In the process of economic and financial activities of organizations, situations constantly arise when there is a need to choose one of several possible options for action. As a result of such a choice, a certain decision appears.

In order to correctly determine the effectiveness of management decisions, it is necessary to carry out separate accounting of income and expenses of a trade organization in the context of individual product groups. However, in practice, maintaining such records is very difficult. As a result, it is advisable to use in the analysis the so-called specific qualitative indicators, namely, profit per 1 million rubles of commodity turnover, as well as distribution costs per 1 million rubles of commodity stocks.

The effectiveness of managerial decisions in a trade organization is manifested in a generalized way in a quantitative form as an increase in the volume of trade, an acceleration in the turnover of goods, a decrease in the amount of inventory.

The final financial and economic result of the implementation of management decisions is manifested in an increase in the income of a trade organization and in a decrease in its expenses.

Definition economic efficiency managerial decisions, as a result of the execution of which increased, and, consequently, increased, can be carried out according to the following formula:

Ef \u003d P * T \u003d P * (Tf - Tpl),

• ef— economic efficiency (in thousand rubles);
• P- profit per 1 million rubles of turnover (in thousand rubles);
• T- increase in the value of trade (in million rubles);
• tf- the actual turnover that takes place after the implementation of this management decision;
• Tpl- planned turnover (or turnover for a comparable period before the implementation of this management decision).

In the example under consideration, the economic efficiency of making and executing a managerial decision is expressed in a decrease in the amount (sales expenses, or commercial expenses) attributable to the balance of goods. This leads to an increase in the amount of profit received. This efficiency can be determined by the following formula:

Ef \u003d IO * Z \u003d IO * (Z 2 - Z 1),

• ef— economic efficiency of this management measure (in thousand rubles);
• AND ABOUT- the value of distribution costs attributable to 1 million rubles of commodity stocks (in thousand rubles);
• 3 - the size of the change (decrease) in commodity stocks (million, rubles);
• 3 1 - the value of commodity stocks before the implementation of the management decision (measure) (million rubles);
• 3 2 - the value of stocks of goods after the implementation of this management decision.

In addition, the economic efficiency of the implemented management decision affected the acceleration of turnover. This influence can be determined by the following formula:

Ef \u003d Io * Ob \u003d Io (Ob f - O pl),

• ef— economic efficiency of the management decision (thousand rubles);
• And about- simultaneous value of distribution costs (thousand rubles);
• About- acceleration of the turnover of goods (in days);
• About pl- turnover of goods before the implementation of a management decision (in days).
• About f- turnover of goods after the implementation of a management decision (in days).

Methods of analysis of management decisions

Let us consider the procedure for applying the main methods and techniques of analysis in assessing the effectiveness of making and executing managerial decisions.

Comparison method makes it possible to evaluate the activities of the organization, identify deviations of the actual values ​​of indicators from the base values, establish the causes of these deviations and find reserves for further improvement of the organization's activities.

Index Method used in the analysis of complex phenomena, the individual elements of which cannot be measured. As relative indicators, they are necessary to assess the degree of fulfillment of planned targets, as well as to determine various phenomena and processes.

This method makes it possible to decompose the generalizing indicator into deviation factors.

balance method is to compare interrelated indicators of the organization's performance to identify the influence of individual factors, as well as to search for reserves to improve the organization's performance. At the same time, the relationship between individual indicators is expressed in the form of equality of the results obtained as a result of certain comparisons.

elimination method, which is a generalization of the methods of index, balance and chain substitutions, makes it possible to single out the influence of a single factor on the general indicator of the organization's performance, based on the assumption that the remaining factors acted under other equal conditions, i.e. as planned according to plan.

Graphic method is a way of visually illustrating the activities of the organization, as well as a way to determine a number of indicators and a way to formalize the results of the analysis.

Functional cost analysis(FSA) is a systematic research method used in accordance with the purpose of the object under study (processes, products) in order to increase the beneficial effect, that is, the return per unit of total costs for life cycle object.

The most important feature of the functional cost analysis is to establish the appropriateness of the list of functions that the designed object must perform in certain specific conditions, or to check the need for the functions of an existing object.

Economic and mathematical methods of analysis are used to select the best options that determine management decisions in existing or planned economic conditions.

• assessment of the production plan developed using economic and mathematical methods;
• optimization of the production program, its distribution between workshops and individual types of equipment;
• optimization of the distribution of available production resources, cutting materials, as well as optimization of norms and standards of stocks and consumption of these resources;
• optimization of the level of unification of individual components of the product, as well as technological equipment;
• determination of the optimal size of the organization as a whole, as well as individual workshops and production sites;
• establishing the optimal range of products;
• determination of the most rational routes for intra-factory transport;
• determination of the most rational terms of operation of equipment and its repairs;
• comparative analysis of the economic efficiency of using a unit type of resources from the point of view of the optimal variant of a management decision;
• determination of possible intra-production losses in connection with the adoption and implementation of the optimal solution.

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

Development and adoption of a management decision is usually the choice of one of several alternatives. The need to make managerial decisions is determined by the conscious and purposeful nature of human activity. This need arises at all stages of the management process and is part of any management function.

The nature of managerial decisions being made is very much influenced by the completeness and reliability of information available on a given situation. Based on this, management decisions can be made both under conditions of certainty (deterministic decisions) and under conditions of risk or uncertainty (probabilistic decisions).

Management Decision Making Process- this is a cyclic sequence of actions of the subject of management aimed at resolving the problems of a given organization and consisting in analyzing the situation, generating alternative options and choosing the best option from them, and then implementing the chosen management decision.

The practice of preparing and executing managerial decisions gives numerous examples of errors at all levels of economic management. This is the result of many reasons, since the development of the economy consists of a large number of various situations requiring their permission.

The most important place among the reasons for the adoption and implementation of ineffective management decisions is ignorance or non-compliance with the technology for their development and organization of their implementation.

An important role is to be played by the cybernetic approach to the development of managerial decisions, which has become known as the theory of decision making. It is based on the wide use of the mathematical apparatus and modern computer technology.

The main properties of a management decision are that it (Fig. 1.4):

• 1) always aimed at solving the problem;
• 2) has the power to concentrate efforts on solving the problem. That is how it is perceived by the staff. Even if it is aimed, say, at the liquidation of a subdivision or its division into several subdivisions, it requires concentration of efforts on this action. A decision is a quantum of effort leading to change;
• 3) relieves or reduces tension in people's activities. It answers the question: "What to do?";
• 4) is an organizational factor joint activities, bears ordering and responsibility.

Rice. 1.4.

The main requirements for management decisions are presented in fig. 1.5.

Rice. 1.5.

Purposefulness of the decision, compliance with its purpose. Each decision must be specific and understandable in relation to the purpose of management. The goal answers the question: why is the decision made, what is its significance in the development of the organization, how does it lead to the achievement of the goal? The goal, as mentioned earlier, systematizes management decisions.

Targeting. This characteristic (property) answers the question: to whom is it intended, who, what links in the management system are the object of influence, who implements the decision and is responsible for its implementation?

Organizational clarity. The decision carries a certain organizational potential, sometimes it changes the organization of activities. At the same time, there should not be, and sometimes this happens, elements of disorganization. Let's remember the formula: "The road to hell is paved with good intentions." Does this formula occur in the implementation of some management decisions?

Concreteness. Vague, half-hearted solutions that have not been worked out for the problem and situation, general ones (such as "strengthen, multiply, pay attention") cannot be effective.

Timeliness. As a rule, decisions are made when the situation and the problem become clear. But the processes in which these problems are observed can become irreversible if the appropriate decision is not made in time. But what does “on time” mean, how is timeliness determined and measured? The maturity of the problem, the highest severity of its manifestation, the possibilities of its solution in this situation. All this can be established during the analysis. But the timeliness of a solution is not only a solution at the peak of the severity of the problem, at the maximum level of the risk of irreversibility. Timeliness differs from prematureness in that it takes into account not only the state of the problem, but also the conditions and possibilities for its solution. Obviously, there is a range of success along the trajectory of the consequences of various types of management decisions, i.e. cluster of timely management decisions.

Authority. This requirement reflects the perception of the decision by the organization (performer, group, socio-economic system, etc.) from the standpoint of performance, importance, responsibility. After all, the managerial decision is made not only by the manager, it is also made by the staff. And here it is important what powers are behind the managerial decision, how "strong" these powers are. Of course, a decision can also be of an informal type, but it must also be authoritative, only here the authority of the leader plays the role of authority, this is a kind of "informal authority".

Feasibility. It means the availability or provision of the necessary resources, taking into account the situation or the competent capabilities of personnel. Practice shows that solutions may be unfeasible or may be implemented only partially. Decisions reflect the possible or only the desirable. Often decisions can hide the secret intentions of the manager. For example, you can give the performer a deliberately impossible task (solution) in order to check his attitude to the case or to gain additional "argument" of his incompetence. This approach is sometimes used.

Controllability. Each of the decisions should include the possibility of monitoring its implementation. It depends on other characteristics - specificity, targeting, etc., but at the same time it can be a separate subject of analysis and evaluation. There are solutions in practice that are difficult to control or that do not provide for control.

Resource intensity. It is difficult to overestimate her. Different solutions require different resources (time, information, human, economic, technical, etc.) and in different amounts and proportions.

functional certainty. Any decision is implemented within the framework of certain management functions, therefore, as a characteristic of a management decision, one can also name the functions that it covers, how it "falls" on functional structure management system, whether it carries certainty about the answers to these questions. After all, the possibility is not ruled out that there is no function for implementing the solution in the control system. Then there are difficulties of a methodological and organizational nature, because management decisions are the main element of each management function: planning, organization, coordination, motivation and control, since their implementation also requires a decision.

Validity. During its development, such a period should be calculated. It can also be represented as a step-by-step implementation of the solution, when each step provides for a certain duration.

Responsibility system. In general, there is a permanent system of distribution of responsibility. A managerial decision can either fit into it, or require some adjustment or addition to it. It all depends on the type of decision, its importance, nature and content. This characteristic also makes it possible to evaluate the solution.

Technology development and practical implementation. It's an assessment of how it fits technology system management decision in common technology management and how rational it is in terms of the sequence of operations, saving time, using methods, technical means etc.

Argumentation. It reveals the necessity, usefulness of the decision, shows its timeliness and peculiarity, and also contributes to a better perception and understanding of the decision by the staff. Argumentation carries a charge of personnel activity. It is easier to execute a decision if it is clear why it was developed, if its meaning and purpose are clear.

Formulation. The formulation of the decision reflects the energy of the activity, the approach to the problem, the attitude towards the staff. After all, a decision is, among other things, a psychological act.

The main properties and basic requirements for making managerial decisions must be taken into account when developing and implementing managerial 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 this level of decision-making, it is necessary 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, financial or marketing audit(assessment) of activities that can help the manager make the best decision with the least loss to 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. General methodological approaches, used for the analysis of the management decision methodology 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, turnover working capital, 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 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 a social package and a flexible bonus 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 resolve a controversial issue, the head can involve the legal service, and to develop strategic plan use the services of a group of analysts. 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 clear expression of the will of the majority of members. 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, development and transparency. 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 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.

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 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 reduction of activities, change in 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.

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 goals specify the 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, and the implementation of the mission. Boost 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 employees to complete the task, redistribute functions and powers, conduct general meeting, are examples of organizational decisions. Such decisions are an integral part of the management process.

Technical solutions are operational decisions that are necessary to ensure labor, production processes, supply necessary resources, materials, information. Install software in the department, replace the broken machine, pay travel expenses, direct the worker to an important production area, 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 of personnel work and 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 afraid 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 oneself, lie in the peculiarities of the psychology of the personality of employees. Significant are: emotional interaction between members of the labor collective, behavioral models 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 characteristics of managers affect 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, move up the career ladder, have social guarantees and motivation to participate in important decision making. Has the meaning personnel policy, socio-psychological climate in the team, culture, the ability to realize democratic style guides.

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 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 Russian Federation, foreign citizens and stateless persons (hereinafter referred to as citizens) from a 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 residence;

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, facilities Catering, objects and means of entertainment, objects of educational, business, recreational, sports and other purposes, organizations engaged in tour operator and travel agency activities, as well as organizations providing excursion services and services of guide-interpreters;

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- These are usually 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.

The decisions that are made in tourism organizations depend on the type of tourism activities(tour operator, travel agent, 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 stability. 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.

Methods of expert assessments: Delphi, round table, brainstorming, scenario method, weighted average 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 total strength personnel),
• the level of labor discipline (the ratio of the number of cases of violation of labor and performance discipline to the total number of staff),
• 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 discover causal 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 tourism products High Quality. 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. A tourism organization must fulfill all its obligations, anticipate the wishes of tourists and take care of the high quality of their service. 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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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 in various 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 final choice one of the alternatives. On the other hand, a management decision, as the choice of an alternative, is accompanied by a procedure for its adoption (there are also various ways acceptance - groups, decision makers, etc.), which includes the distribution of work between employees of the organization, the adoption of an action plan, the formulation of the task and organizational - practical work to achieve the set goals. Thus, the managerial decision, as the choice of an alternative, determines the entire practical activities on 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 in the external environment affect 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 management 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 - the divisions 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 restructuring debt obligations in the context of applying federal law"On bankruptcy and financial recovery of the 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 according to the content of 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 of consumer services for the 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 condition affects the decisions of state and municipal government whose functions include the creation of 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 for 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. Accepted strategic goals can 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 the internal environment play 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 individual aspects of 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, the decomposition of the goal ("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 the overall goal is carried out “from the bottom up”: the achievement of the goals of the lower links creates a certain resource or means for achieving the goal of 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 inflated goals, limited resources, lack of information or time to achieve goals, low professional level 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 personal qualities leader

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. What role does organizational culture play in the process of developing management decisions

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 internal regulations organizations.

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 a 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 efficient process solution development. 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 the legal support of organization management play in the process of developing management decisions

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 causes the corporate governance structure

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 harmonization of goals and resources, coordination procedures various types 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 "management decision making" is associated with the organization's established procedure for making management decisions according to the responsibility and authority of the decision maker. 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. In the functional units, 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 normative documents regulating the rights and duties 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. The weak side 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, marketing methods have become more widespread.

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. Using systems approach and goal tree.

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, separate subdivisions (with high independence in management) may appear in the organization, 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 needs to be implemented in the implementation marketing concept 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 of the 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 units are formed in organizations, the functions of which include the collection, processing and systematization of information on product quality, quality level planning, etc. (such units 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 ways performance measurements. 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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essence, characteristics managerial decision and its role in the management system. Analysis of the external and internal environment of LLC "Ufimsky Crane Plant". Conditions and factors of management decision quality, recommendations for its improvement.

term paper, added 06/03/2011


The essence and content of the main management functions, the criteria for their classification and place in the management system. The role of management functions in the formation of the management structure. Improving the application of management functions in a municipal organization.

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 to study and practical application different methods of development and adoption of managerial decisions arises at the stage of formation of 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 is the result of managerial 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 not very quality solution with the right, successful selection by the performer leads to a positive outcome, and vice versa, good decision with bad performers, it 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.