;
understand the use of pricing methods;
present and explain the process of analyzing and making long-term investment decisions.

ANALYSIS AND MAKING OF SHORT-TERM MANAGEMENT DECISIONS

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

Under management decision making one should understand the totality of the selected actions aimed at the most effective solution of the task under the given conditions, taking into account the external and internal factors of the economic environment.

The main indicator of the effectiveness of the decision made is optimality factor, which is characterized by such qualitative or quantitative indicators as profit, the amount of labor, time and other resources required to achieve the goal.

Management decisions are classified according to the following criteria:

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 assigned tasks:

single-purpose;
multipurpose;

by the size of the controlled object:

general;
local;

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

decisions made in conditions of certainty;
decisions made under conditions of partial certainty;
decisions made in conditions of uncertainty;
decisions made in the face of risk;
decisions taken in a conflict.

In addition, a number of requirements are imposed on the decisions made, which they must fully comply with: be effective, timely, imply the rational use of the enterprise's resources, have an economic justification, and be realistically feasible.

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

identifying the range of problems that need to be solved;
setting goals and objectives to be achieved within the framework of solving the identified problem;
choice of a decision-making method in a specific economic situation and criteria for the effectiveness of the results obtained;
development of complexes of measures to achieve the set goals;
assessment by the selected criterion of complexes of measures aimed at achieving the goal, and the choice of the optimal one. The implementation of this algorithm can be represented as

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

When making decisions, the following conditions must be observed: the goal must be measured quantitatively and allow minimizing or maximizing some indicator of economic activity; consideration of possible events that can speed up or slow down the achievement of the goal; an indication of the probability 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.

Rice. 4.

The process of making a managerial decision is based on predictive information about the future development of various events and factors based on the use of a set of models - descriptive, analytical, simulation (Fig. 5).

Descriptive models are used to identify and identify problem situations and tasks to be solved, and analytical and simulation models are used in the analysis of cause-and-effect relationships ("if ... then ..."), alternative solutions to the problem, the expected values of various options for action , comparing these options under given conditions in order to make decisions.

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

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

Cm.: Sokolov Ya.V. Accounting: from the beginnings to the present day. - M .: Audit: UNITI, 1996.

choice of a solution from an infinite number of alternatives;
choice of a solution from a limited number of alternatives;
b) multivalued expectations (decisions under conditions of uncertainty).

Rice. 5. Using different models in the decision-making process 1

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

In this case, calculations are made in the following sequence:

problem formulation;
development and description of alternatives;
identification of impacts.

There are a number of methods that should be used in the development and adoption of management decisions:

traditional methods- are used in conditions of certainty for the development and solution of typical situations. The basis for their application is special economic calculations, a transparent market situation. These methods are quite common, their main advantage is testing

tanneness and ease of use, and some disadvantages appear as the complexity of production processes;

economic and mathematical methods- are based on a combination of economic and mathematical methods to achieve the set goals. These are economic and statistical methods, optimization methods, methods of economic cybernetics and econometrics. They are very effective in solving problems in the field of automated production control systems. The main disadvantage of these methods is the complexity of their application in other areas, where many qualitative characteristics, such as social, psychological, organizational, political, cannot be expressed in quantitative parameters, which greatly narrows the scope of their application;
systematic methods- can be based on experience, logic, use of different methods of assessment, or brainstorming. These include heuristic methods, peer review methods, brainstorming, statistical methods, the Delphi method, etc. These methods are highly effective in conditions of uncertainty and are based on the intellectual abilities of a person in combination with the use of computers;
system-targeted methods- should be used when solving interrelated tasks. These include:

systems analysis methods:

- system decomposition, i.e. dividing the system into elements, highlighting the relationships between them and assessing each according to the degree of influence on the achievement of the final goal;
- system diagnostics, i.e. study of each fragment of the system and the system itself as a whole to identify the most sensitive areas to the impact;

program-targeted methods- are based on the fundamental meaning of the goal; based on this, an algorithm is drawn up to achieve it. As a rule, this algorithm is presented in the form of a tree of goals with the allocation of the main goal and goals of the lowest order, as well as the stages of their achievement.

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

The alternative decision-making is based on the determination of the system of indicators for each option and the adoption on this basis of a decision with the choice of the optimal option in relation to changes in the effectiveness and efficiency of the enterprise.

An alternative solution principle is based on the use of the decision tree mechanism:

possible alternatives with access to the corresponding indicators;
the likely consequences of each alternative;
the level of likelihood of consequences.

The informational value of the decision tree method is significant, since it gives the management of the enterprise the following opportunities:

more accessible graphical representation of the problems being solved;
presentation of individual solutions in their relationship;

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