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2. Classification of management decisions

Responsibility for making important decisions is a heavy moral burden, which is especially pronounced at the highest levels of management. However, leaders of any rank deal with property belonging to other people and through it influence their lives. If a manager decides to fire a subordinate, the latter can suffer greatly. If a bad employee is not stopped, the organization can suffer, which will negatively affect its owners and all employees. Therefore, the leader, as a rule, cannot make ill-considered decisions.

The variety of solutions is a certain complex, the understanding of which is facilitated on the basis of systems approach, which allows one to reveal a rigorous system of solutions. In such a system of decisions, both general features and specific features inherent in certain types solutions.

2.1. The main differences in management decisions.

Goals. The subject of management (be it an individual or a group) makes a decision not based on his own own needs but in order to solve the problems of a particular organization.

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

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

Professionalism. In private life, each person independently makes decisions by virtue of his intellect and experience. In the management of an organization, decision-making is a much more complex, responsible and formalized process that requires vocational training. Not every employee of the organization, but only those with certain professional knowledge and skills are empowered to make certain decisions independently.

Having considered these distinctive features of decision-making in organizations, we can give the following definition of managerial decision.

A managerial decision is a choice of an alternative made by a manager within the framework of his official powers and competence and aimed at achieving the goals of the organization.

2.2. Classification of management decisions

In the process of managing organizations, a huge number of a wide variety of decisions with different characteristics are made. However, there are some common features that allow this set to be classified in a certain way. Such a classification is presented in table 1:

Table 1.

Classification of management decisions

Let's look at the table in more detail.

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

The significance of the goal. Decision-making can pursue its own, independent goal or be a means to contribute to the achievement of a goal of a higher order. Accordingly, decisions can be strategic, tactical or operational.

Strategic decisions. Such decisions usually deal with the root problems. They are accepted on the scale of the control object and above, designed for a long period of time, for solving promising problems.

Strategic Goals are goals that address large-scale problems and apply to the company as a whole.

Strategic decisions are the most important decisions. They are particularly significant for competitiveness and have high cost implications. Such decisions are associated with significant transformations of the organization (change of technology, change of goals, renewal of personnel).

tactical decisions. Such solutions usually provide the implementation strategic objectives. In time, they do not exceed one year.

Tactical goals are tasks that provide for the solution of particular problems, outlined by middle managers and describe the steps that the organization's strategic goals require.

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

Operational goals are tasks that provide solutions to current issues, outlined by lower managers and describe the actions necessary to achieve tactical and strategic goals.

Sphere of influence. The decision can be made with the aim of affecting the work of the organization as a whole, in which case it will be global. The result of the decision may affect one or more departments of the organization. In this case, the solution can be considered local. These decisions do not affect the activity of the entire system, however, for the collective of the subsystem in respect of which they are made, they may be in the nature of general or particular decisions.

Implementation duration. The implementation of the solution may take several hours, days or months. If a relatively short period of time elapses between the adoption of a decision and the completion of its implementation, the decision is short-term. At the same time, the number and importance of long-term, long-term solutions, the results of which can be removed for several years, are increasing.

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

Solution development method (algorithm). Some decisions, as a rule, are typical, repetitive, and can be successfully formalized, i.e. taken according to a predetermined algorithm. In other words, a formalized decision is the result of performing a predetermined sequence of actions.

For example, when drawing up a schedule for the repair of equipment, the shop manager may proceed from a standard that requires a certain ratio between the amount of equipment and maintenance personnel. If there are 50 pieces of equipment in the shop, and the maintenance standard is 10 pieces per repair worker, then the shop must have five repairmen.

In the same way, when a financial manager decides to invest free funds in public securities, he chooses between various types bonds, depending on which of them provide the greatest return on invested capital at a given time. The choice is made on the basis of a simple calculation of the final yield for each option and the establishment of the most profitable one.

Formalization of decision-making increases the efficiency of management by reducing the likelihood of error and saving time: no need to re-develop a solution every time a corresponding situation arises. Therefore, the management of organizations often formalizes solutions for certain, regularly recurring situations, developing appropriate rules, instructions and regulations.

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

Of course, in practice, most decisions occupy an intermediate position between these two extremes, allowing both the manifestation of personal initiative and the use of a formal procedure in the process of their development.

Number of selection criteria. If the choice of the best alternative is made according to only one criterion (which is typical for formalized decisions), then the decision made will be simple, single-criteria. And vice versa, when the chosen alternative must satisfy several criteria at the same time, the decision will be complex, multi-criteria. In management practice, the vast majority of decisions are multi-criteria, since they must simultaneously meet such criteria as: profit volume, profitability, quality level, market share, employment level, implementation period, etc.

Decision-making form. The person making the choice from the available alternatives of the final decision can be one person and his decision will be, accordingly, the sole one. However, in modern management practice, complex situations and problems are increasingly encountered, the solution of which requires a comprehensive, comprehensive analysis, i.e. participation of a group of managers and specialists. Such group, or collective, decisions are called collegial. Increasing professionalization and deepening the specialization of management lead to widespread collegial forms of decision-making.

It must also be borne in mind that certain decisions are legally classified as collegial. So, for example, certain decisions in a joint-stock company (on the payment of dividends, distribution of profits and losses, major transactions, election of governing bodies, reorganization, etc.) are referred to the exclusive competence of the general meeting of shareholders. The collegial form of decision-making, of course, reduces the efficiency of management and "blurs" responsibility for its results, but it prevents gross errors and abuses and increases the validity of the choice.

Solution fixing method. The predominant form is written (documented) decisions. This form of decision allows you to introduce that element of stability, orderliness and fixing of information, without which management is unthinkable.

Nevertheless, an important place is also occupied by oral (undocumented) decisions, which in the activities of the managerial and production apparatus constitute the most operational part of it. Such decisions may involve important issues and should be backed by accountability for implementation.

Another form of solutions are solutions used in automated systems. These are coded solutions that are applied to special documents, punched cards, and various magnetic media.

The nature of the information used. Depending on the degree of completeness and reliability of the information that the manager has, managerial decisions can be deterministic (taken under conditions of certainty) or probabilistic (taken under risk or uncertainty).

Deterministic decisions are made under conditions of certainty, when the manager has almost complete and reliable information regarding the problem being solved, which allows him to know exactly the result of each of the alternative choices. There is only one such result, and the probability of its occurrence is close to one. When deciding to launch a particular product, the manager can accurately determine the level of production costs, since rental rates, the cost of materials and labor can be calculated quite accurately.

Analysis of managerial decisions under certainty conditions is the simplest case: the number of possible situations(options) and their outcomes. You must select one of the available options. The degree of complexity of the selection procedure in this case is determined only by the number of alternative options.

However, few decisions are made under conditions of certainty. Most management decisions are probabilistic.

Decisions made under conditions of risk or uncertainty are called probabilistic.

Decisions made under conditions of risk include those whose outcomes are not certain, but the probability of each outcome is known. For example, life insurance companies, based on analysis of demographic data, can predict death rates in certain age categories with a high degree of accuracy and, on this basis, determine insurance rates and insurance premiums that allow them to pay insurance premiums and make a profit. Such a probability, calculated on the basis of information that makes it possible to make a statistically reliable forecast, is called objective.

In some cases, however, the organization does not have sufficient information to objectively assess the likelihood of possible events. In such situations, leaders are helped by experience that shows what exactly can happen with the greatest probability. In these cases, the assessment of the probability is subjective.

Analysis and decision-making under risk conditions are most often encountered in practice. Here they use a probabilistic approach, which involves predicting possible outcomes and assigning probabilities to them. In doing so, they use:

a) known, typical situations (such as - the probability of the coat of arms appearing when tossing a coin is 0.5);

b) previous probability distributions (for example, the probability of a defective part is known from sample surveys or statistics from previous periods);

c) subjective assessments made by the analyst alone or with the involvement of a group of experts.

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

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

1) try to get additional information and re-analyze the problem in order to reduce its novelty and complexity. Combined with experience and intuition, this will enable him to assess the subjective, perceived likelihood of possible outcomes;

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

Reasons for making a decision. Intuitive solutions. A purely intuitive decision is a choice made only on the basis of a feeling that it is correct. The decision maker does not consciously weigh the pros and cons of each alternative and does not even need to understand the situation. It's just that a person makes a choice. What is called insight or sixth sense are intuitive solutions.

Decisions based on judgments. Such decisions sometimes seem intuitive because their logic is not obvious. A judgmental decision is a choice based on knowledge or experience. A person uses knowledge of what has happened in similar situations before to predict the outcome of alternative choices in the current situation. Based on common sense, he chooses an alternative that has brought success in the past.

Judgment as the basis of organizational decision is useful because many situations in organizations tend to be repetitive. In this case, the previously adopted solution may work again no worse than before.

Since the decision based on judgment is made in the head of the manager, it has such a significant advantage as the speed and cheapness of its adoption.

Rational decisions. The main difference between rational and judgmental decisions is that the former does not depend on past experience. A rational decision is justified through an objective analytical process.

Place and functions in the management process. Assessment of the situation (external conditions) is usually associated with the preparation of a specific action, but at the same time is an independent task. It is impossible to assess the situation only by inference based on the judgments contained in the initial information. Usually there is no full guarantee of correct recognition of the true state of affairs and circumstances. The assessment of the situation itself contains all the main signs of preparation and decision-making.

Making a decision about what information should be considered true is called an information decision. An information solution involves the transformation of information into a form that best suits a specific management task.

For example, for some time, the head of an enterprise receives a wide variety of information about the state of work in various areas. As a result of processing this information and comparing it with an earlier one, the manager develops his own idea of ​​the production situation, that is, he compiles its mental model. This is the information solution.

An organizational decision is a choice of alternatives that a manager must make in order to fulfill the responsibilities of his position. Its goal is to ensure movement towards the tasks assigned to the organization.

The organizational decision consists in determining the structure, distributing functions between departments and officials, establishing subordination and relationships.

A feature of organizational decisions is their orientation to a relatively wide range of situations. Even single-purpose organizations may face a variety of conditions in carrying out the task at hand. Therefore, their necessary qualities are adaptability (the ability to adapt to the environment) and resistance to extraneous influences.

The most complex and responsible solutions are those that are called technological or managerial-technological. Class of technological solutions in production organizations includes, in particular: the definition of the goal, the establishment of readiness for the production of work and the determination of their main direction, the distribution of forces, means and method of carrying out work, the setting of tasks for units.

The most responsible in the class of technological solutions is the definition of the goal, on the basis of which the remaining elements of the solution and the efficiency criterion are built. In this case, the goal is not an external factor in relation to the technological solution, but part of its content.

In a number of cases, the initial goal, even if clearly formulated, undergoes significant changes in the process of preparing a technological solution, additional goals and sub-goals appear.

Technological solution always sets a specific action, while an organizational action is not associated with specific actions, its content and method of implementation.

Not easy. It has a lot of subtleties and underwater reefs, well known professional managers. Every organization develops managerial decisions. And in every organization, the practice of developing and making managerial decisions has its own characteristics, determined by the nature and specifics of its activities, its organizational structure, the current communication system, ...

From the growth rate of total assets, which indicates a slowdown in the development of the enterprise and its deterioration financial condition in this period. 5. METHODOLOGICAL RECOMMENDATIONS FOR MANAGEMENT DECISIONS ON THE BASIS OF FINANCIAL ANALYSIS 5.1 Analysis of the creditworthiness of OJSC MMK im. Ilyich" Enterprises often resort to the services of commercial banks to cover their additional ...

Considered both as an organizational act and as one of the central components of the organization's management process. The paper describes two approaches to making managerial decisions. One of the approaches was considered by the American economist M.Kh. Meskon, the second - A.G. Piston. 2. The mechanism for the development, adoption and implementation of management decisions Decision making is a multi-stage organizational ...

And those who analyzed the decisions do not participate in its implementation, and the performers do not take part in the preparation and discussion of the decisions being prepared. Management decision-making in an organization is often mistakenly viewed as an individual rather than a group process. It is the organization, not the individual leader, who must respond to emerging problems. And not just one leader, but all the members...

A managerial decision is a creative and volitional influence of the subject of management, based on the knowledge of the objective laws of the functioning of the controlled system and the analysis of management information about its state, aimed at achieving the set goals.

Object of management decision system or operation.

The subject of managerial decisions can be both a control subsystem of the organizational and production system, and a decision maker.

For the practical implementation of a targeted impact on the control object, the decision made (depending on the level at which it was made, the complexity and duration of the action) is specified in the form of an appropriate action program. The program includes a list of activities, methods for their implementation, terms and boundaries of actions, a circle of performers and the necessary funds, as well as the necessary results and criteria for their evaluation.

The program determines the place of each production unit in the process of achieving the set goals. At the same time, actions and resources structural divisions coordinated and coordinated in space and time. At the same time, the decision, as a rule, is of a directive nature and becomes, as it were, a signal, an impulse that prompts production teams to act.

The concept of alternative and option

The encyclopedic dictionary defines alternative like each of the mutually exclusive possibilities, the need to choose between mutually exclusive possibilities.

Under option in this case, it is understood as a modification, variety (another development of the project plan).

In this way, choice of alternative is actually the choice of the direction of the solution, and choice of option is the choice of how to implement the chosen alternative.

Both of these terms are used in the theory and practice of decision making. The authors consider it more correct to use the term "alternative".

Features and differences of a management decision from other types of decisions

A managerial decision has both features inherent in all decisions made by a person, regardless of the field of activity (the presence of a conscious and purposeful choice), and special features that are characteristic of decisions made in the management process.

Management decision:

• forms a control action, thus linking the subject and object of control;
• becomes the result of a person's creative mental activity, which is based on the knowledge and conscious use of objective laws, the attraction of personal experience;
• determines the range of actions of the subject and object of management to achieve the general goals of this system, i.e. leads to action, practical results.

Thus, a managerial decision is a creative act of purposeful influence of the subject of management on the object, based on knowledge of objective laws and experience and leading to practical results.

A managerial decision can be defined as a creative act due to the fact that the development and adoption of a decision is an original process, even if it is used to develop formal models, since the solution obtained using the model is not final. Before the received version is approved and submitted for execution, it is discussed and analyzed from the point of view of factors not taken into account in the formal description of the problem.

Pointing out that in the course of the process of developing and implementing a decision, the manager consciously (creatively) applies his scientific knowledge and experience in practice, we thereby note the presence of a subjective moment, from which no decision made by a person is free.

The presence of the subjective in a managerial decision is not a negative phenomenon, provided that the objective moment prevails in it, which can be judged by the tactical results of the implementation of the decision, since only by practice does a person prove the correctness of his hypotheses, the validity of concepts, the accuracy of knowledge. The maximum objectification of the subject's ideas about the problem being solved is achieved through the use of scientific methods in the course of its solution, therefore, the definition emphasizes that a managerial decision must be scientifically justified, i.e. taken by the manager on the basis of knowledge of objective laws and scientific prediction of their action and development in the future.

Systematizing the variety of properties of managerial decisions, we can distinguish the following aspects:

1. economic:

• efficiency of use of all types of resources; material interest of personnel;
• validity of management decisions; maximization of economic effect;

• informal structure of working groups;
• quality of work activity; development of a system of participation in management;
• extra-productive activities of informal groups;

• delegation of authority; localization and elimination of conflicts; division of labor;
• structuring management functions;

• compliance with legal norms in the preparation, adoption and implementation of management decisions;
• giving the managerial decision the form of a normative or administrative act;
• observance and compliance with the competence of personnel in decision-making;
• distribution of responsibility for the implementation of the decision

• taking into account the innovative readiness of personnel;
• assessment of the socio-psychological climate;
• professional qualities of the leader;
• business qualities of the leader and the psychological warehouse of the personality of subordinates;

• educational character of managerial decisions;
• qualification growth of personnel;
• formation of positive moral attitudes (formation of corporate culture).

The difference between managerial decisions, for example, from engineering decisions lies in the object of management (the developer makes decisions about the mechanisms, details, the manager - about the organization of the production of these details). A special role is assigned to the manager not only during the development of a decision and its adoption, but also in the implementation and control of execution, since this stage carried out Feedback and the manager can exercise corrective control actions.

Management decisions made at various levels have their own peculiarities:

1. state level:
   • breadth of coverage (circle involved in the execution of the decision or affected by this decision);
   • the scale of the problems being solved;
   • responsibility to society - financial, socio-political, moral and ethical, environmental.
2. top-management (top management level) - strategic, o highly responsible;
3. middle-management (level of functional chiefs) - tactical, current, with a high expert level and level of argumentation;
4. the level of supervisors (junior chiefs) - operational, specific, clearly formalized, controlled.

Classification of management decisions

Classification of solutions allows you to study their features and choose the most effective in a particular problem. However, due to the complexity of the conditions (influencing factors), decision-making goals, requirements and decision structure, it is problematic to create a simple and clear classification of them. Therefore, they can and do exist. various classifications management decisions.

The choice and practical use of one or another classification is determined by the specific conditions of decision-making. In a generalized form, the classification of management decisions is presented in the table.

Let us consider the classification features that require explanation in more detail.

By the nature of the process decision making are:

• intuitive decisions - a choice made only on the basis of a feeling that it is correct. The decision maker does not consciously weigh the pros and cons of each alternative and does not even need to understand the situation. What we call insight or sixth sense are intuitive solutions;
• Judgmental decisions are choices based on knowledge or experience. A person uses knowledge of what has happened in similar situations before to predict the outcome of alternative choices in the current situation. Based on common sense, he chooses an alternative that has brought success in the past. However, the judgment cannot be related to the new situation, because the manager has no experience on which he could base a logical choice. This should include any situation that is new to the organization, such as a change in product mix, the development of a new technology, or the testing of a reward system that differs from the current one. In a complex situation, the judgment may turn out to be wrong, since the factors that need to be taken into account are too many for the "naked" human mind and he is not able to cover and compare them all;
• rational decisions. The main difference between rational and judgmental decisions is that the former does not depend on past experience. A rational decision is justified through an objective analytical process.

By number of alternatives allocate:

• standard solutions - an unambiguous choice, but it does not have the character of unconditional correctness and may not quite correspond to the true cause of the problem;
• multiple solutions. The multivariant variety of solutions is not so common, it is characterized by a variety of solutions;
• innovative solutions - a choice in the absence of obvious alternatives. In this case, there is a process of switching from rational to creative thinking, and then back to rational. When analyzing solution options, the method of combining the best features of known alternatives can be used.

By decision frequency allocate:

• one-time solutions - solutions to major problems. An example of such decisions may be the decision to create or liquidate an enterprise;
• cyclic solutions are solutions to problems that have a known cycle. An example of cyclic decision management: once a year, decisions are made on the execution of the current year's budget and the adoption of the budget for the next year;
• frequent decisions - decisions that need to be made at random times on unrelated problems so often that the process can be considered continuous.

By time of occurrence of consequences for the control object allocate:

• strategic decisions - decisions regarding a set of actions aimed at achieving the goals of the organization through its adaptation (adaptation) to changes in the external environment. The strategic decision is realized through the allocation of resources, adaptation to the external environment, internal coordination and organizational strategic foresight. The tool for making such decisions is strategic planning, i.e. defining the managerial process for creating and maintaining a strategic alignment between the firm's goals, its potential and marketing opportunities. Strategic planning often relies on a clearly articulated company mission statement, a statement of subsidiary goals and objectives, a sound business portfolio, and a growth strategy;
• long-term decisions - decisions aimed at the adoption and implementation of long-term plans;
• current decisions - decisions that develop and refine promising decisions and are made within the framework of a subsystem or stage of one of its cycles, for example, a development cycle. Current solutions cover production processes for the manufacture and supply of subsystems (main blocks and components) of the product;
• operational decisions - decisions covering production processes for the manufacture and supply of elements of a lower (in relation to those discussed above) level, bringing the planned task to specific performers in each division. Operational decisions are made regarding a specific element of the lower level of the product (for example, packaging material) or element of the production system (for example, the loading of a specific workplace for the current work shift);
• stabilization decisions - decisions taken to ensure that the system and its subsystems are in the area of ​​controllable or admissible states.

By the number of subjects influencing decision-making, allocate:

• determining decisions - decisions made by one specialist or manager;
• competitive decisions - decisions made by two specialists;
• adaptive decisions - decisions taken collectively, based on the assessments of a group of experts.

By solution development technologies allocate:

• organizational decisions, the purpose of which is to ensure movement towards the tasks assigned to the organization. Therefore, the most effective organizational decision becomes the choice that will actually be implemented and will make the greatest contribution to the achievement of the ultimate goal. Organizational decisions can be classified as programmed and non-programmed:
• programmed decisions - the result of implementing a certain sequence of steps or actions, similar to those taken when solving a mathematical equation. As a rule, the number of possible alternatives is limited and the choice must be made within the directions given by the organization. Programming can be considered an important aid in making effective organizational decisions. By determining what the solution should be, management reduces the chance of error. There is also a time saving, since subordinates do not have to develop a new correct procedure every time the appropriate situation arises. Not surprisingly, management often programs solutions for situations that recur with a certain regularity;
• unprogrammed decisions - are made in situations that are new to a certain extent, internally unstructured or associated with unknown factors. Since it is impossible to draw up a specific sequence of necessary steps in advance, the manager must once develop a decision-making procedure. Among the non-programmed decisions are the following types: what should be the goals of the organization, how to improve products, how to improve the structure of the management unit, how to increase the motivation of subordinates. In each of these situations (as is most often the case with non-programmed solutions), any of the factors can be the true cause of the problem. At the same time, the manager has many options to choose from;
• compromises are decisions made from the standpoint of a systematic approach and taking into account the possible consequences of a management decision for all parts of the organization.

By predictive efficiency allocate:

• ordinary decisions - decisions in which the efficiency of spending resources per unit of the effect obtained corresponds to the norms and standards adopted for the industry in question, type of activity. Among ordinary solutions, the following types of solutions can be distinguished:
• ineffective - not allowing to solve the problem; rational - allowing to solve the problem;
• optimal - allowing to solve the problem in the best way in a certain sense or to build the best system in a sense determined by the criterion;
• synergetic solutions - solutions in which the efficiency of spending resources per unit of the effect obtained increases sharply, i.e. the effect is clearly expressed disproportionately increasing. Synergistic solutions appear, for example, in the development of new technologies. Since the effect is most often expressed in terms of money, the synergistic effect is most often found in financial sector. IN financial management such decisions are called the leverage effect. The synergy indicator of a managerial decision can be included in the performance evaluation criterion, in particular, as an additional parameter of the effect;
• asynergistic decisions are decisions that lead to a disproportionate decrease in the efficiency of the system and (or) operation. Among the most common reasons for such decisions are: delayed decision, lack of necessary resources, low level of organization, motivation, etc.

By degree the importance of taking into account time constraints are distinguished by:

• real-time decisions - decisions made and implemented quickly enough to control and manage an object, including in the event of emergency control situations. This category of decisions includes all decisions on real processes;
• decisions made during one of the stages - decisions limited in time within a certain stage;
• decisions that do not have explicit time limits for their adoption are, first of all, decisions regarding the start of a process or a single action;

By the composition and complexity of the implementation of the solution allocate:

• simple decisions - decisions that are implemented when performing one action;
• process decisions - decisions implemented when performing a certain set of interrelated actions:
• algorithmic decisions - with a clearly defined sequence, deadlines for the implementation of component actions and a certain responsibility for their implementation;
• vague decisions - poorly structured in terms of constituent actions and deadlines for their implementation, i.e. decisions in which there is no unambiguous distribution of duties and (or) responsibility for the implementation of the actions that make up the decision.

By the nature of taking into account changes in the conditions for implementing the solution allocate:

• flexible solutions - solutions, the implementation algorithms of which provide for various options for actions depending on the emerging conditions;
• hard decisions - have the only implementation option under any conditions and state of subjects and objects of management.

Other approaches to classifying solutions are also possible. This is due to the variety of solutions and factors that are significant for a particular case. However, the above list of classification features shows the variety of types and characteristics of solutions, due to the complexity of the object; characterizes the list of those parameters that should contain the conditions of the decision being made; shows the validity of the inclusion of the academic discipline "Management Decisions" among the mandatory for a specialist in the field of management.

In general, knowledge and use of the classification features of managerial decisions makes it possible to structure the task facing the manager. This allows you to more clearly formulate and solve management problems and contributes to the concentration of efforts and more efficient use of time and money in the development of solutions.

Solving the problems that make up the essence of the management process is a volitional action of the manager on the object of management in order to achieve the goal set for him. The results of managerial decisions, especially in large organizations, occupy the interests of many workers.

Management decisions are considered from different points of view. Their classification is necessary to determine the general and specific approaches to their development, implementation and evaluation, which allows to improve their quality, efficiency and continuity of management. Management decisions are classified according to the following criteria:

By function- planned, organizational, regulating, activating, control. An example of organizational decisions is the creation of a joint-stock company, the distribution of official duties. Coordinating decisions are mainly operational in nature (distribution of current work among performers). By activating decision management processes. Control decisions are aimed at evaluating the actions of subordinates.

By nature of action- directive, normative, methodical, recommendatory, allowing, orienting.

Directive decisions are developed by the highest management bodies on important current and future problems of the organization and are binding on the lower levels of management. Advisory decisions are prepared by advisory bodies, their implementation is desirable, but not necessary, since they are advisory in nature. Orienting decisions are intended for lower levels of government, operating in conditions of considerable freedom, and are predictive in nature.

By time of action- strategic, tactical, operational.

Strategic actions determine the main ways of development of the organization, and tactical - specific means of moving along them. So, the decision of the organization to enter the foreign market is strategic, and the decision to carry out individual measures to increase labor productivity is tactical. Operational solutions are solutions that are guided by the requirements of today.

Strategic decisions are made at the highest level of management of the organization, and tactical and operational - at a low level. Strategic decisions are proactive, which are influenced by external factors takes over the management of the organization, that is, takes the initiative. Tactical decisions have the character of a prescription, as they specify the instructions of the higher leadership.

In the direction of impact- internal and external.

Internal decisions are made directly in the organization and are aimed at improving the work on the organization and remuneration of labor, the introduction new technology and technology. External decisions are aimed at adapting the enterprise to changes in the external environment (increasing the competitiveness of products, expanding market share, etc.).

By way of acceptance- the decision is divided into individual and collective. Collective decisions can be advisory, compatible and legislative (parliamentary).

Consultative decisions provide that the person who makes it consults with the environment - subordinates or experts, and then, taking into account the recommendations made, makes his choice. Joint decisions are made as a result of agreement with all participants on the basis of consensus, while parliamentary decisions are based on the fact that the majority of persons involved agree with it.

By subject of management- allocate decisions of state, economic, entrepreneurial bodies and public organizations. For example, state bodies implement decisions by adopting legislative, organizational, administrative documents and carrying out organizational work.

According to the period of adoption - there are long-term (more than 5 years), medium-term (from 1 to 5 years) and short-term (up to 1 year) decisions. Long-term solutions should be predictive in nature, due to the vision of the future, which is the way out of the conditions and needs of the present. As a result, these solutions may not be implemented if the situation is different in the future. Medium-term decisions are reflected in mandatory plans and programs, in accordance with which specific practical measures are being implemented. Short-term decisions are usually reflected, as a rule, in oral and written orders and orders.

In terms of breadth of coverage, there are general and special solutions. Common solutions relate to the same problems that relate to different departments of the organization (salary terms, working hours, etc.). Special decisions are taken on narrow problems that relate only to one unit or group working in it.

By the nature of certainty, management decisions are divided into programmed and non-programmed. The programmed leads the logic of the development of the situation, in connection with which it remains to choose only the moment of the beginning of the action, the degree of their intensity and other parameters that optimize the result. Most often, such decisions are made in standard situations. In contrast, unprogrammed decisions are made in extraordinary circumstances, they require an individual creative approach that integrates experience, the results of special studies, the art of the manager.

According to the sphere of implementation, decisions are divided into those related to production, marketing, scientific research, personnel, etc.

According to the degree of completeness of information, management decisions are divided into those made under conditions of certainty, uncertainty and risk.

According to the degree of efficiency, solutions are divided into optimal and rational.

By preparation methods decisions are divided into creative, auristic and reproductive.

The classification of solutions allows you to streamline them and identify common patterns and characteristics inherent in their individual varieties. For each type of decision, an information system is developed that guides managers and specialists in preparing decisions, choosing the best option for the adopted and implemented decision.

1. Classification of management decisions

To characterize the presented classifications of management decisions:

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

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

In order of adoption: individual, collective and collegiate;

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

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

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

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

Give examples of each listed classification of management decisions.

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

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

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

Example:

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

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

Example:

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

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

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

Example:

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

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

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

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

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

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

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

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

Example:

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

Operational management decisionsperform a corrective role directly in the course of the production activities of the enterprise, solving problems that suddenly arise and cannot be delayed.

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

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

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

Example:

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

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

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

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

Example:

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

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

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

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

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

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

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

Example:

The manager engaged an external law firm to advise on any legal matters.

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

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

Example:

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

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

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

Example:

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

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

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

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

Example:

Where to put the computer on the desktop.

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

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

Example:

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

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

Example:

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

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

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

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

Rice. 1.5 - Classification of management decisions by content

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

Example:

Decreased defectiveness of finished products by 5%.

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

Example:

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

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

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

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

Example:

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

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

Example:

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

Example:

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

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

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

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

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

Example:

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

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

Example:

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

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

Example:

Conducting an internal audit

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

Example:

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

Example:

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

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

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

Economic Solutionsassociated 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.

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

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

Example:

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

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

Example:

Raising wages, introducing environmentally friendly equipment, improving sanitary conditions, strengthening safety requirements, conflict resolution.

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

The essence lies in the fact that the personnel of the company is involved in this work. For effective work, it is necessary to form a workable team, develop instructions and regulations, empower employees, rights, duties and responsibilities, establish a control system, allocate the necessary resources, including information, provide employees with the necessary equipment and technology, constantly coordinate their work.

Example:

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

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

Example:

Install software in a department, replace a broken machine, pay travel expenses, send a worker to an important production site.

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

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

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

Example:

Application for hiring a new employee

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

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

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

Example:

Oral order to establish the working hours on the day off

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

Example:

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

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

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

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

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

Example:

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

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

Example:

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

2. Target and processor technologies

managerial business processor

Target Technologies

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

Processor technologies

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

Target Technologies

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

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

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

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

Regulatory technology can lead to two main outcomes:

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

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

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

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

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

innovative and long-term nature of developments;

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

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

Example:

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

Drawing up a business plan.

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

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

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

Basic conditions for using this technology:

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

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

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

production of new goods, services, information or knowledge;

the presence of stable informal relationships in the team.

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

Example:

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

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

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

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

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

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

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

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

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

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

The main conditions for the use of this technology:

certainty and availability of management and production resources;

a pronounced separation of management and production;

a large volume of standard procedures, situations and decisions.

Example:

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

Development and implementation, for example, of the Federal Target Program "State Border of the Russian Federation"

Processor technologies

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

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

Rice. 2.1 - Classification of target technologies

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

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

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

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

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

the nature of production is predominantly mechanized.

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

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

Example:

1. decision and writing independent work on the exam.

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

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

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

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

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

Example:

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

Opening of a new city library in a place where there is no public transport

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

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

Example:

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

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

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

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

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

Example:

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

Instructing the teacher to the student to public lesson.

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

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

Example:

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

Maintaining journals of student progress in universities.

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

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

Example:

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

Essay writing, independent study educational literature as a student's motivation to receive automatic final grades for the semester (year).

List of used literature

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