1. Classification management decisions

To characterize the presented classifications of management decisions:

On the basis of acceptance: intuitive, based on judgment, rational;

According to the degree of impact on the object: operational, tactical and strategic;

In order of adoption: individual, collective and collegiate;

According to the criterion of novelty: routine, selective, adaptive and innovative;

According to the degree of regulation: directive, orienting and recommending;

By the style of decision-making - by the ratio of efforts at the stage of developing alternatives and their choice: inert, cautious, balanced, risky, impulsive.

Present and characterize three more approaches to the classification of management decisions (10 classifications in total).

Give examples of each listed classification of management decisions.

The classification of managerial decisions according to the degree of impact on the object is shown in fig. 1.1.

Rice. 1.1 - Classification of management decisions on the basis of adoption

Intuitive Solutionsis a choice made only on the basis of the feeling that it is correct. In a complex organizational situation, thousands of choices are possible. For a leader who relies solely on intuition, statistically speaking, the chances of right choice without any logic application are low.

Example:

When making a purely intuitive decision, people are based on their own feeling that their choice is correct. Here there is a "sixth sense", a kind of insight, visited, as a rule, by representatives of the highest echelon of power. Middle managers rely more on the information they receive and the help of computers. Despite the fact that intuition sharpens along with the acquisition of experience, the continuation of which is precisely a high position, a manager who focuses only on it becomes a hostage to chance, and from a statistical point of view, his chances of making the right choice are not very high.

Judgment Based Decisionsis a choice based on knowledge or experience. A person uses knowledge of what has happened in similar situations before to predict the outcome of alternative choices in the current situation. However, we note that a manager who is overly committed to judgment and accumulated experience may consciously and unconsciously avoid interacting with new technologies and developments, which leads to irrational decisions.

Example:

The decision to give the competent secretary the right to answer all routine correspondence without external control. The manager's decision on where to build a warehouse for finished products.

Rational Decisionis a decision that is based on an analytical process and is often independent of prior experience.

Stages of making a rational decision: diagnosis of the problem, formulation of constraints and criteria for decision-making, identification of alternatives, analysis and evaluation of alternatives, final choice of an alternative, implementation of the solution, feedback, evaluation of results.

Example:

Choosing (purchasing) a car. The choice of the market for the sale of goods on the basis of the marketing research.

The classification of managerial decisions according to the degree of impact on the object is shown in fig. 1.2.

Rice. 1.2 - Classification of management decisions according to the degree of impact on the object

Strategic Management Decisions- these are decisions that are made at the highest level of management for the long-term development of the organization. These solutions are followed by the development of: strategic plan, production program organizations. Strategic decisions involve fundamental restructuring in the organization: changing the direction of financial flows to product groups or target segments, transforming the structure, entering new regional markets, expansion or contraction of activities, change assortment policy. Strategic management decisions are made at the level of directors, vice presidents of the company, deputy. directors, heads of production departments and workshops. In a small business, the entire responsibility for making strategic decisions concentrated in the hands of the leader and his team.

Strategic - these are directive acts that direct, organize and motivate the collective actions of people to achieve strategic goals. Strategic planning includes:

policy development in various areas that determine the life of the organization;

development of programs and projects, forecasting and determination of socio-economic development.

Strategic management decisions are designed to ensure that the organization fulfills its mission and, due to this, its survival in a highly competitive environment.

Example:

The car manufacturing plant decides whether to produce any spare parts for the cars themselves or find a supplier to purchase them from.

Operational management decisionsplay a corrective role during production activities enterprises, solving sudden problems that brook no delay.

Operational management decisions are made on a daily basis based on the conditions of production activities, resource provision, market demand, prices, social requests, events of the political, economic, social, environmental environment. Feature: operational decisions are sensitive to the emerging unforeseen situation, in this regard, they are called situational.

The subject of operational decisions: organizational measures, urgent orders, replenishment of emerging losses, losses, replenishment of missing material, labor, financial resources, adjustment of planned, program activities, obtaining current benefits.

Programmed decisions have the greatest weight in the totality of operational management decisions, since operational decisions are fleeting, urgent in nature, require the fastest possible execution and immediate response to the situation.

Example:

Repairing a broken machine in the workshop. Fixing a computer in the office. Software installation.

Tactical Management Decisions, as a rule, are focused on the short and medium term and problems of an industrial and technical nature.

Tactical management decisions are associated with medium-term problems, the development of a line of action for a relatively short period of time in accordance with the current situation in production and markets. Tactical decisions are a way of concretizing the strategy, translating it into specific measures to be implemented within a certain planning, program period.

Orientation of tactical management decisions: as a rule, such decisions are aimed at achieving intermediate goals, solving problems that contribute to the promotion and general goals.

Example:

Decisions of the company (manager) on the conditions under which the enterprise will agree on the supply of the necessary equipment (software).

Operational and tactical decisions are related to the implementation of current goals and objectives. In terms of time, they are calculated for a period not exceeding a month.

The classification of managerial decisions according to the order of adoption is shown in fig. 1.3.

Rice. 1.3 - Classification of management decisions in order of adoption

Collegial decisionis a decision made by a group of managers and specialists.

As a rule, decisions are made by the head of the organization in agreement with the leading top managers and specialists, collectively. This is what happens in most companies. The head delegates parallel powers or uses the method of mandatory approval, which is written in the administrative documents: as “agreed”. With mandatory approvals, the responsibility for making significant decisions is partially assigned to the managers who assume such powers. Parallel powers increase the responsibility and rights of managers, and the decision becomes collective. For example, many companies use parallel powers to control financial expenditures, and large purchases require two or three executive signatures.

Collegiate decisions are usually made at business meetings and during the work of commissions by leading managers and specialists. At such meetings, there is already a known balance of power, which significantly affects the result of management, the decision.

Example:

The head attracted an external law firm for advice on any legal matters.

Collective (democratic) decisionsare the decisions made by the majority of the employees of the organization, jointly by the labor collective or small group. Unlike collegial decisions, democratic decisions are a vivid expression of the will of the majority of members of the labor collective, small or large. Such decisions are made in the course of secret voting, using methods of expert assessments, for example, nominal group technique, Japanese techniques"rings". The use of such methods is possible with a high level of staff motivation, the use of a democratic leadership style, the development and transparency of the corporate culture.

Collective decisions are also made when significant problems and issues affecting all personnel are raised.

Example:

Election of a manager by competition, introduction of a new wage system, etc.

Individual management solutionsThese are decisions that are made by the leader alone. In small business organizations, a small number of management levels, a high degree of risk of losing competitive status. Such an organization is led by an entrepreneur who bears full responsibility for its further functioning in unstable market conditions. The entrepreneur is afraid to delegate authority for financial and other significant issues his subordinates and makes decisions unilaterally. The positive aspect of an individual solution is its creative, extraordinary character.

The shortcomings of individual decisions become apparent when they acquire an authoritarian character. The head usurps power, single-handedly manages resources, determines the personnel policy of the organization and puts pressure on subordinates. Decisions made by the leader alone allow the organization to remain in the market for some time and be successful. However, in the future, the leadership style used by the leader slows down the development of the organization. The leader must be able to maneuver and be flexible, use the art of delegating decision-making authority to other people in the organization.

Example:

The manager decided to prepare presentation material for the meeting on his own, without resorting to the help or cooperation of employees (employees).

The classification of managerial decisions according to the criterion of novelty is shown in fig. 1.4.

Rice. 1.4 - Classification of management decisions according to the criterion of novelty

routine decisionsare accepted in accordance with the existing program, the manager must identify the situation and take responsibility for initiating certain actions. Difficulties here can arise if the manager is incompetent, misinterprets the available instructions for a particular situation, acts illogically or shows indecision. A leader who perceives the situation correctly, draws the right conclusions, acts reasonably and controls the consequences, achieves what is expected of him. At this level, no creativity is required, as all procedures are predetermined.

Example:

Where to put the computer on the desktop.

At selective decisionsa certain amount of initiative and freedom of action is required, but within certain limits. Selective decisions suggest that the leader evaluates the merits of a whole range of possible solutions and tries to choose those actions that are best suited to a given problem, are the most effective, economical.

Effectiveness depends on the manager's ability to choose the most likely course of action and whether it will be acceptable, economical and effective.

Example:

The choice (rather than the development of a new one) of the system of motivation and incentives for personnel.

Adaptive Solutionscause difficulties, since here the leader is looking for a new solution to a known problem, he must be able to abandon the usual, but already outdated approach to the problem and develop a creative solution. The leader's success depends on his personal initiative and ability to make a breakthrough into the unknown. Such decisions provide an answer that could have existed before, but in a different form. The leader is looking for a new solution to a known problem.

Example:

Innovative Solutionsthe most complex, the manager needs to find ways to understand completely unexpected problems, and solving such problems requires new ideas and methods, the ability to think in a new way, the ability to creatively solve the problem by discussing and using the creative ideas of other specialists.

The leader must be able to understand completely unexpected problems, the solution of which requires the manager to develop in himself thinking in relation to changing conditions. It is possible that in order to solve today's complex problems, it may be necessary to create a new branch of science or technology.

Development of a new (innovative) approach to organizing and conducting conference calls, for example, via IP-telephony or Skype (Skype).

Classification of management decisions according to the content in fig. 1.5.

Rice. 1.5 - Classification of management decisions by content

Decisions that have quantitative characteristics, are taken on the basis of mathematical and statistical methods. The assessment of quality and efficiency in this case is simplified, since the achieved level is compared with the planned one.

Example:

Decreased defectiveness of finished products by 5%.

Decisions that do not have quantitative characteristics, are subjective in nature, since they are determined by the personality of the subject who receives them. The assessment of their quality is complex and rather controversial, since it is also subjective.

Example:

Carrying out the procedure of rotation (rearrangement) of personnel of the enterprise

The classification of managerial decisions according to the degree of regulation is shown in fig. 1.6.

Rice. 1.6 - Classification of management decisions according to the degree of regulation

Directive decisionsmust be fulfilled and do not imply any initiative. They establish a clear relationship between certain parameters and specific solutions.

Example:

Making a decision on the introduction of information and communication technologies in the field of municipal government will be directive for those responsible for its implementation.

Orienting decisionsdetermine the possible options for the activities of employees when certain conditions occur.

Example:

The decision will be orienting for archive workers, as it informs them that soon the work of many of them will not be in demand. At the same time, it provides for the training of specialists to work with the municipal information system.

Example:

The same solution for different categories performers can be directive, orienting and recommending.

The classification of managerial decisions according to the style of decision-making is shown in fig. 1.7.

Rice. 1.7 - Classification of management decisions by decision-making style

The nature of the development and implementation of managerial decisions strongly depends on the personal characteristics of a person.

Balanced Decisionsare accepted by managers who are attentive and critical of their actions, put forward hypotheses and their testing. Usually, before starting to make a decision, they have formulated the initial idea.

Example:

Despite the complaints of some members of the team against their immediate supervisor, the director does not apply sanctions to him, since the complaints turned out to be rumors spread on purpose.

impulsive decisionsare accepted by leaders who easily generate a wide variety of ideas in unlimited quantities, but are not able to properly test, refine and evaluate them. Decisions therefore turn out to be insufficiently substantiated and reliable;

Example:

The dismissal of a leader against whom there are unverified complaints from his subordinates.

Inert solutions- the result of a careful search. They are dominated by control and clarifying actions over the generation of ideas, so it is difficult to detect originality, brilliance, and innovation in such decisions. They weakly activate the staff for their implementation.

Example:

Conducting an internal audit

risky decisionsare taken without careful justification of actions by a leader who is confident in his abilities. Typically, such leaders have good rears in the form of constantly supporting their superiors or subordinates. They may not be afraid of any danger.

Example:

Cautious Decisionsare characterized by the thoroughness of the manager's assessment of all options, a supercritical approach to business, and a large number of approvals. Such managerial decisions are effective in solving problems related to human life and its environment.

Example:

The decision to increase the travel expenses of the company's lawyer after conducting all kinds of comprehensive analysis of his presence and absence at preliminary hearings on various lawsuits and the consequences of these trips.

The classification of management decisions according to the content of the management process is shown in fig. 1.8.

Rice. 1.8 - Classification of management decisions according to the content of the management process

Economic Solutionsconnected with the economic system, necessary for growth economic efficiency activities of the organization, profitability, payback and liquidity of assets. How best to manage resources, make the enterprise profitable, increase profits - these and other questions will face the manager who makes economic decisions.

Economic management decisions are manifested in the fact that the development and implementation of any management decision requires financial, material and other costs. Therefore, every management decision has a real value.

The implementation of an effective management decision should bring direct or indirect income to the company, and an erroneous decision or a decision misunderstood by subordinates leads to losses, and sometimes to the termination of the company's activities.

Example:

If the manager decides to fire a negligent employee, then the latter may suffer greatly, and if you do not fire or take other measures of influence, then the entire organization may suffer.

Social Solutions- These are decisions affecting the social structure of the organization, personnel, corporate culture, climate and common values. Social decisions can be related to the optimization of the work of personnel, improvement of the system of motivation and social support for employees, the image of the organization in society, the implementation of the mission.

Example:

Raising wages, introducing environmentally friendly equipment, improving sanitary conditions, strengthening safety requirements, resolving conflicts.

Organizational decisions- these are decisions related to management methods, ways to achieve goals. Such decisions are an integral part of the management process.

The essence lies in the fact that the personnel of the company is involved in this work. For effective work it is necessary to form a workable team, develop instructions and 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, constantly coordinate their work.

Example:

Organize employees to complete the task, redistribute functions and powers, conduct general meeting.

Technical solutions- these are operational decisions that are necessary to ensure labor, production processes, supplies necessary resources, materials, information.

Example:

Install the software in the department, replace the broken machine, pay travel expenses, direct the worker to an important production area.

The classification of managerial decisions according to the method of fixing the managerial process is shown in fig. 1.9.

Rice. 1.9 - Classification of management decisions according to the method of fixing the management process

Management decisions can be expressed in terms of writingas administrative documents in the form of orders and instructions. Managers provide written decisions for legal examination and further for execution.

Example:

Application for hiring a new employee

In emergencies, the oral form is used. The disadvantage of this method is that the performers sometimes distort the content, and not always consciously, and interpret the solution in their own way.

Verbal management decisionsalso have legal force, and they can be challenged in court if there are at least two people who have heard these decisions.

Oral management decisions occur in the process of meetings, meetings and business conversations. Gatherings and meetings are collective events (public or with the involvement of a wide range of participants); conversations are conducted mostly individually or with a small number of people gathered.

Example:

Oral order to establish the working hours on the day off

Electronic Solutionsinvolves fixing decisions on electronic media. This method allows you to use all the possibilities of information and communication technologies. After the adoption of Federal Law No. 149-FZ of July 27, 2006 "On Information, Information Technologies and Information Protection", the electronic way fixing solutions.

Example:

Giving by a leader to a subordinate through Email documentation for negotiations

In the practice of enterprises from the position legal registration management decisions the most common are written management decisions.

The classification of managerial decisions according to the method of information processing is shown in fig. 1.10.

Rice. 1.9 - Classification of management decisions according to the method of information processing

Algorithmic solutionsinvolve a strict formalization of the execution of procedures and operations based on rules, algorithms, formulas, statistical data.

Example:

The calculation of the economic efficiency of new production should be carried out according to the developed algorithms.

But in management, not everything can be quantified. Something is valued qualitatively. You can process and evaluate information based on intuition, generalizations, ideas, experience, associations. Through conversation, discussion, asking leading questions, you can get new information from the client, partner. Such solutions are called heuristic.

Example:

Obtaining information from the partner about discounts received for office paper from the same stationery supplier.

2. Target and processor technologies

managerial business processor

Target Technologies

Provide examples of the application of each of the target technologies both in business and in the field of educational and extracurricular activities at the university. Provide at least two examples for each area.

Processor technologies

Provide at least two examples of each of the processor technologies.

Target Technologies

Target technologies are technologies based on the priority of goals over situations. Target technologies orient decisions towards achieving the goal, rather than eliminating disturbing influences.

The classification of target technologies is shown in fig. 2.1.

Regulatory technologyconsists in issuing tasks (goals, tasks) for the execution, indicating the means and their possible limitations, recommended methods and the approximate time for their implementation. The technology provides for a strict control of the process of approaching the target.

The professionalism of the assignment is determined by the qualifications of the manager who issued the assignment and the performer. It implies strict control over the positive dynamics of the process of completing the task.

Regulatory technology can lead to two main outcomes:

achieving tangible positive results from the very process of achieving the goal;

the absence of significant positive results within an acceptable time (marking time).

Regulatory technology provides for the development by the head of the ultimate goal of management and strategies with the possible limitation of various resources (material, human, financial, etc.). In this case, the goal will certainly be achieved, but within a timeframe that is difficult to determine in advance. Achieving the goal is guaranteed only with strict internal or external control over the progress of the process of implementing the goals.

the time to complete the goal or its constituent tasks should not be precisely set (the process of achieving the goal itself is important);

a significant and unpredictable limitation of resources (financial, technological, raw materials, etc.) is possible;

innovative and long-term nature of developments;

Estimated time to achieve the goal - more than 1 year.

This technology is based on statistical methods, the theory of fuzzy sets, the theory of developing solutions under conditions of uncertainty. The authorship of the program and the results obtained belongs to the leader and the performer.

Example:

Book writing. Preparation and writing of student work (thesis project, course work and etc.).

Drawing up a business plan.

Initiative-targeted technologyis based on the issuance of tasks without specifying the means and methods for their implementation and is designed for an enterprising and professional performer.

The initiative-target technology provides for the development by the manager of only the final goal of the task for the employee or department, as well as the deadline without specifying the mechanism for achieving it. At the same time, the goal may not be achieved for any reason, it may be achieved on time or earlier, or it may be achieved outside the established period.

Initiative-target technology gives a lot of room for initiative decisions of subordinates.

Basic conditions for using this technology:

the staff of the organization or its subdivision is not more than 10 people;

the time for completing the assignment should not exceed one month from the date of its issuance;

high professionalism of the staff or great confidence in him on the part of the head;

production of new goods, services, information or knowledge;

the presence of stable informal relationships in the team.

The professionalism of the assignment is determined by the qualifications of the performer of the assignment, and the qualifications of the leader plays a secondary role. Technology does not guarantee the achievement of the goal.

Example:

In the process of fulfilling the task assigned by the manager to the employee, the specialist quit, resulting in a significant decrease in the necessary resources.

For decreasing occupational diseases the company's management decided to purchase a technology that does not use asbestos as fillers for building blocks, while the construction of a new technological building was decided to "freeze".

Program-targeted technologymost commonly used in organizations. It consists in the issuance of tasks (goals, tasks) for the execution, indicating the means, methods and time for their implementation, there are indications of external or internal control intermediate states of this execution.

The professionalism of the assignment is determined by the qualifications of the leader who issued the assignment, and the qualifications of the performer plays a secondary role. Program-target technology usually guarantees the achievement of the goal.

The application of program-targeted technology can lead to three main results:

achievement of the goal within the specified period with acceptable deviations from the specified intermediate values;

achievement of the goal within the specified period with significant deviations from the specified intermediate values;

sustainable failure to achieve the goal in a given time frame.

This technology provides for the development by the manager of management goals, means and methods for their implementation, as well as the timing and states of intermediate process values. If any specified intermediate value is not achieved, then additional resources are allocated for its implementation, if the specified intermediate value exceeds the planned one, then part of the resources is transferred to other needs and the goal will be achieved within the stipulated time.

Program-targeted technology is based on modern knowledge, economic and mathematical methods and information technologies.

The main conditions for the use of this technology:

certainty and availability of management and production resources;

a pronounced separation of management and production;

a large volume of standard procedures, situations and decisions.

Example:

When developing a political platform for any political organization in which its leader is the ideologist and conductor of a set of measures. In this case, the qualification of the performer plays a secondary role, and the professionalism of the assignment is determined by the qualifications of the leader who issued the assignment.

Development and implementation, for example, of the Federal target program"State border of the Russian Federation"

Processor technologies

For successful implementation, each target technology for the development of management decisions has its own set of processor technologies, which represent the mechanism for implementing the target technologies.

The processor includes six control technologies (see Figure 2.2).

Rice. 2.1 - Classification of target technologies

Results Based Technologyis based on the priority of final results over planning and forecasting. The main function implemented by managers is the coordination (adjustment) of actions and decisions depending on the result obtained.

This technology is well implemented for medium and small organizations or departments in which:

the time between decision-making and the result of their implementation is minimal (hours, several days);

there are no insurmountable difficulties in the rapid acquisition of the required resources or the return of unclaimed ones;

the professionalism of the head of the organization or the project manager is high enough;

the nature of production is predominantly mechanized.

The basis of this technology is a business plan and developments for making managerial decisions in the face of possible uncertainties. It is known that the most necessary factors for the development of an effective management decision are either unknown or cannot be precisely determined.

This technology is the cheapest among other technologies, as it does not require development costs. detailed plans and calculation of funds for the implementation of decisions.

Example:

1. decision and writing independent work on the exam.

Planning a report on the annual volume of sales of products (services).

Management technology based on needs and interestsis based on the priority of interpersonal relations over other means and methods for the formation of interaction between employees involved in the implementation of the goal.

Interaction between a leader and a subordinate in the implementation of this technology can only occur if the impact affects the needs and interests of both the leader and the subordinate. All other variants of influences lead to counteraction of the subordinate.

This technology is effectively implemented in large and medium-sized organizations in small regions (cities, towns, etc.), where the organization's activities significantly affect the municipal infrastructure.

The number of personnel involved in this technology is not limited. The main function implemented by managers is planning and organizing interaction between participants in the labor process, a positive result is guaranteed.

Example:

Creation of an enterprise in cities and towns with a developed textile industry, where one large organization gives life to a number of smaller service enterprises.

Opening of a new city library in a place where public transport does not pass

Management technology through constant checks and indicationsis based on the priority of control and strict personnel management over other means and methods for the formation of interaction between employees involved in the implementation of the goal. Control and strict management are justified by the fact that in this case a person better realizes his needs for self-expression, self-manifestation, stability and order.

This technology is effectively implemented in small organizations in which the authority and professionalism of the leader is beyond doubt, especially in new knowledge-intensive organizations, educational institutions or in enterprises where management consultants work on a contract basis.

Example:

1. Testing, attestation, examination, knowledge testing by the teacher of students.

Choreography for the play. In this case, the leader of the group (choreographer) is the authority that regulates and controls every movement of the dancer (actor).

Control technology in exceptional casesbased on the priority of the professionalism of the performers or a proven and well-performed production technology over other means and methods for the successful completion of assigned or selected tasks.

This technology is effectively implemented in small organizations operating either on a strictly regulated technology, or in organizations with a trust (functional) management structure.

In this structure, the manager exercises a linear influence on all areas of the production process in administrative functions, and in economic, technological and other functions provides subordinates and colleagues with the required assistance. The leader is in a situation: equal among equals. The contractor can also transfer part of his work to a lower level and act in relation to him as a line manager and as an adviser.

Example:

1. Fulfillment by the accountant of the order of the chief accountant for the preparation and submission of reports to the director of the enterprise.

Instructing the teacher to the student to public lesson.

Control technology based on "artificial intelligence"is based on the priority of proven practice, statistics and modern economic and mathematical methods implemented in the form of knowledge bases or databases using modern information computer technologies.

This technology is especially effective for any organization with a large volume of typical complex procedures.

Example:

Filtering e-mail using a computer. In this case, the most important letters are first submitted to the head of the enterprise for consideration.

Maintaining journals of student progress in universities.

Management technology based on personnel activationis based on the priority of incentives and rewards for the employee over other means and methods for the successful completion of assigned or selected tasks. It is effective in predominantly manual production, when labor productivity and product quality are mainly determined by the mood, psychology and health of the worker, as well as the socio-psychological climate in the team. The number of employees is unlimited. The technology requires a monitoring system for the effect of incentives and rewards on the activities of each employee or team.

This technology affects the satisfaction of the needs and interests of employees not directly from the manager, as in the management technology based on needs and interests, but through the decisions of the employee himself. Technology requires a high level vocational training personnel specialists.

Example:

Stimulating an employee by issuing him a responsible task or paying remuneration in cash and (or) commodity forms.

Writing essays, self-study of educational literature as a student's motivation to receive automatic final grades for the semester (year).

List of used literature

1.Abryutina M.S., Grachev A.V. Analysis of the financial and economic activity of the enterprise. - M.: Publishing house "Business and Service", 2010. - 256 p.

2.Baldin K.V., Vorobyov S.N., Utkin V.B. Management decisions: Textbook. - M.: Dashkov i K, 2007. - 496 p.

.Batrik R. Technique for making effective management decisions: Textbook. - 2nd ed. - St. Petersburg: Peter, 2010. - 416 p.

.Vertakova Yu.V., Koz'eva I.A., Kuzbozhev E.N. Management decisions: Tutorial. - M.: KnoRus, 2009. - 352 p.

.Vertakova Yu.V. Management decisions: development and choice: Textbook. - M.: KNORUS, 2010. - 422 p.

.Garkusha N.M. Models and methods of decision-making in analysis and audit: Textbook / Ed. N.M. Garkushi, O.V. Tsukanova, O.O. Goroshskaya. - 2nd ed. - K.: Knowledge, 2012. - 591 p.

.Golubkov E.P. Management decision-making technology: Textbook. - M.: Delo, 2010. - 544 p.

.Zlobina N.V. Management decisions: Textbook. - Tambov: TSTU, 2007. - 80 p.

.Kokoreva T.A. System analysis of decision-making procedures. - M.: Timber industry, 2009. - 290 p.

.Litvak B.G. Development of a management decision: Proc. - 3rd ed. - M.: Delo, 2011. - 288 p.

.Litvak B.G. Development of a management solution. - 4th ed., Rev. - M.: Delo, 2012. - 392 p.

.Mashchenko V.E. Systemic corporate governance: Tutorial. - M.: Sirin, 2013. - 251 p.

.Raizberg B.A., Lozovsky L.Sh., Starodubtseva E.B. Modern economic dictionary. - 5th ed., revised. and additional - M.: INFRA-M, 2007. - 495 p.

.Smirnov E.A. Development of management decisions: Textbook. - 2nd ed., add. - M.: 2012. - 271 p.

.Smorchkov A.V. Development of management decisions: Textbook. - Part 2. - Bryansk: BSTU, 2011. - 44 p.

.Travin V. Preparation and implementation of management decisions: Textbook. - M.: Delo, 2008. - 80 p.

.Fatkhutdinov R.A. Management decisions: Textbook. - 5th ed. - M.: INFRA-M, 2008. - 314 p.

.Shemetov P.V., Radionov V.V., Cherednikova L.E., Petukhova S.V. Management decisions: Textbook. - 2nd ed., add. and dorab. - M.: Omega-L, 2012. - 400 p.

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ANSWERS TO TEST QUESTIONS

1 option

Question 1. What do you understand by management decision

Answer. A managerial decision is understood as the choice of an alternative from a set of options for action. The rationale for this answer is as follows. Management decision, on the one hand, is the final stage of the management process aimed at finding and implementing the most effective solutions for the functioning and development of the organization, which is always accompanied by the development of alternative options for functioning and development. Depending on the specific goals, situations and problems of functioning and development, the process of developing ways (solutions) can be carried out different ways. The typology of the management process (for example, a situational process that provides multiple clarification of the situation) can influence the nature and timing of the process of developing and choosing alternative solutions, but the management decision is also associated with the final choice of one of the alternatives. On the other hand, a managerial decision, as the choice of an alternative, is accompanied by a procedure for its adoption (there are also various ways of making it - groups, decision makers, etc.), which includes the distribution of work among employees of the organization, the adoption of an action plan, the formulation of a task and organizational - practical work to achieve the set goals. Thus, the management decision as the choice of an alternative determines all practical activities for the functioning and development of the organization.

Question 2. Why there are different approaches to the definition of the concept of "management decision"

Answer. Different approaches to the definition of the concept of "management decision" are associated with differences in the system of views and concepts of management, which were formed evolutionarily under the influence of a change in the management environment, the development of science, technology, production technology and management. So, at the beginning of the last century, the production paradigm was used as the basis of management, so management decisions depended on its results, on providing it with resources and using them to reduce production costs and increase profits. The transition to a new management paradigm and the wide possibilities of a person (in accordance with the scientific recommendations of behaviorism) have expanded the range of management decisions and methods for their development, adoption and implementation.

Question 3. What are the stages of the management process that make up the necessary sequence of stages in the development of management decisions

Answer. The sequence of stages "goal - situation - problem - solution" reflects each of the various processes of developing managerial decisions. A management decision can be developed to achieve a set, accepted or adjusted goal (strategic, tactical, operational). Often, the goal-setting stage requires repeated passage of this sequence of stages (the goal must be specific, measurable, controllable) and identified with the process of developing a managerial decision. The passage of this sequence of stages reduces the role of negative manifestations of the properties of management processes (the properties of discreteness and inertia can lead away from the goal).

Question 4. What factors influence the typology of the development of management decisions?

Answer. Wednesday plays big role in the formation of types of development of management decisions. Certain Changes external environment influence the choice of priorities in management tools, the role of managers, the types of motivation and form the type of management that is adequate to its changes. Thus, the transition to market relations has activated economic priorities, decentralized management, highly centralized management, anti-crisis management. The typology of management adopted in the organization also creates an appropriate typology for the development of management decisions. For example, when decentralized management the development of managerial decisions is based on the principles of delegation of authority, and in anti-crisis - on the depth and degree of development of the crisis. The existing typology of the development of management decisions changes mainly under the influence of the internal environment.

Question 5. How are management processes and the development of management decisions related?

Answer. The processes of management and development of management decisions are interdependent, constitute a unity and form the dynamics of management. Interdependence defines all organizational, functional and interfunctional communications of the organization. In the process of management, a wide variety of processes for developing management decisions are used. So, in the development of strategic decisions, only individual units of the highest level of management of the organization can participate; when developing tactical decisions - units producing a separate product (process control); in the development of operational decisions - a separate division of the organization.

Question 6. what does the management decision depend on in the process of managing an organization

Answer. The effectiveness of management largely depends on the accepted sequence of stages and procedures of the management process. Studies of the regularities and properties of management processes (objective existence of time gaps and discreteness, inertia and oscillatory nature of the stages and procedures of management processes) show that the use of the necessary sequence of stages and procedures of the management process increases the effectiveness of the management decision.

Question 7. Mark the most significant links between the development of management decisions and types of management.

Answer. The type of management generates a sequence of stages in the development of management decisions and plays a significant role in the formation of its processes. The sequence itself is diverse and depends on the type of management decisions. The creation of such diversity is ensured by the purpose and organizational structure of management, the ability of the manager to generate ideas and options for management decisions, changes in the external and internal environment in which the management process is carried out. These features may not have a significant impact on the type of management (for example, when developing management decisions on the restructuring of debt obligations in the context of the application of the Federal Law "On Bankruptcy and Financial Recovery of an Enterprise").

Question 8. What role do management functions play in the development of management decisions

corporate organizational managerial leadership

Answer. The essence and variety of management functions have importance in the development of management decisions. General management functions give rise to a typology of management decisions (planned and organizational decisions, decisions on motivation and control over the implementation of management decisions). Special and specific functions create the information field of a management decision (decisions of marketing and sales departments) or the conditions for developing a management decision (planning departments systematize, generalize and use information to develop options for planning decisions). In general, the functions reflect the content of decisions and correspond to the necessary diversity of management decisions. The process of developing and making managerial decisions is formed not only by the functions of management, but also by the powers that determine the degree of participation in this process of the heads of departments.

Question 9. What is the relationship between management functions and management decisions

Answer. The most significant relationships between management functions and management decisions are determined in accordance with the classification of decisions by content management activities. For example, the unit that performs the functions of planning - the strategic planning department - develops options for plans, but the choice of the best option, which constitutes a strategic decision, is the prerogative of top management. In the case when the plan developed by the strategic planning department is related to the tasks of reducing the cost of production, production units that perform the functions of manufacturing products are included in the process of developing options, because they more accurately determine the boundaries of cost reduction. There are also such relationships between management levels (which are determined by the corresponding management functions).

Question 10. What role does the external environment play in the development of management decisions by bodies state power

Answer. In a market economy (as opposed to a command-administrative one), the functions of public authorities change significantly.

Legislative bodies form a favorable legal environment for the activities of organizations, executive - in accordance with federal and municipal functions can influence the development of enterprises in certain industries and areas of activity of organizations (for example, on the conditions of activity and strategic development small enterprises in the field consumer services population of a particular district, city). In this case, the standard of living, the state of the infrastructure and the adopted strategic directions for the development of the economy of the region, the city can play the role of the external environment for the activities of organizations. Its state affects the decisions of state and municipal authorities, whose functions include creating favorable conditions for the life of the population of a certain territory and organizations.

Question 11. What role does the external environment play in the development of management decisions commercial organizations

Answer. The goals of commercial organizations are related to the economic categories of their activities and, more often, to the profit of the organization. If conditions do not allow the achievement of the agreed objectives, the activity may be suspended. If the change in the environment does not contribute to the achievement of commercial goals, they can be taken into account in the future as a certain experience. In this case, the external environment influences the development of strategic goals associated with changes in the organization's activities. The adopted strategic goals may affect the typology of management, affect the solution of personnel issues, the development of goals and objectives of individual departments of the organization.

Question 12. What role does internal environment in the development of management decisions for commercial organizations

Answer. The internal environment of the organization is formed by its main components: goals, objectives, structure and personnel. Possible positive changes in goals and objectives ensure the development of the organization and influence future results. But often increased commitments require the introduction of fundamental changes in the structure and personnel decisions. Thus, the depth of changes in the internal environment is always reflected in specific decisions and the process of their adoption.

Question 13. What properties of management processes have the most significant impact on the process of developing management decisions

Answer. The dynamics of communication between the managed and the managing subsystems is provided by the process of development, adoption and implementation of management decisions. Types of managerial decisions make adjustments to its character. In the process of developing strategic decisions, the scarcity of time as a management resource is of the greatest importance; when developing tactical decisions - the cyclical appearance of problems, the property of discreteness and unevenness of managerial influences; in the process of developing operational decisions - the oscillatory nature of management.

Question 14. What role does the organizational structure play in the process of developing management decisions

Answer. The organizational structure as the composition and interconnection of links in the organization's management system is based on the consolidation of the rights, duties and responsibilities of departments and their leaders. The authority to make management decisions in accordance with the principles of their delegation can be transferred to the appropriate level and management functions. The functional division of managerial labor, fixed in the horizontal and vertical links of the organizational structure, must also correspond to the content of decisions: vertical links determine the sequence of managerial actions, horizontal links are established between certain aspects decisions and their implementation.

Question 15

Answer. The hierarchy (subordination) of the organization is formed on the basis of decentralization of management so that the complex task of management is solved by several simpler ones (although the words “simpler” are used here as a generalization, since the division of managerial labor leads to a deepening and complexity of tasks and specific management functions). When allocating management levels, the hierarchy of the organization becomes more complicated, duplicating functions and separate links may arise. Determination of a rational number of functions, tasks, levels and links that realize the benefits of centralization and decentralization of management belongs to the field of management art.

Question 16. what role do authorities play in the process of developing management decisions

Answer. Powers are directly related to the process of development, adoption and implementation of management decisions. More often, powers are associated with the right to make a decision (the sphere of development and adoption) and they forget about responsibility for the decision made (the sphere of implementation of a managerial decision). The connection of the right and responsibility for decision-making, united by the category of "authority", allows you to use the right to make decisions on different tasks: dividing the goals and objectives common for the organization into constituent sub-goals and sub-tasks, creating conditions for the implementation of leadership qualities, creating and removing restrictions in the entire development process , adoption and implementation of managerial decisions.

Question 17. What role do management goals play in the process of developing management decisions

Answer. The goal of management as the desired state of the organization and the results of its activities over a certain period of time has a special impact on the process of developing management decisions that allow it to be achieved. There are many ways to achieve goals. In this regard, the set goal initiates the development of alternative solutions, the choice and adoption of the most rational of them in terms of specific conditions and existing restrictions. In an organization that is guided by the principles of goal management, in the process of developing managerial decisions, goal decomposition (“tree of goals”) is used. At the same time, each unit, link and executor determines the goals and appropriate decisions to achieve them.

The hierarchy of goals is built in such a way that common goal is carried out "bottom-up": the achievement of the goals of the lower links creates a certain resource or means to achieve the goal and the higher link. Goals can be consistent, contradictory, unbalanced in time and resources, play the role of restrictions or criteria in the process of developing alternative management decisions.

Question 18. What role does the management methodology adopted in the organization play in the process of developing management decisions

Answer. The management of a modern organization uses methodology as a generalized scientific knowledge about the structure, principles, methods and means of management, which makes it possible to predict, plan and implement the process of achieving the set goals. The methodology of organization management forms its philosophy and principles of management itself, which are manifested in the development and adoption of management decisions.

Question 19

Answer. The complexity of the tasks to be solved is generated by many reasons. These include overstated goals, limited resources, lack of information or time to achieve goals, low professional level of employees, lack of motivation, and more. The effectiveness of solving complex problems directly depends on the degree of development and decision-making at each of the successive stages of this process.

Question 20

Answer. The manager's personality plays a big role in the management of the organization and is manifested in his leadership position at all stages of the management process. At the goal-setting stage, the leader can focus on the goals that make it possible to realize his leadership position. in assessing a situation, identifying problems, developing alternatives, and choosing a solution, personal interests and ambitions can also have a positive or negative impact. Leadership is an important factor in effective management, but, nevertheless, in the process of developing managerial decisions, the role of personal qualities is not dominant.

Question 21 organizational culture

Answer. Organizational culture reflects the social aspects and priorities in the management of the organization. With the strengthening of the role of personality and creativity in the integrated result of the organization's activities, there is a need to use the individual qualities of managers and the culture of managerial relations to improve the processes of developing managerial decisions. Organizational culture creates a favorable environment for the development and implementation of all types of solutions. The development of organizational culture in modern organizations (especially in those that use the international division of labor) becomes the object of corporate management. A high level of development of organizational culture is achieved by combining the level of education, professional training, personal discipline, efficient use accumulated experience of collective activity and objectification of the processes of development of managerial decisions. Thanks to a developed organizational culture, the system for collecting, processing, systematizing and analyzing information is streamlined, a favorable background is created for solving complex problems, a favorable environment for making changes and additional motivation for implementing decisions.

Question 22. What role does the organizational and legal form play in the process of developing management decisions

Answer. The organizational and legal form determines the legal status of the organization and the mechanisms for the development and adoption of managerial decisions related to the distribution of profits, restructuring of property and other areas regulated by relevant laws. Often, the organizational - legal form becomes a certain limitation in the development of the organization. The processes of developing management decisions related to changes in the organizational and legal form are carried out in accordance with federal legislation, and in other cases, management decisions are subject to the internal regulations of the organization.

Option 2

Question 1. What role does the scale of the problem being solved play in the process of developing managerial decisions

Answer. The scale of the task to be solved should correspond to the goals of the organization. Especially when management solves the problems of functioning and development of the organization. Development goals can create difficulties (temporary, in the use of scarce resources, conflicts of interest between managers and owners, etc.) in the implementation of typical and traditional tasks. In order to prevent the scale of the tasks being solved from destroying the organization, a systematic analysis of the scale of integrated tasks is used in the processes of developing managerial decisions.

Question 2. What role do the types and areas of activity play in the process of developing management decisions

Answer. The processes of developing management decisions correspond to the established types of management processes of the organization and the approved areas of its activities. When setting new goals related to restructuring, entering new markets, producing a new product, etc., focused on the implementation of specific areas of activity, as well as changes in the internal environment, innovations can be used in the organization and innovative processes for developing management decisions can be formed.

Question 3. What role does information play in the process of developing management decisions

Answer. A management decision is characterized by special management information that gives the right to manage resources to achieve the goals. In the process of developing solutions, the information received is detailed, aggregated and converted into other information used to implement the solution in departments and performers. The process of developing solutions requires the standardization of information and the use of a universal language (order, written or oral order). Despite the wide range of information resources, most management decisions (about 90%) are developed under conditions of uncertainty and their unification. Information plays a significant role in the formation of a certain idea of ​​processes, phenomena, objects and is used in the development of solutions as a methodological tool. Modern information means expand management capabilities and increase the efficiency of management decision development processes.

Question 4

Answer. Long-term goals determine the development of strategic decisions. The process of their development is characterized by a sequence of stages, in which a special role is given to the development of a strategy, a strategic plan and the actual development of strategic decisions for its implementation. These activities use strategic management methods, but the development process can be different: targeted, branched or corrective.

Question 5. What role does production and its technology play in the process of developing management decisions

Answer. At the disposal of modern management there is a wide arsenal of methodological and methodological tools for developing management decisions. The development of typology and production technology has influenced the range of solutions that expand or deepen the content of management activities. Therefore, the processes of developing management decisions are carried out in accordance with the main factors of production.

Question 6. What role does the organizational structure play in the process of developing management decisions

Answer. In modern management, the organizational structure as the relationship of links in the organization's management system forms the basis for creating an effective decision-making process. In different organizations, when using a typical organizational structure, different types of management decision development processes can be used. play a special role nationally historical features management. They are manifested in the dynamics of management (in the development of decisions that require a negotiation process, coordination of changes, etc.), reflecting the features of the decision-making processes.

Question 7. What role does legal support organization management

Answer. The rights, duties and responsibilities for making managerial decisions are reflected in the charter of the organization, the regulation on the enterprise, division (in accordance with the law, organizational - legal form and field of activity). The use of relevant documents ensures the legitimacy of the process of developing management decisions. Responsibility for the consequences of the decisions made is assigned to the subject of adoption.

Question 8. What process of development of management decisions causes a linear organizational structure

Answer. The linear organizational structure is typical for the sphere of small business. The management vertical is identified with a highly centralized decision-making process. However, it does not always provide a sequence of stages in the decision-making process and causes an increase in the duration and gaps in the process of "development - adoption - implementation of decisions", is characterized by the priority of authoritarian methods of decision-making and needs constant adjustment in the face of change.

Question 9. What is the process of developing management decisions that determines the functional organizational structure

Answer. A functional organizational structure that uses the functional division of labor to isolate functional units needs to develop goals and objectives for each unit and mechanisms for their coordination in the face of change. To ensure the consistency of the steps and reduce the duration of the solution development process, it includes additional stages of evaluating and revising solutions.

Question 10

Answer. In a linear - functional organizational structure, the advantages of a linear and functional organization of management are used. The process of developing management decisions depends on their type. Allocate decisions that are the prerogative of top management (strategic, personnel, financial, etc.); other decisions are developed and adopted in accordance with the branched type, due to the set of goals from the tasks of linear and functional divisions. Depending on the role and leadership qualities of managers, the process of developing and making managerial decisions can be decentralized (typically when individual divisions are separated into an independent legal entity), with the transfer of part of the decision-making authority to decentralized divisions. In this case, in the context of changes in the external environment, the process of developing management decisions to achieve the goals of the entire organization needs to be adjusted (for example, developing strategic decisions using a corrective type).

Question 11. What process of development of management decisions determines corporate structure management

Answer. Corporate management has become a special type of organization management (formed by independent legal entities), largely due to the development features corporate solutions. The development process includes collegial decision-making procedures. At the level of organizations that are part of the corporation, the adopted collegial decisions are binding and determine the principles and areas of corporate activity. Established processes can be used to develop management decisions within each organization.

Question 12. What problems of development of management decisions arise in complex hierarchical management structures

Answer. In complex hierarchical management structures (management of an industry, a diversified complex, the economy of a region, etc.), as a rule, the sequence of stages and the parallelism of solving problems are difficult. To prevent these difficulties, the coordination of goals and resources is used, the procedures for coordinating various types of decision-making processes (characteristic of the specifics of the activities of organizations in the field of education, culture, science, art, etc.), the relationship of decision-makers. And the benefits of decentralized decision-making.

Question 13. What is meant by the category "managerial decision making"

Answer. The essence of the category "managerial decision-making" is associated with the procedure for making managerial decisions established in the organization according to the responsibility and authority of the person making the decision. Traditionally, decision makers are line managers. In a corporation, some decisions can be made by the board of directors.

Question 14

Answer. Making managerial decisions is no less difficult stage of management than its development. In decision development processes, including the development and selection of options, the adoption of a managerial decision, as the choice of an alternative, is considered the last stage in the process of its development. For spontaneous decisions characteristic of authoritarian management, development and adoption can be combined into a single process. AT functional divisions alternative solutions are developed, and the decision-making process (selection and decision-making) is assigned to a higher manager.

Question 15. What factors have the most significant impact on the process of making managerial decisions

Answer. Modern organizations can use the theory and experience of effective management in the formation of managerial decision-making processes. In centralized organizations due to high responsibility officials this process is enshrined in legal and regulatory documents that regulate the rights and obligations of the head. In decentralized organizations (corporations), organizational behavior and decision-making principles play an important role, which can be adjusted in accordance with changes in goals, situations and the environment of activity.

Question 16. What role does the behavior of managers play in the process of making managerial decisions

Answer. The behavior of managers can influence the effectiveness of the decision-making process, but only if the situation or conditions of decision require acceleration, decentralization or coordination of the decision-making process. Thus, the authoritarian style increases the effectiveness of the decisions made in the conditions of concentration of responsibility of the decision maker; democratic style increases the efficiency of decisions made in conditions of effective decentralization; corporate style increases the efficiency of decisions made in an active corporate culture. In general, the behavior of managers should not put pressure on the decision-making process.

Question 17

Answer. Personal qualities and leadership are the main components of the managerial potential of the organization. They play a crucial role at all stages of development, adoption and implementation of management decisions. In practice, personal qualities play a big role in the processes of making managerial decisions in small organizations and groups. As an organization grows, organizational behavior plays a more significant role, adjusted by a corporate or other code.

Question 18

Answer. Centralization and decentralization of management functions should correspond to the organizational structure, typology of management processes and development of management decisions. Centralization ensures the unity of the management decision, while decentralization requires the coordination of functions and decisions. Ensuring the unity of management decisions in a decentralized management system is a necessary but not sufficient condition for decentralized decision-making.

Question 19. What methods of developing management decisions are used in the process of implementing the plan

Answer. When an organization's business plan is developed and adopted (for example, a budget), its implementation uses administrative methods development of management decisions. Such processes are typical for the activities of dependent companies, subsidiaries. The plan development process includes the stages of retrospective analysis, forecasting, organizational modeling and organizational design.

Question 20. What methods are used in the development of a strategic plan for the development of the organization?

Answer. The development of a strategic plan is preceded by the development of an organization's strategy, depending on the content and type of strategy (associated with a time interval of 3.5 or 10 years with the nature of changes in the environment of the organization's activities). But in the conditions of the adopted strategy, it is necessary to use the methods of strategic planning to develop a strategic development plan.

Question 21. Is it possible, when developing a strategic management decision, to be limited only to quantitative information

Answer. When developing a strategic management decision, both quantitative and qualitative information play an equally important role. Since quantitative information is calculated under conditions of risk and uncertainty, it cannot be exhaustive and reliable. Qualitative information makes it possible to assess the role of significant factors and their impact on changing the situation. Thus, it is impossible to be limited only to quantitative information when developing a strategic decision, since this limitation increases the risk of the decision.

Question 22. At what stage of development of management decisions are experts used

Answer. Expert information can be used in the processes of developing managerial decisions. The stage at which the labor of experts is most effectively used is determined by the type of management decision. Thus, when developing strategic decisions, expert information will be required at the stage of assessing the situation, while developing tactical decisions - at the stage of identifying problems.

3. Option

Question 1. At what stage of the management process is the generation of options for management decisions used

Answer. It is recommended to generate options for management decisions at the “decision” stage, when for each of the aspects of the decision in the face of changing constraints (resources, prices, etc.), the consequences of making these decision options are also taken into account. In the process of generating options, methods of group development of solutions are used.

Question 2. What contributes to an adequate understanding of the situation that can influence the decision

Answer. The experience of getting out (both negative and positive) from crisis situations develops a sense of aggravation of the situation and adequate behavior of the manager. An experienced manager uses system and situational analysis more effectively, makes fewer mistakes in the decision-making process.

Question 3. What should be considered when comparing alternative solutions

Answer. Determining the role of influencing factors when comparing alternative solutions is an important analytical activity. Practice shows that it is important to take into account the strengths and weaknesses of alternatives and plans for their implementation. Weak side there may be insufficient or exaggerated motivation of performers, changes in resource prices in conditions of high cost.

Question 4. What methods of generating solutions are most used in any organization

Answer. Practice shows that the process of generating options is directly dependent on the type of solutions. So, to develop a new product in order to preserve confidential information, brainstorming methods are more often used with the involvement of employees of the organization. In modern Russian organizations more widespread marketing methods.

Question 5. Is it advisable to exchange information between experts in the process of conducting an examination

Answer. No, independent opinions are needed.

Question 6. What is the difference between collective decision-making and collective expertise

Answer. These are different processes. Collective decision-making (for example, in the board of directors, shareholders' meeting, etc.) may require an examination of one or another decision option from the standpoint of reliability, efficiency, consequences of adoption and implementation.

Question 7. Can an important management decision be developed without expertise

Answer. Much depends on the type of management decision. There are no unimportant decisions in effective management. In practice, important management decisions are developed in secrecy, expertise is used only to assess the situation that characterizes the real state of affairs.

Question 8. What decisions link strategic and tactical goals

Answer. Consistent achievement of tactical goals ensures the achievement of strategic goals. Linking tactical and strategic goals should be reflected in the plan for the implementation of the strategy (moving up the stairs, it is dangerous to jump over the steps!).

Question 9. Who has the greatest influence on the formation of the organization's goals

Answer. In a market economy, the consumer becomes at the center of the processes of developing managerial decisions, it is with him that the goals of the organization are associated.

Question 10. What is the role of resources in the adoption of long-term plans for the development of the organization

Answer. Resources ensure the achievement of all goals, including the goals of the development of the organization.

Question 11. What methods of goal formation are used in practice

Answer. In practice, in a competitive environment, the formation of goals is carried out by a narrow circle of people or an initiative group of employees of the organization.

Question 12. What role does the "goal tree" play in the development of management decisions

Answer. The "goal tree" allows you to determine the range of tasks and solutions for departments and specific performers, and subsequently, planning and coordination of the work of departments and performers is carried out.

Question 13. What role does the mission of the organization play in the development of management decisions

Answer. The mission of the organization is developed when the organization wants to determine its social significance and position the direction of activity or the production of a product. Thus, the mission allows you to control the directions of development and develop solutions within the approved areas of activity.

Question 14. What role does the value system play in the development of management decisions

Answer. In the processes of developing managerial decisions, they rely only on those values ​​that are reflected in the mission of the organization.

Question 15. What role do competing goals play in the development of management decisions

Answer. The competition of goals, as a rule, leads to a conflict of goals and social conflict between departments or individual performers. The process of conflict resolution often leads to a reassessment of the goals set.

Question 16. What role does monitoring play in the development of management decisions

Answer. Provides information for decision making under conditions of uncertainty.

Question 17. Why is it necessary to monitor the internal external environment of the organization to develop management decisions

Answer. Depending on the type of managerial decision, information about the state of the external (strategic and tactical decisions) and internal environment (operational decisions) is used in the process of its development. In a competitive environment, information about changes in the environment can play a decisive role. In this regard, monitoring allows you to adequately respond to changing situations.

Question 18. How are management decisions measured?

Answer. It is difficult to measure managerial decisions, most often this measurement concerns the economic and social consequences of making and implementing managerial decisions. In practice, the assessment is carried out using quantitative and qualitative indicators of the effectiveness of the solution.

Question 19. Why are management decisions measured using quantitative and qualitative indicators

Answer. This is due to the fact that the goals of organizations and its divisions are formulated using quantitative and qualitative indicators.

Question 20. What criteria for measuring decisions are most often used in practice

Answer. In practice, the results of the work of the organization as a whole are used as criteria for measuring management decisions, and in recent times The quality of the produced and sold product is used as the most important criterion.

Question 21. Why do different management models form different decision evaluation systems

Answer. The formation of a management model is influenced by the methods of developing solutions. The variety of methods determines the development of various systems for evaluating managerial decisions. The use of a certain set of decision development methods forms the technology for the development, adoption and implementation of decisions. At the same time, decision evaluation is included as a system element of technology and management model.

Question 22. What is the relationship between the criteria for effectiveness and efficiency of decisions

Answer. Efficiency is associated with labor productivity, efficiency - with economic results obtained over a certain period of time.

4. Option

Question 1. What role does professional preparedness play in the development of managerial decisions

Answer. Professional readiness improves the quality of developed management decisions.

Question 2. What are the most common ways to measure management decisions in Russian practice management

Answer. In Russian practice, management decisions are measured by the economic results obtained in the process of implementing the decision.

Question 3. What are the links between the measures of management decisions and the effectiveness of the management system as a whole

Answer. The links between decisions and organizational performance can be monitored through a system of economic indicators.

Question 4. How can you define the "space of effective solutions"

Answer. This is a space formed by goals, knowledge (information) and the effectiveness of the decision.

Question 5. What role does information impact play in the development of management decisions

Answer. Information impact can stimulate development, appeal to interest, or fundamentally change the attitude towards the solution being developed.

Question 6. How is the basic information of management decisions formed?

Answer. Formed gradually, accumulated in databases.

Question 7. . What role does information power play in the development of management decisions

Answer. Information power affects the distribution of tasks in the organizational structure of management.

Question 8

Answer. In the process of developing management decisions, it is recommended to include leaders in the process of implementing decisions. An analysis of the interconnectedness of their goals makes it possible at an early stage to determine the degree of interconnectedness of the included (and not included) links in the management system.

Question 9. What sources of information affect the reliability and completeness information base management decisions

Answer. The organization's information and documentation system serves as an information base for management decisions. For many management decisions, this base is not enough. It requires constant replenishment and updating of the information base. it is important to know that no source of information is immune from false information.

Question 10. What functions form the management decision development cycle

Answer. The basis of the management decision development cycle is the general management functions: planning, organization, motivation, control.

Question 11. How does the aggregation and disaggregation of the functions of the management decision development cycle affect the implementation of its individual stages

Answer. Aggregation and disaggregation should be carried out taking into account their effectiveness.

Question 12. How are the development of goals, decisions and their coordination

Answer. When using a systematic approach and a "tree of goals".

Answer. This is a sequence of stages, algorithms and operations of the process of developing management decisions.

Question 14

Answer. The decision control system becomes more complicated.

Question 15. What role does the range of control play in the development of managerial decisions

Answer. The higher the range of control, the more the nature of the activity and the professionalism of the performers should be taken into account.

Question 16. What role does the centralization of management play in the processes of developing management decisions

Answer. Narrows the scope of alternatives.

Question 17. What role does decentralization of management play in the processes of developing management decisions

Answer. Expands the scope of alternatives.

Question 18. What role does delegation of authority play in the processes of developing managerial decisions

Answer. Increases accountability for developing a solution.

Question 19. What role does compliance with the principles of delegation of authority play in the processes of developing management decisions

Answer. Contributes to the efficiency of solution development.

Question 20. What role does integral responsibility play in the processes of developing management decisions

Answer. The development of the organization is associated with the expansion of production, innovation in the field of production and management, expansion and deepening of the market and restructuring. At the same time, the organization may have separate divisions(with high independence in management), carrying out the process of supply, production, marketing, innovation or research activities. For such subdivisions, the conditions of integral responsibility are being developed. They increase the effectiveness of the developed solutions (in the unit and the organization as a whole).

Question 21. What principles of delegation of authority are implemented in the processes of developing management decisions

Answer. In practice, the principle of functional definition and the principle of the level of authority are used. The principle of functional definition allows developing a solution in accordance with the fixed functions, the principle of the level of authority determines the rational level of responsibility for making and implementing a management decision.

Question 22. What role does research play in the development of managerial decisions

Answer. Depends on the type of decision, but in general, research is used at each stage of the development of management decisions.

5. Option

Question 1. What organizational changes must be carried out when implementing the marketing concept for the development of management decisions

Answer. It is necessary to carry out an organizational and psychological transition to the implementation of the concept of marketing.

Question 2. What are the problems of developing marketing solutions that Russian management faces?

Answer. Modern Russian management widely uses the theory of marketing, but loses its effectiveness due to the inadequacy of consumer behavior.

Question 3. What is the quality of a management decision

Answer. The effectiveness of management depends on many factors. One of these factors is the quality of managerial decisions. The category "quality" has several interpretations. They are used to characterize the resources produced by the product, management processes. The quality of a management decision is a set of properties of the decision that allow you to get the effect of its implementation.

Question 4. How is the quality of management decisions assessed?

Answer. To assess the quality of a management decision, indicators such as development and implementation time (just in time), social and economic indicators are used to assess the future results and consequences of the decision being developed. In practice, the result and consequences of its implementation are associated with the quality of a management decision.

Question 5. What role do standards play in developing product quality decisions?

Answer. Product quality is not only the result of production. In modern management, quality is formed in the management of the organization. In this regard, quality standards (especially international standards) make it possible to determine the procedure and methods for planning product quality improvement at all stages. life cycle.

Question 6. What factors influence the quality of management decisions

Answer. Many factors influence the quality of management decisions. The most important are professionalism, experience, production and management technology, demand for product quality. In order to take them into account, quality divisions are formed in organizations, the functions of which include the collection, processing and systematization of information on product quality, quality level planning, etc. (such divisions are formed in many educational institutions). In order for quality departments to work effectively, it is necessary that the organizational structure and the technology adopted in the organization for the development and adoption of managerial decisions include an assessment of the influence of quality factors.

Question 7. How to measure the effectiveness of management decisions

Answer. In modern management, depending on the types of management decisions, different methods of measuring effectiveness are used. The most common and adequate way to measure is to assess the degree of compliance and achievement of the set goals (executor, department and organization as a whole). At the same time, depending on the level and hierarchy of management decisions, an appropriate system of social and economic indicators is used.

Question 8. What indicators of the effectiveness of management decisions are used for evaluation in state and municipal government

Answer. In practice, the assessment of the effectiveness of the activities of public authorities is often associated with the personalities heading the relevant units. But such assessment approaches are insufficient. In accordance with the functions and powers of legislative and executive bodies and the level of power (federal, constituent entities of the Russian Federation and municipal authorities) indicators of the socio-economic development of the jurisdictional territory are determined. They are used to evaluate the effectiveness of territory management.

Question 9

Answer. In the conditions of market relations, the economy is the most important factor in the development of a person, family, organization, territory. Economic indicators reflecting the interests of the owner of the organization, consumers, the local community, the state act as restrictions in the evaluation and selection of alternative ways and solutions. The criteria for choosing alternatives are also predominantly economic in nature. In this regard, the economic justification is a system element of a comprehensive justification of a managerial decision in organizations of any organizational and legal form.

Question 10. What aspects of management are not considered in business case management decision

Answer. In management, the personal qualities of the leader play an important role. But the peculiarities of the relationship between managers and performers are not the object of economic evaluation. It is believed that the relationship should contribute to the implementation of the adopted management decisions.

Question 11. What situations have a significant impact on the process of achieving the goal

Answer. The process of achieving the goal is accompanied by changes in the environment of the organization. Some changes are predicted (predictable situation), others may arise spontaneously due to systemic relationships of several factors (unpredictable situation). The direct impact of unpredictable changes on the supply, production and marketing sector brings the greatest costs. These situations include the emergence of a shortage of products and resources.

Question 12. Choose the best criterion for determining the shortage of products

Answer. An increase in the number of orders for products.

Question 13. How to determine the shortage of raw materials and materials

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THE CONCEPT OF MANAGEMENT DECISION

Decision making is a specific, vital process of human activity aimed at choosing the best course of action.

Management decision - can be determined:

• firstly, as a logical, emotional-psychological, organizational-legal and social process carried out by the subject of management (manager or collegiate body), the result of which is a project of any changes in the organization;
• secondly, as the main “product” (result) of the labor of managers and specialists, which implements interrelated management functions and contains the setting of goals (tasks), justification of the means, methods and timing of their achievement;
• thirdly, as the most important function of the manager and, at the same time, an integral part of the activities for the implementation of all other management functions (organization and control over the implementation of management decisions). Hence, the process of making and implementing decisions should be considered as a "cross-cutting" and one of the most important connecting processes in the management of the organization.
• fourthly, as a process of establishing a connection between the existing and desired state of the system (organization), determined by the goals of management.

The quality of decisions, first of all, is determined by the effectiveness of management. Signs of high quality of management decisions can be: timeliness, reliability, validity, quantitative certainty, effectiveness, cost-effectiveness. In a broader social context, socio-psychological (for example, moral and psychological consequences, etc.) are included in the criteria for the quality of decisions.

SPECIFICITY OF THE PROCESS OF DEVELOPMENT AND MANAGEMENT DECISION-MAKING

The process of preparing and making a decision includes the following stages:

• The first stage - setting the problem - consists in analyzing the situation, identifying the need for a solution and includes: knowledge and formulation of the problem; goal setting, definition of criteria for a successful solution. Knowledge of the problem is a necessary condition for its solution: if the problem does not exist for the one who makes the decision, then the decision will not take place.
• Decision stage: once the criteria and factors limiting the decision are identified, the manager can begin to work on finding alternatives or possible courses of action to solve the problem.
• The decision-making stage is carried out by the subject of management - the decision maker (DM), that is, the head or collegial body that makes management decisions. The pinnacle of the decision-making process is the choice of an alternative. At the same stage, the execution of the decision is carried out, incl. if necessary, its approval or approval.
• The decision execution stage consists of organizing the implementation of the decision, monitoring and correction, which requires the coordination of the efforts of many people. The manager should strive to make the performers interested and motivated in the implementation of the solution in order to the best way use their abilities.

The factors influencing the process of preparing and making a decision include:

• the environment (external and internal environment) in which the decision is made,
• characteristic of the social group, the team to which the decision is directed,
• features of the person making the decision (DM).

As can be seen from the above description, the need for the study and practical application of various methods for the development and adoption of managerial decisions arises at the stage of forming alternatives. Here, most of them are used, but they can be present at other stages. For example, scenario planning or brainstorming can be used to develop alternatives. Having received possible alternatives, we proceed to a comprehensive assessment of options using statistical and financial methods. Rejecting all alternatives that do not fit the relevant criteria, we can get two alternatives, between which it is extremely difficult to make a preference (due to the multicriteria of the problem). To select the final decision, we will use one of the expert methods, and if the decision-making time limits us, then we turn to our intuition.

In management practice, the decision-making process is largely unified, which allows you to make decisions quickly and without much cost. Examples of such general rules are found throughout the organization. When communicating with clients, we are guided by prescriptive instructions for working with a client; in working with documents, decisions are based on office work instructions, i.e. we are everywhere surrounded by ready-made and verified solutions. Unified management rules are the result of management thought based on decision-making methods. Being significant, but secondary in relation to the method, the unification itself deserves special attention and consideration.

Organization of implementation of decisions

The implementation of a management decision is the most important function of management. Making a decision and not implementing it is the same as not making a decision at all.

The solution implementation block includes the following sub-stages:

1. Development of a solution implementation plan.
2. Selection of performers
3. Bringing the decision to the performers
4. Motivation.

Let us consider in more detail these types of activities of the manager in the implementation of the management decision.

1. Solution Implementation Management is a planning process that allows you to solve problems associated with achieving the goals of the project at each stage.
   The development of a solution implementation plan includes the following actions:
   • The distribution of the implementation of the solution by executors in principle, i.e. by profession, skill level, The basis for the successful solution of many tasks related to planning is the team working on this project. The term “team” reflects the concept that the people working on the project achieve the common goals formulated during the task setting and planning.

   For the team to work, you need:

   Set project tasks. With proper leadership, the team is an inexhaustible source of information and brainstorming in the decision-making process.

   • Distribution of the implementation of the solution by terms / time limits.
   • Combination of people and dates.
   • Administrative. If the decision is within the framework of the established powers, then there are conditions for the implementation of the decision, if there are no such powers, there are not enough, then additional powers are issued to fulfill the zeal of this employee / subdivisions /.
   • Resource, financial, material support.

Resource needs. What resources are needed to implement the decision? What specific types of resources will be needed (eg man-hours, time, financial costs, etc.)? Which team member will be most skilled in using each of the required resources?

2. The selection of performers requires knowledge of people. Sometimes a not very high-quality solution with the right, successful selection by the performer leads to a positive outcome, and, conversely, a good solution with poor performers can fail.
   Team Leader Choice:
   • Studying the work of members of the labor collective and determining their potential.
     For this you need:
     1. learn everything you can about the abilities and character of each of the subordinates;
     2. establish the technical competence of the subordinate;
     3. determine the ability of subordinates to perform work and manage it;
     4. determine and use the character traits of subordinates as a certain style of behavior that has developed under the influence of life influences and upbringing, which expresses a person’s attitude to the world around him, to other people, to himself and to his work;
     5. to find out the possibility of performance by subordinates of the task;
     6. find out the potential opportunities for promotion of subordinates through the ranks.
   • Determining the expediency and conditions for the transfer of authority to subordinates. For this you need:
     1. examine the positive risk outcomes from the transfer of part of the power, i.e. it is necessary to determine what the manager will gain and lose from the transfer of part of his powers;
     2. to determine the point of view of a higher manager on these issues;
     3. determine the consequences of not transferring part of their powers to their subordinates;
     4. study the effect of delegation of authority on subordinates
3. Bringing the decision to the performer.
   There are several ways to bring the decision to the performers:
   • in the prescribed manner: to his deputy, he to the head of the department, then to the head of the sector, etc. according to the management hierarchy;
   • the decision is transferred directly to the executor, bypassing the immediate supervisors;
   • by involving performers in the preparation of the decision, so that the performer can tune in advance to understand the importance of this decision.
4. Motivation

Control is one of the most important functions of management.

Control - checking something - is the process of ensuring that the organization actually achieves the goal. The main task of control is to create conditions for the stability of a particular system.

Control is a function of management, and, therefore, manifests itself as a continuous management process. In this regard, any leader must arrange the matter in such a way that employees perceive the control procedure as a matter of course, which, in fact, has neither beginning nor end.

In all cases, three things are usually controlled:

1. decision deadlines,
2. the scope of the solution,
3. essence - the content of the implementation of the decision. It happens that deadlines are met, but not fulfilled in terms of content, or, conversely, deadlines are violated for the sake of content, etc.

The methodological premises of control are that it is checked how the decision is carried out; how subordinates react to the decision; what is the essence of the deviation that is allowed by employees. In no case should one proceed from such a situation that absolutely everyone should be controlled. The leader must identify the reasons for the deviation, choose the method and method of correcting behavior and evaluate the actions of subordinates in a certain way.

Theoretically, there are three types of control:

1. precautionary (preliminary) - human, material, real, financial resources, their availability, their quality is assessed, etc.;
2. current - carried out in the course of work on the implementation of the decision, the non-conviction of the correction of the decision itself or the implementation process is specified;

finishing (final) - carried out in the course of maintaining a slave after completion of work. Information based on the results of the implementation of the decision serves as the basis for future decisions and assessment of the reality of planned targets.

All management decisions can be divided into two types:

• - traditional solutions that have repeatedly taken place before, in this case one of the already available alternatives should be chosen;
• - non-traditional, non-standard management decisions, their development is associated with the search for new alternatives.

In this regard, traditional, typical, repetitive management decisions can be formalized, that is, they can be made and implemented according to a predetermined algorithm. Therefore, a formalized management decision is the result of a predetermined sequence of actions. For example, when a schedule is drawn up for the repair of machinery and equipment, they proceed from a standard that determines the ratio between the amount of equipment and the number of repair workers. So, if one hundred pieces of equipment work in the machine shop of a given organization, and the standard for its maintenance is 10 units per one repair worker, then ten repair workers should be kept in this shop. Further, if the issue of investing funds in securities is being decided, then a choice is made of their individual types based on what securities make it possible to receive maximum profit in terms of invested capital.

As a result of the formalization of decision-making, the level of management efficiency increases by reducing the likelihood of making an error, as well as by saving time, since there is no need to develop this solution starting from scratch.

As a result, the management of the organization tries to formalize management decisions in case of those situations that are systematically repeated in the activities of this organization. Formalization of managerial decisions consists in the development of certain rules, instructions, standards that allow making and implementing a competent managerial decision.

Along with repetitive situations, there are also atypical situations that have not been encountered before and are not amenable to a formalized solution.

Most management decisions are between these two types, which makes it possible to use both formalized methods and the own initiative of the developers of these decisions when making these decisions.

The quality and effectiveness of managerial decisions are determined by the degree of validity of the methodology for solving problems, namely approaches, principles and methods.

Analysis of the management of organizations makes it possible to determine the need for different approaches.

The system management approach assumes that any system or object is considered as a set of interrelated components that has an output, that is, a goal, an input, a connection with the external environment, and feedback. In such a system, "input" is transformed into "output".

In the context of using an integrated approach to enterprise management, it is necessary to take into account the technical, environmental, economic, organizational, social, psychological, political, demographic areas of management, as well as their interrelations.

If at least one of these areas is not taken into account, then a complete solution to this problem will not be achieved. Unfortunately, in reality, as a rule, an integrated approach is not observed. Thus, in the context of the construction of new enterprises and organizations, the decision social problems often delayed. This delays the commissioning of this facility or causes its partial use. Other examples can be cited. Thus, in the process of designing new equipment, insufficient attention is paid to its environmental friendliness, which leads to a non-competitive ability of this equipment.

The integration management approach involves the study and strengthening of the relationship between individual subsystems and elements of the management system, as well as between the stages of the life cycle of the management object, between individual levels of management vertically, and, finally, between individual management subjects horizontally.

The marketing management approach provides for the orientation of the control subsystem to the consumer in the conditions of solving any problems. Main criteria marketing approach are:

• - improving the quality of the control object in accordance with the requirements of consumers;
• - cost savings for the consumer by improving the quality;
• - saving resources in own production due to factors of scale of production, scientific and technological progress, as well as the use of a scientifically based management system.

The functional approach of enterprise management is that any need is considered as a set of functions that should be carried out to satisfy it. After the functions are defined, several alternative objects are created to implement these functions. Then, one of these objects is selected, which requires a minimum of total costs during the life cycle of this object per unit of its useful effect.

The essence of the dynamic management approach lies in the fact that when it is applied, the management object is considered in its dialectical development, in its cause-and-effect relationships. Here, a subsequent retrospective analysis is carried out for the past 5-10 or more years, as well as a prospective (forecast) analysis. The reproductive approach of enterprise management focuses on the constant resumption of production of this type of product in order to meet market needs. At the same time, this type of product should have lower total costs per unit of useful effect than the best similar product for this market. The main elements of the reproduction approach are the following:

• - the use of a leading comparison base when planning the renewal of this type of product;
• - saving the amount of past, living and future labor during the life cycle of a given type of product per unit of its useful effect;
• - consideration in the relationship of manufactured, designed and promising models of this type of product;
• - proportional reproduction of the elements of the external environment (mainly the macro-environment of a given country and the infrastructure of a given region);
• - integration of science and production in large organizations.

The process approach to managing an organization considers managerial functions in their relationship. The management process is the total sum of all functions, that is, it is a series of continuous interrelated actions. The normative management approach consists in establishing management standards for all its subsystems. These standards should be determined by the most important elements:

• - target subsystem (it covers indicators of quality and resource intensity of products, market parameters, indicators of the organizational and technical level of production, indicators social development collective organization, indicators of environmental protection);
• - supporting subsystem (standards for providing employees, as well as individual divisions of the organization with everything necessary for successful work, to fulfill their tasks, standards for the efficiency of use certain types resources for the organization as a whole);
• - functional subsystem (standards for the quality of plans, organization of the management system, standards for the quality of accounting and control, standards for stimulating high-quality work).

The listed standards must meet the requirements of complexity, efficiency, and prospects.

As for the standards for the functioning of the elements of the external environment, the organization does not manage these standards, however, it must have a bank of these standards and strictly comply with them, especially legal and environmental standards.

The organization should also take part in the formation and development of the system of environmental standards.

The essence of the quantitative management approach is the transition from qualitative to quantitative assessments using mathematical and statistical methods, engineering calculations, expert assessments, point system and etc.

The administrative (directive) approach to enterprise management involves the regulation of functions, rights, obligations, standards of quality costs.

The main task of the behavioral approach to managing an organization is to increase the efficiency of the organization by improving the use of its labor resources. The use of behavioral science helps to improve the performance of both individual employees and the organization as a whole. The fact is that as a result of applying the science of behavior to the management of an organization, individual employees are assisted in understanding their capabilities and creative abilities, which ultimately leads to an increase in the efficiency of the organization.

The essence of the situational approach to enterprise management is that the degree of suitability of individual management methods is determined by a specific situation.

Since there are many factors that affect the activities of the organization, both internally and externally, it is impossible to find any single the best way management. Effective in this particular situation will be the method that best suits the current situation.

These are the main approaches that determine the quality and effectiveness of management decisions.

Avdoshina Zoya Alexandrovna Senior Lecturer, Department of Sociology, Political Science and Management, Kazan State Technical University, Associate Professor, Department of Management, Russian International Academy of Tourism (Kazan Branch)

1. Concept, development process and features of management decisions

1.1. The concept and process of developing a management decision

A managerial decision is a natural result of the manager's activity and is implemented in the form of a directive purposeful impact on the object of management.

Management decision- an act of purposeful change in the situation, solving a problem, a variant of influencing the system and the processes occurring in it. Management decisions involve management actions that lead to the resolution of the contradiction and change the situation. Any decision is based on the analysis of data characterizing the situation, the definition of goals and objectives, and contains a program, an algorithm of actions for the implementation of measures. Management decisions are actually the main result of the activities of managers at any level of the hierarchical ladder. So, for example, heads of organizations and leading top managers can decide to expand the organization, enter new markets, change the direction of the organization's financial flows. These are the most complex strategic decisions, which are made with a great deal of caution and include the analysis of a number of factors, modeling various scenarios for the development of the situation, forecasting accurate quantitative results: profit, gross proceeds from sales, market share, market development rates, etc. In the decision-making process of this level, it is required to plan activities that may include changing the structure, assortment policy, type of activity of the organization. Decisions can be made at the level of the director, head of a workshop or department, foreman.

Depending on the level of management, the degree of responsibility and the consequences of the decisions taken change. So, some managers have the authority to make decisions on financial, personnel issues, problems of product quality (services). For example, the head of an organization may decide to purchase new equipment, change the wage system, and ensure quality. The head of the sales department makes decisions on concluding sales contracts, conducting promotions within the allocated budget, etc.

In the process of developing solutions, managers analyze information, communicate with heads of other levels of management, with direct executors of events, customers, think over scenarios for the development of the situation, hold business meetings, and choose the best alternative.

Management Decision Making Process consists of a number of successive stages (See: Fig. 1.).

At the first stage, a problem arises that must be resolved in a timely manner, otherwise a situation of imbalance in the system may arise. Thus, a decrease in the competitiveness of an organization in the market will lead to a decrease in demand for its goods or services. In the future, this may mean a loss of profit, and even the emergence of a situation of insolvency of the organization, actual bankruptcy.

In an environment where an organization is thriving, profitable, decisions are required, such as expanding operations, buying a business in another area, diversifying, investing in capital construction, etc. Such decisions require thoughtful actions of managers, accurate diagnosing of the state of the system.

We pass to the 2nd stage of making a managerial decision. In this case, the manager is faced with the need to analyze documents: financial reporting, sales dynamics, contracts, data on the advantages of competing firms.

Rice. 1. Stages of the decision-making process

The manager studies communication channels and information coming to him from various sources: from employees of the organization, customers, competitors; sees himself in this information field, watches people who can help him make the right effective decision.

At the third stage, the managerial decision is made individually by the leader or jointly with the group, for example, at a business meeting. Also, the leader can use the opinion of competent specialists, experts in the chosen field of activity, to make a decision. Can discuss the issue with them, get their informed opinion, and then decide on the next steps. Thus, a financial or marketing audit (assessment) of activities is in high demand, which can help the manager make the best decision with least loss for the organization.

And, finally, stage 4 involves making a decision, which is recorded in administrative documents: orders, instructions, terms of reference, different kind plans and is also reflected in regulatory sources, enterprise standards, general provisions, charter, internal regulations and rules of the organization. It is important not only to make a timely decision, but also to control the implementation of activities carried out in accordance with the adopted official documents, to motivate the personnel involved in the implementation of these activities.

Let's designate the basic concepts connected with acceptance of the administrative decision.

Control- targeted impact on the system and processes that are designed to unite the efforts of employees to achieve specific goals of the organization.

Management process— a set of time-sequential operations, activities that make up the impact of the control system on the control object (organization).

Control system- a set of interrelated elements, a method of implementing control technology, involving the impact on the object in order to change its state and process characteristics.

Management Goal- an ideal image of the desired, necessary and possible state of the system, determined by a number of quantitative and qualitative indicators.

Situation- the state of the controlled system, estimated relative to the goal or the initial, given parameters.

Problem- a contradiction, a mismatch in the system, which can bring it out of equilibrium and threaten its viability in the environment.

Information- a reflection in the mind of a person of the reality surrounding him, a set of information about the state of the controlled system.

Organization of the development of a management decision- streamlining the activities of individual departments and individual employees in the process of developing a solution. The organization is carried out through regulations, standards, organizational requirements, instructions, delegation of rights and responsibilities.

Management decision development technology- a variant of the sequence of operations for developing a solution, selected according to the criteria for the rationality of their implementation, the use of special equipment, equipment, qualifications of personnel, conditions for the implementation of measures.

Management decision methodology— logical organization of activities for the development of management decisions. It includes the formulation of the management goal, the choice of methods for developing solutions, criteria for evaluating options, drawing up an algorithm for performing decision development operations. The general methodological approaches used to analyze the methodology of a managerial decision can be considered: rationalistic, behavioral, systemic, situational, process, cybernetic, and synergetic.

The process of making a managerial decision consists of successive stages, such as: the emergence of a problem, the diagnosis of the state of processes in an organization, the development of a solution, and control over the implementation of planned activities. All these stages are necessary steps on the way to effective management. Managers are required not only to know management theory, but also to master the methods: information analysis, organization of work in a group to make joint decisions with colleagues.

Methods for developing management decisions- these are the methods and techniques for performing the operations necessary in the process of their adoption. These include ways of analyzing, processing information, choosing options for action, etc.

Any organization, starting from the moment of its inception, faces a number of problems that can provoke a dangerous situation, accompanied by a sharp deterioration in performance indicators: liquidity, solvency, profitability, working capital turnover, financial stability. Market forms of management in conditions of fierce competition lead to the insolvency of individual business entities or their temporary insolvency. The problem provides information, "the key to thinking." It is required to make a decision that can change the situation, improve the state of the organization.

Management theory has a well-established set of concepts, categories and methods for a comprehensive assessment of production and economic activities, effective organization of the decision-making process at all levels of management. System analysis allows you to identify the feasibility of creating or improving an organization, determine which class of complexity it belongs to, and identify the most effective methods of scientific organization of labor. In order to identify the causes of deterioration in the parameters of the organization's activities, problems are diagnosed.

Management Diagnostics- this is a set of methods aimed at identifying problems, weak "bottlenecks" in the management system, which are the causes of the unfavorable state of processes in the organization. Diagnostics can be understood as an assessment of the company's activities in terms of obtaining a general managerial effect and determining the deviations of the existing system parameters from the originally set ones, assessing the organization's functioning in a mobile, changing external environment.

Management decisions should be developed by managers at the scientific level of management, using the whole range of methods of analysis, diagnostics, planning, modeling and forecasting. An effective manager is a competent specialist who knows how to make decisions in a timely manner, direct and motivate staff for their implementation, plan the resource base, implement effective behavior models, and choose an adequate leadership style.

1.2. Types of management decisions: criteria, advantages and disadvantages

In the practice of organizations, a huge number of decisions are made daily. There was a breakdown of office equipment. The head of the department decides on the repair. Increased staff turnover. The head of the personnel development department decides to introduce a new employee support system, including social package and flexible reward system. A new competitor has appeared and the head of the marketing service is forced to adjust the pricing policy. There are many such examples. There are several types of decisions in control theory.

1) Typology according to the degree of participation of managers of different levels and specialists:

• collegiate (expert and as agreed);
• collective (democratic);
• individual (solitary).

Collegial decision is a decision made by a group of managers and specialists.

As a rule, decisions are made by the head of the organization in agreement with the leading top managers and specialists, collectively. This is what happens in most companies. The head delegates parallel powers or uses the method of mandatory approval, which is written in the administrative documents: as “agreed”. With mandatory approvals, the responsibility for making significant decisions is partially assigned to the managers who assume such powers. Parallel powers increase the responsibility and rights of managers, and the decision becomes collective. For example, many companies use parallel powers to control financial expenditures, and large purchases require two or three executive signatures.

Collegiate decisions are usually made at business meetings and during the work of commissions by leading managers and specialists. At such meetings, there is already a known balance of power, which significantly affects the result of management, the decision. Thus, the alignment of forces may be such that one or two leaders may have priority in making a decision, although formally the decision is made collectively. This is a lack of collegial decisions. Therefore, leaders turn to experts who can help them make important decisions. Such decisions are made if a group of specialists is involved: external auditors or employees of the headquarters of the organization. For example, to solve controversial issue, the manager can involve the legal service, and use the services of a group of analysts to develop a strategic plan. An expert commission may be formed with the involvement of external experts in the field of quality or financial audit.

Modern management theory offers methods and techniques that a leader can use to optimize the work of a small group and increase the effectiveness of decisions made.

Collective (democratic) decisions- these are decisions made by the majority of the employees of the organization, jointly by the labor collective or a small group. Unlike collegial decisions, democratic decisions are a vivid expression of the will of the majority of members of the labor collective, small or large. Such decisions are made in the course of a secret ballot, using methods of expert assessments, for example, nominal group technology, Japanese ringi techniques. The use of such methods is possible with a high level of staff motivation, the use of a democratic leadership style, the development and transparency of the corporate culture.

Collective decisions are also made when significant problems and issues affecting all personnel are raised. For example, the election of a manager through a competition, the introduction of a new wage system, etc.

Individual management solutions These are decisions that are made by the leader alone. In small business organizations, a small number of management levels, a high degree of risk of losing competitive status. Such an organization is led by an entrepreneur who bears full responsibility for its further functioning in unstable market conditions. The entrepreneur is afraid to delegate authority on financial and other significant issues to his subordinates and makes decisions on his own. The positive aspect of an individual solution is its creative, extraordinary character.

The shortcomings of individual decisions become apparent when they acquire an authoritarian character. The head usurps power, single-handedly manages resources, determines the personnel policy of the organization and puts pressure on subordinates. Decisions made by the leader alone allow the organization to remain in the market for some time and be successful. However, in the future, the leadership style used by the leader slows down the development of the organization. The leader must be able to maneuver and be flexible, use the art of delegating decision-making authority to other people in the organization.

2) Typology by levels of planning and time of implementation of activities

• strategic
• tactical
• operational

Strategic Management Decisions- These are decisions that are made at the highest level of management for the long-term development of the organization. Such decisions are followed by the development of: a strategic plan, an organization's production program. Strategic decisions involve fundamental reorganizations in the organization: changing the direction of financial flows to product groups or target segments, transforming the structure, entering new regional markets, expanding or reducing activities, changing the assortment policy. Strategic management decisions are made at the level of directors, vice presidents of the company, deputy. directors, heads of production departments and workshops. In a small business, all responsibility for making strategic decisions is concentrated in the hands of the manager and his team.

Tactical Management Decisions- these are decisions that are made at the highest and middle levels of management for a year or a quarter and include the activities necessary for the implementation of annual or quarterly plans: sales, production or provision of services. Tactical targets specify strategic goal and accordingly, tactical decisions are necessary to achieve this goal. Tactical decisions may be related to thinking through new models of behavior in the market, changing pricing policy, organizing promotions, optimizing the work of professional teams, etc. Purchasing new equipment, introducing a system of discounts and benefits for profitable customers, introducing a system of bonuses and bonuses for the results achieved by staff, changing the pricing principle are examples of tactical decisions.

Operational management decisions- decisions made in the middle and lower echelons of management related to the organization of the work of direct executors, providing them with resources, materials, information. Purchasing materials, repairing office equipment, sending workers to certain areas to complete technical tasks, concluding contracts with consumers are examples of operational management decisions. Such decisions are made in the process of daily, hard work of the labor collective and require regular monitoring by the manager.

3) Typology according to the content of the management process

• social
• economic
• organizational
• technical.

Content typology, in contrast to those discussed above, reflects the essential characteristics of management decisions that have a certain focus and are associated with various aspects of activity. So, economic decisions associated with the management system, necessary for the growth of the economic efficiency of the organization, profitability, payback and liquidity of assets. How best to manage resources, make the enterprise profitable, increase profits - these and other questions will face the manager who makes economic decisions.

Social Solutions are decisions that affect the social structure of the organization, personnel, corporate culture, climate and shared values. Social decisions can be related to the optimization of the work of personnel, improvement of the system of motivation and social support for employees, the image of the organization in society, the implementation of the mission. Raise wages, introduce environmentally friendly equipment, improve sanitary conditions, increase safety requirements, resolve conflict are examples of socially responsible decisions.

Organizational decisions- these are decisions related to management methods, ways to achieve goals. Organize workers to complete a task, redistribute functions and powers, hold a general meeting - these are examples organizational decisions. Such decisions are an integral part of the management process.

Technical solutions- these are operational decisions that are necessary to ensure labor, production processes, supply with the necessary resources, materials, information. Install software in a department, replace a broken machine, pay travel expenses, send a worker to an important production site are examples of technical solutions.

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

2. Human factor in making managerial decisions

2.1. The role of the manager in the process of developing managerial decisions

The human factor suggests that a person plays a key role in the complex process of developing managerial decisions. This is a leader, and a leading specialist, and an ordinary performer. The quality of decisions and the effectiveness of joint activities depend on the coordinated work of all employees.

The human factor in managerial decision-making includes:

1) Skillful delegation of authority.

2) Implementation of communications, availability feedback with staff and consumers.

3) Behavioral features of leaders, organizational culture.

4) Leadership style, attitude towards hired personnel and organization joint work in order to develop management decisions.

5) Methods personnel work and a personnel management system.

6) Timely prevention of conflicts.

Delegation of authority, feedback from the staff, the manager's behavior model, attitude towards employees, communication style with the consumer, climate, organization culture, all these are factors of interaction between a person and processes in an organization. Particular importance is attached to the ability of managers, leaders to organize staff, to involve him in the process of developing solutions. Collegiate and collective decisions are more effective than individual ones, so the leader must skillfully direct the staff to achieve the goals of the organization and delegate authority to solve problems.

Delegation of authority- this is the transfer of rights and responsibilities from a higher manager to a lower one, from a line manager to a head of a headquarters structure, from a manager directly to a subordinate.

Skillful delegation of authority is an integral part of the process of making collective management decisions. If the manager does not delegate authority, then managerial decisions are made by him alone.

The classic management literature deals with Difficulties faced by leaders in delegating authority. Thus, Newman gives five reasons for the reluctance of leaders to delegate authority:

1) Misconception leader "I'll do it better." But if the manager does not allow subordinates to perform new tasks with additional powers, then they will not improve their skills.

2) Managers become so immersed in day-to-day work that they neglect the larger picture of activity. Unable to capture the long-term perspective of a series of jobs, they fail to fully grasp the significance of the distribution of work among subordinates.

3) Lack of trust in subordinates. If managers act as if they don't trust their subordinates, then the subordinates will actually work accordingly. They will lose initiative and feel the need to frequently ask if they are doing the right thing.

4) Fear of risk. Since managers are responsible for the work of a subordinate, they may be concerned that delegating a task may create problems for which they will have to be responsible.

5) Ineffective control mechanisms. Management will have reason to be concerned about delegating additional authority to subordinates.

Subordinates avoid responsibility and block the delegation process for six main reasons:

1) The subordinate finds it more convenient to ask the boss what to do than to solve the problem himself.

2) The subordinate is afraid of criticism for the mistakes made. Since greater responsibility increases the possibility of making a mistake, the subordinate avoids it.

3) The subordinate lacks the information and resources necessary to successfully complete the task.

4) The subordinate already has more work than he can do, or he thinks that this is the case in reality.

5) The subordinate lacks self-confidence.

6) The subordinate is not offered any positive incentives for additional responsibility.

The reasons for the unwillingness to delegate authority or, on the contrary, to take responsibility for themselves, lie in the peculiarities of the psychology of the personality of employees. Significant are: emotional interaction between members of the workforce, behavior patterns and forms of control over the execution of decisions chosen by managers, feedback from subordinates, motivation of employees to participate in the process of developing responsible decisions.

Only the leaders themselves can make the process of delegating authority and developing joint management decisions effective. The leader directs, stimulates, organizes, determines policy, forms the culture of the organization.

Behavioral features of leaders influence the style of their leadership, the chosen forms and methods of making managerial decisions.

Rice. 2. The personnel management system of a modern organization

Behavioral features of leaders include:

1) Methods of evaluation and control used by the manager.

2) Responding to the emergence of problems or critical situations in the organization.

3) An implemented role model that encourages employees to imitate.

4) Criteria for the allocation of organization resources.

5) Criteria by which the manager determines the level of remuneration and the status of the employee

6) The criteria that the manager uses when hiring, selecting, promoting, transferring and firing employees.

The leader's behavior model is fixed in the minds of subordinates through informal communication channels. Everyday information coming from the leader is actions, stories, jargon, symbols, symbolic actions. This is the main mechanism for fixing the foundations of culture.

The formation of culture by leaders occurs through informal channels of communication. But the leader acts formally, using managerial methods of working with personnel.

The personnel management system (See: Fig. 2.) should be formed in such a way that employees have the opportunity to learn, receive an objective assessment of their activities, and advance career ladder, have social guarantees and motivation to participate in making important decisions. What matters is personnel policy, the socio-psychological climate in the team, culture, the ability to implement a democratic leadership style.

In the management literature, there are mainly three main leadership styles that strongly influence the forms of managerial decision-making: authoritarian, liberal and democratic.

Authoritarian leadership style characterized by rigid centralization, the process of developing management decisions from one control center, pressure on subordinates, the use of manipulative strategies to influence personnel. This style is chosen by the leadership of highly bureaucratic structures or small business organizations with a significant concentration of power in the hands of one person - the entrepreneur.

Democratic leadership style characterized by a high degree of participation of the workforce or managers of middle, lower levels of management in making strategically important decisions. In the first case, we are talking about collective decisions, and in the second, collegial ones. The democratic style is used in decentralized organizations in which management is carried out by goals and results. Such organizations are characterized by: flexible, adaptive structures, high motivation and competence of the staff.

Liberal leadership style characterized by a certain level of opportunities for employees to participate in management decision-making. However, the situation in the team can develop in different ways, sometimes unpredictably. A leader who uses a liberal style may withdraw from management. In this case, the organization is managed by representatives of the "elite core", which receives unlimited access to power and resources. Possible collisions between various groups, a sharp increase in conflicts in the team.

Leadership styles have a significant impact on the process of developing a management decision: the chosen forms of control, management methods (See: table 1.). Leadership styles are closely related to the structural construction of the organization, the general management system.

Studying the human factor in the development of managerial decisions, we note that the decisive role in this complex process belongs to the leader. The requirements for the professional competence of a manager include not only the necessary knowledge and skills, but also certain human properties of him as a person.

2.2. Social aspects of the development of management decisions in tourism organizations

The development of management decisions in tourism organizations has a certain specificity. The art of communication and action according to the situation are especially in demand here. Tourism organizations will experience an acute shortage of workers, qualified specialists in the field of tourism management and hotel business.

Concluding an agreement with a well-known tour operator, preparing a package of documents for a tourist, buying furniture and equipment, sending employees on a study tour, increasing advertising costs, creating your own website - all this examples of management decision-making in tourism. This area of ​​activity requires special knowledge and skills from managers.

Requirements for the professional competence of managers in the field of tourism suggest:

1) Possession of the technology of sales of a tourist product.

2) Skills business communication and knowledge of customer psychology.

3) Knowledge of the basics of regional studies and the main directions of tourism.

4) Ability to work with documents and databases.

5) Knowledge legal framework tourism activities.

6) Fluency in Internet technologies, sales and booking skills online.

7) Use of positive behavior patterns.

Let us recall the basic concepts of tourism management that appear in legislative acts.

Tourism- temporary departures (travel) of citizens of the Russian Federation, foreign citizens and stateless persons (hereinafter referred to as citizens) from their permanent place of residence for recreational, educational, professional, business, sports, religious and other purposes without engaging in paid activities in the country (place) of temporary stay;

Tourist activity– tour operator and travel agency activities, as well as other travel organization activities;

Tourist- a citizen visiting the country (place) of temporary residence for health-improving, educational, professional, business, sports, religious and other purposes without engaging in paid activities for a period of 24 hours to 6 months in a row or spending at least one overnight stay;

tourism industry- a set of hotels and other accommodation facilities, means of transport, catering facilities, entertainment facilities and facilities, educational, business, recreational, sports and other facilities, organizations engaged in tour operator and travel agency activities, as well as organizations providing excursion services and guide services - translators;

Tourist product– the right to a tour intended for sale to a tourist;

Tour operator activity- activities for the formation, promotion and sale of a tourist product, carried out on the basis of a license by a legal entity or individual entrepreneur(hereinafter referred to as the tour operator);

Travel agency activity- activities to promote and sell a tourist product, carried out on the basis of a license by a legal entity or an individual entrepreneur (hereinafter referred to as a travel agent);

tourist voucher– a document confirming the transfer of the tourist product;

Tourist voucher- a document establishing the right of the tourist to the services included in the tour, and confirming the fact of their provision.

Note that travel agencies are, as a rule, small organizations with a limited staff. The success of such an organization depends on the ability of managers to respond in a timely manner to customer requests and the market situation.

Large tour operators promote tourism products to regional markets. They should care about the quality of tours and service.

Decisions that are made in tourism organizations depend on the type of tourism activity (tour operator, travel agency, etc.)

Management decisions made in the tour operator organization:

• conclusion of agreements with regional representatives;
• material support of the organization,
• conducting advertising campaigns and promotions;
• conclusion of contracts with individual clients;
• development of new directions of tourism activity;
• entering new markets;
• conclusion of contracts with foreign partners;
• creation of a reserve fund;
• creation of an electronic sales system and its improvement;
• creation of conditions for ensuring the safety of tourists, etc.

Management decisions made in a travel agency organization:

• conclusion of agreements with tour operators, owners of well-known brands,
• registration of a package of documents for a tourist;
• financial support of the company, design of premises and supply of office equipment;
• sending employees to training;
• creation of the organization's website and promotion to the market;
• use of the electronic booking system;
• organization of an effective system of work with clients (by phone and at a meeting);
• solution of unforeseen situations and problems.

A manager in the tourism business spends most of his time on communication and communication with the consumer, therefore, special attention should be paid to creating an adequate corporate culture with a high management context.

Culture is a set of traditions, norms, values, meanings, ideas, sign systems that are characteristic of a social community.

Organization culture, according to the definition of E. Shane, is a set of collective basic ideas acquired by a group in resolving the problems of adaptation to changes in the external environment and internal integration.

The constituent elements of organizational culture are:

• observed behavioral stereotypes in the interaction of people (language, customs, traditions);
• group norms (values, standards inherent in working groups);
• proclaimed values ​​(the principles and values ​​declared publicly to which the organization aspires);
• formal philosophy (general and ideological principles that will determine the actions of the group in relation to shareholders, employees, customers, intermediaries);
• rules of the game (rules of behavior at work, restrictions that a beginner needs to learn);
• climate (feelings determined by the physical composition of the group and the manner in which members interact);
• existing practical experience(methods and techniques that do not require written fixation);
• mindset and mental models (systems that determine perception, thinking and language, transmitted to group members at the stage of socialization);
• accepted meanings (instant understanding that occurs during communication);
• basic metaphors (ideas, feelings and images developed by the group for self-determination, are embodied in buildings, office structure and other material aspects, reflect the emotional and aesthetic reactions of group members).

Culture has properties universality, informality and sustainability. It covers all aspects of activity and is associated with traditions that repeat over a number of years.

Culture performs features: adaptation, internal integration, coordination of staff behavior, optimization of employee motivation and profiling the image of the organization.

Culture of tourism organizations characterized by a pronounced focus on consumer needs and includes:

1) A special culture of communication with customers (understanding, informativeness, decency)

2) Traditions and atmosphere of travel and recreation

3) Group norms of joint, conflict-free effective activity

4) Philosophy to meet the comprehensive needs of customers

5) Favorable socio-psychological climate

6) Skillful operational skills in working with office equipment and databases

7) Basic metaphors embodied in the design of the office, the design of the premises, focused on potential tourists (comfortable furniture, modern office equipment, travel souvenirs, booklets and magazines informing about holiday destinations, etc.)

8) Openness to the world and other cultures.

Social Aspects of Management Decision Making in the Tourist Business can be characterized as follows.

1) High demands are placed on the competence of managers, the growth of their initiative and responsibility

2) The role of communications is growing, it is necessary to have feedback from consumers

3) The behavioral characteristics of managers and organizational culture are characterized by a focus on consumers

4) Democratic style of leadership prevails, conflict-free and joint problem solving

5) HR methods are focused on continuous training and development of personnel

6) Achieving efficiency is possible subject to the creation of a special culture of the organization

So, the development of management decisions in tourism is an initiative, creative work, an innovative approach to work, goodwill and activity according to the situation.

3. Organization of the process of developing management decisions and monitoring the implementation of measures

3.1. Methods for developing management decisions

To make informed decisions, it is necessary to rely on the experience, knowledge and intuition of specialists. Collegiate and group decisions have significant advantages over individual decisions. Therefore, in management, considerable attention is paid to the issues of working in a group, a team, as well as ways to develop joint solutions. In this case, the managers and specialists involved in the development of solutions can be considered as experts on the chosen problem. Methods of expert assessments involve organizing work with specialists, processing their opinions, expressed in quantitative and qualitative form, in order to prepare information for decision-making.

Rice. 3. An example of a causal tree for a tourism organization

Expert methods for developing management decisions- these are methods based on the analysis and averaging in various ways of opinions, judgments of expert experts on the issues under consideration. Often accompanied by the creation of special working groups of specialists, an expert commission. Managers who are responsible for making important decisions and are quite competent specialists can act as experts.

Expert assessment methods: Delphi, round table, brainstorming, scenario method, weighted average assessment method, business game, Japanese "ringi" method.

Delphi- one of the methods of expert forecasting, based on a consistent assessment by specialists of any proposed alternatives. It can be applied in the process of group decision making by choosing the best alternative. The results of expert assessments are entered in a table (See: table 5).

Consider how you can apply the Delphi method to make a management decision in a travel agency.

Let's say that a tourism organization has a problem of reducing its competitive status against the background of the emergence of new competitors with significant advantages (a well-known brand, low prices).

Purpose: to develop an optimal management decision through a group session and the use of expert assessment techniques.

Stage 1. The problem is discussed in a group of specialists, a causal relationship tree (problem tree) is built (See: Fig. 3)

Stage 2. Using the brainstorming method, 5-8 alternatives are determined, which are ways to solve the problem under consideration.

Stage 3. Based on the Delphi table (See Table 2), the most weighty alternatives are determined.

Method of weighted average criteria is effective for experts to evaluate a number of alternatives and options for loosely structured solutions.

A system of weighted criteria can be applied to evaluate product suppliers. At the first stage, the experts directly assess the selection criteria. Suppose the price for tour packages, bonuses for supply volumes, etc. All criteria are "weighted" in relation to the main criterion (See: Table 3). According to the selected weighted criteria, all possible solutions are evaluated. Suppose there are four tour operator firms: A, B, C, D. In fact, there can be much more of them. At this stage, a comparative assessment of each firm is made for each criterion (See: table 4).

At the last stage, the total weighting of the options is determined taking into account the different "weight" category of each criterion, i.e. the weights of the selection criteria are multiplied by the weighted options for each row (See: Table 3). The total weighted assessment shows the most adequate assessment of firms that supply tourism products.

Management decision modeling- this is the development of a solution in an abstract form, suggesting the possibility of change, operating with a large number of variables, analyzing the scenarios and situations associated with this solution. The main goal of management decision modeling is to choose the best option, taking into account the predictability of the situation. The advantage of managerial decision modeling as a method is that the manager can use all his potential: intelligence, intuition, management skills, rational foresight.

Functional-decompositional representation of the system in the form of an aggregate complements mathematical modeling methods. General view systems are most conveniently used in the form of a mathematical model, for example, in the form of service loops or a vector model (See: Fig. 4).

Rice. 4. Representation of the system as an aggregate

The methods for developing management decisions discussed above make it possible to increase management efficiency, because in this case, a number of factors affecting the development of the organization are analyzed. Factors or conditions that may not be noticed by a single leader if he makes a decision, when using group and expert methods, are analyzed in a comprehensive, systematic way. Group forms of solution development are more efficient and reliable than individual methods.

4.2. Efficiency, control and quality of management decisions

Efficiency of management decisions- this is 1) a set of indicators indicating the achievement of the goals of the organization, obtaining certain results in its activities; 2) the main result of the activities of managers to transform the management system and processes taking place in the organization.

The effectiveness of management decisions is determined by three main groups of performance indicators of the organization:

1) Indicators of economic efficiency:

• profit;
• revenues from sales;
• profitability;
• cost price;
• profitability;
• liquidity;
• management costs.

• the quality of the product or service;
• labor productivity;
• the ratio of growth rates of labor productivity and wages;
• payroll fund (PHOT);
• average salary;
• loss of working time per 1 employee (man-days);
• quality of personnel work (points or %).

• staff turnover (the ratio of the number of dismissed employees to the total number of staff),
• the level of labor discipline (the ratio of the number of cases of violation of labor and performance discipline to the total number of personnel),
• the ratio of management personnel, workers and employees,
• uniform workload of staff,
• labor participation rate (KTU) or contribution (KTV)
• socio-psychological climate in the team.

The quality of the management decision- a set of properties that a management decision has that meet, to one degree or another, the needs of a successful solution to the problem (timeliness, targeting, specificity, and other properties) (See: Fig. 5.)

Management decisions must be reliable, timely, purposeful, planned, effective.

Control over the execution of management decisions is a set of procedures and management techniques that are used to fix and adjust the activities performed.

Methods of control over the execution of management decisions.

1) Fixing the results of the activities carried out.

2) Analysis of reporting documentation.

3) Conversations and business meetings.

4) Correction of plans.

5) Analysis of performance indicators of departments, services, organization as a whole.

6) Motivation for participation in the development of solutions.

Rice. 5. Conditions and factors that determine the quality of management decisions

Control is an important component of the process of developing management decisions, it affects labor productivity, quality of products (services) and the effectiveness of decisions.

In modern theory, techniques and methods are used that make it possible to identify the causes of quality deterioration, to detect cause-and-effect relationships between a number of factors.

Ishikawa Cause and Effect Diagram is an expert method that first appeared in Japan and is used to identify the causes of failure technological processes if obvious violations are difficult to detect. Let's consider a cause-and-effect diagram on the example of a tourist organization (See: Fig. 6).

In tourism organizations, one often has to deal with hidden, not always obvious facts that worsen the quality of services.

For example, often in organizations, the manner of communication with the consumer does not meet the high standards of international service. Possible: inattention or, on the contrary, excessive pressure on the client. There may be inflexibility in communication. In travel companies, the problems of insufficient awareness of customers, non-fulfillment of conditions contractual relations, safety of tourists, etc.

In this scheme, it is necessary to find causal relationships between the main indicator (the quality of services of the tourist organization), the main groups of factors of influence and the reasons for the decline in quality separately in each group. So, in the course of sequential analysis, we can discover hidden causes that negatively affect quality.

The weight of each indicator is calculated by expert way, i.e. it is determined how important this factor is for ensuring the quality of services of a tourist organization.

Management decisions made in tourism organizations can change the quality of services and services, improve, or vice versa, worsen it. An organization can become competitive, or, on the contrary, lose its advantages in the market. All this depends on the skills and ability of the manager to make timely, optimal decisions, as well as to choose the best style of managing the workforce.

Undoubtedly, the priorities of management decisions in the tourism business should be: quality, brand capital and long-term strategy.

Rice. 6. Example of an Ishikawa Tourism Organization Causal Diagram

4.3. Parameters of the effectiveness of management decisions in tourism organizations

Efficiency of management decisions in tourism organizations is determined by a set of indicators indicating the achievement of goals and the growth of the organization's competitiveness.

We single out the main groups of indicators of a successful tourism organization.

1) Indicators of the competitiveness of a tourism organization:

• market share;
• brand capital;
• the ability to use the best pricing strategy;
• the quality of the tourist product;
• wide choice of tourist products;
• service at a high level,
• the use of means of promoting tourism products, which can contribute to the growth of the company's image, increase the volume of sales, profitability of the organization;
• the ability to use resources that can make tourism products even more attractive to the target audience.

2) Indicators of quality and productivity of labor:

• staff competence;
• the staff is focused on work in this field of activity;
• a set of moral and material motives for the activities of personnel as an advantage;
• payroll fund (PHOT);
• equipping workplaces with modern office equipment;
• continuous training of personnel;
• level of performing discipline;
• performance calendar plans and achievement of targets.

3) Indicators of social efficiency:

• reduction in staff turnover;
• favorable socio-psychological climate in the team;
• organizational culture is consumer-oriented;
• a high level of corporatism (commitment to tourism activities, common goals of employees and organizations);
• ability to communicate with clients;
• maintaining a special environment for travel and recreation;
• skillful skills of personnel with data banks and the use of modern information systems.

So, the parameters of the effectiveness of management decisions in tourism organizations are the main result of the activities of managers. Managers develop timely, highly effective solutions and can provide consumers with high quality tourism products. A high-quality and safe tourist product is what the consumer wants to see.

Tourism Organization Quality Management System is a set of interrelated elements, the main purpose of which is to satisfy the needs of consumers, to provide them with high quality services and tourism products (See: Fig. 7.) . Quality is understood as a measure of customer satisfaction, as well as compliance with standards and regulatory documents.

Rice. 7. Quality management system of a tourism organization

In order to protect the rights and interests of tourists, licensing, standardization of tour operator and travel agency activities, as well as objects of the tourism industry, and certification of the tourist product are carried out.

The factors that determine the quality of a tourism product depend on the type of this product. Currently, a wide variety of programs and products are presented on the tourism industry market.

The main types of tourism products and tourism destinations:

• excursion and bus tours;
• river and sea cruises;
• extreme tourism;
• event tourism (festivals, public events, etc.);
• health tourism;
• domestic tourism (vacation in Russia);
• sports tourism;
• children's and youth recreation programs;
• winter and summer beach recreation programs;
• business tourism;
• individual tourism;
• inbound tourism (reception and service of foreign tourists);
• education abroad.

Tour quality is a set of indicators that expresses a measure of customer satisfaction, compliance with standards and regulatory requirements.

The quality of the tour is determined by a number of indicators.

1) Ensuring the rights of the tourist, his safety and fulfillment of contractual obligations.

In preparation for the trip, during its completion, including transit, the tourist has the right to:

• necessary and reliable information about the rules of entry into the country (place) of temporary stay and stay there, about the customs of the local population, about religious rites, monuments of nature, history, culture and other objects of tourist display;
• freedom of movement, free access to tourist resources, taking into account the restrictive measures adopted in the country (place) of temporary stay;
• ensuring personal safety, their consumer rights and the safety of their property, unhindered access to emergency medical care;
• compensation for losses and compensation for non-pecuniary damage in case of non-fulfillment of the terms of the contract retail purchase and sale tourist product (contract) by a tour operator or travel agent in the manner established by law Russian Federation;
• assistance to authorities (bodies local government) countries (places) of temporary stay in obtaining legal and other types of emergency assistance;
• unhindered access to communications.

2) Quality of services included in the tour:

• the price of the tourist product and the procedure for its payment;
• the procedure for meeting, seeing off and accompanying a tourist;
• the minimum number of tourists in the group;
• travel insurance in case of sudden illness or accident;
• convenient location of the hotel (place) of rest;
• safety in the hotel (place) of the tourist's stay;
• cleanliness and comfort of the rooms;
• price per room;
• Additional services;
• restaurant service;
• the quality of the organization of excursions;
• organization of entertainment events;
• quality of health centers services;
• the availability of exercise equipment and sports equipment;
• proximity (remoteness) from desirable natural or artificially created objects (sea, nature reserves, swimming pools, amusement parks, etc.);
• the attitude of the hotel staff;
• implementation of the schedule of excursions and events;
• the quality of the guide (translator) services;
• holiday contingent.

The quality of the tour is determined by a number of indicators that require careful analysis, market research and consumer requests. The tourism manager may face challenges and circumstances that are difficult to predict and overcome. Environmental disasters, tsunamis, floods, non-departure flights, theft, attacks on tourists and other facts that travel agency employees may encounter. The tourist expects to get new pleasant impressions during the holiday. He moves from one country to another, from his region to a completely different place of residence in terms of natural and cultural characteristics. Accordingly, negative factors, poor quality of service, flight delays, etc. may encourage him to continue to use the services of another travel company. The tourist organization must fulfill all its obligations, anticipate the wishes of tourists and take care of high quality their services. The effectiveness of the development of management decisions in tourism organizations is determined, first of all, by the full satisfaction of consumer needs.

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