The concept of management decision

Solution It is always an alternative choice.

Under management decision imply the choice of an alternative in the process of implementing managerial functions.

Definition 1

Management decision- this is, first of all, a volitional and, at the same time, a creative and purposeful influence of the subject of management, which is based on knowledge of the objective laws of the functioning of the controlled subsystem, as well as on the analysis of information about its state.

object management decision is an operation or a system.

Subject managerial decision is the decision maker (DM), the control subsystem of the organizational and production system, etc.

The decision made, for its practical implementation (that is, a targeted impact on the controlled subsystem), as a rule, is specified in the form action programs. The latter mainly contains:

• list of actions (activities)
• methods for implementing these activities
• boundaries of action and deadlines
• performers
• necessary resources
• required results, as well as criteria (indicators) for their evaluation.

With the help of the program, the place of each controlled element of the system in the process of achieving the set tasks and goals is determined. Resources and activities structural divisions, at the same time, must be mutually consistent, as well as interconnected, both in time and in space.

Remark 1

Management decisions, for the most part, are of a directive nature and serve as an impulse, a signal to action for the participants in the controlled subsystem.

Classification of management decisions

By the nature of the adoption process solutions are divided into:

• intuitive(the choice is based only on the subconscious feeling that it is the right one)
• judgment based decisions(in this case, the choice is determined by the accumulated experience or knowledge)
• rational decisions(justified through an objective analytical process)

In addition, management decisions are classified into:

• strategic(these are mainly long-term solutions related to adaptation to external environment and aimed at achieving the main goals of the organization)
• promising(aimed at the implementation of long-term plans of the organization)
• current(this category of decisions, as a rule, is aimed at developing and clarifying promising solutions)
• operational- taken in relation to a specific element of the lower level of the product or element of the production system
• stabilization(decisions made in order to ensure that the system and its constituent subsystems are in the area of ​​acceptable or manageable states).

According to the solution development technology, there are:

• organizational- decisions, the main purpose of which is to ensure the movement aimed at solving the problems assigned to the organization. In turn, organizational decisions can be divided into two groups: programmed and unprogrammed. The first ones are the result of the implementation of a certain algorithm (sequence of actions, steps). Unprogrammed decisions- basically, they are accepted in fundamentally new situations (they, as a rule, are internally unstructured and are associated with an uncertainty factor). In this case, it is no longer possible to compose a predetermined sequence of necessary steps.
• compromises(decisions that are made, as a rule, from the positions systems approach; the possible consequences for all parts of the organization must be taken into account).

Many prominent scientists dealt with the problems of theory and practice of developing effective solutions. Any theory begins with the classification of the object of study, i.e. selection of similar groups. Treidsh D. "Management from the point of view of common sense" - 2003 - P. 99. As a result, the following classification of management decisions was made:

on a subject-object basis:

accepted by the state and accepted by the subject;

according to the degree of certainty of the situation:

certainty, uncertainty, risk;

in the form:

written, oral and coded;

by the nature of the goals and duration of actions:

strategic, tactical and operational;

according to the algorithm:

programmed and unprogrammed;

on the grounds:

intuitive, judgmental and rational;

general, private and local;

by organization:

individual, collegiate (group) and corporate;

by repeatability of execution:

same-type, heterogeneous and innovative (no alternatives);

predicted results:

with a certain result, with a probabilistic outcome;

by the nature of development and implementation:

balanced, impulsive, inert, risky, cautious;

according to the number of criteria:

single-criteria, multi-criteria;

in the direction of impact:

internal and external;

depth of impact:

single-level and multi-level;

Resource limits:

with restrictions, without restrictions.

Classification of decisions on the subject-object basis. The leading place among the subjects of management decisions is occupied by the state. The decisions taken by the state cover the entire society as a whole, all its spheres and regulate the behavior of all classes, social strata, groups and individual citizens without exception.

Laws act as the highest form of law, have the highest power and regulate the most important social relations.

Decisions made by the subject, which simultaneously acts as an object. This includes decisions based on public self-government. At present, this process is intensively developing, especially in connection with corporatization and the general increase in the role of the production team. Fatkhutdinov R.A. Development of a management solution. Textbook. M., 20010. -S. fourteen.

Classification of decisions according to the degree of certainty of the situation. Certainty. The decision is made under conditions of certainty, when the leader knows exactly the result of each of their alternative choices. An example of a certain decision is that the manager, at least in the short term, can determine exactly what the costs of producing a certain product will be, since rent, cost of materials and work force known or can be calculated with high accuracy.

Uncertainty. Decisions are made under conditions of uncertainty, when it is impossible to assess the likelihood of potential outcomes. Uncertainty is characteristic of some decisions that have to be made in rapidly changing circumstances. When faced with uncertainty, a manager can use two main options. First, try to get more information and re-analyze the problem. The leader combines this additional information and analysis with accumulated experience, judgment, or intuition to give a set of outcomes a subjective or implied credibility. The second possibility is to act or intuition and make an assumption about the likelihood of events. This is necessary when there is not enough time to collect additional information or the cost of it is too high.

Risk. Decisions made under risk are those whose outcomes are not certain, but the probability of each outcome is known. Probability is defined as the degree of possibility of a given event and varies from 0 to 1. The sum of the probabilities of all alternatives must be equal to one. Under conditions of certainty, there is only one alternative. The most desirable way to determine probability is objectivity. Probability is objective when it can be determined by mathematical methods or by statistical analysis of accumulated experience.

Classification of solutions by form. The predominant form is written 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 occupied by oral decisions, which in the activities of the administrative and production apparatus constitute the most operational part of it. Such decisions may concern important issues and must be backed by accountability for performance. Vikhansky O.S., Naumov A.I. "Management" textbook - 2012 - S. 98.

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.

Classification of decisions according to the nature of the goals and duration of actions. 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 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 decisions, as a rule, ensure the implementation of strategic objectives. In time, they do not exceed one year.

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.

Classification of the solution according to the algorithm. programmed solutions. Programmed decisions are 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. It is very important for the manager to have confidence that the decision-making procedure is, in fact, correct and desirable.

Obviously, if the programmed procedure becomes wrong and undesirable, the decisions made with it will be ineffective, and the management will lose the respect of their employees and those people outside the organization who are affected by the decisions made. Moreover, it is highly desirable to communicate the justifications for programmed decision-making methodology to those who use this methodology, rather than just offer it for use. Failure to answer "why" questions in connection with a decision-making procedure often creates tension and resentment for the people who must apply the procedure.

unprogrammed solutions. Decisions of this type are required in situations that are somewhat new, not internally structured, or involve unknown factors. Since it is impossible to draw up a specific sequence of necessary steps in advance, the manager must develop a decision-making procedure. Non-programmed decisions include the following types of decisions: what should be the goals of the organization, how to improve products, how to improve the structure management unit how to increase the motivation of subordinates. In each of these situations (as most often happens with unprogrammed 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.

In practice, few management decisions are programmed or unprogrammed in their pure form. Most likely, they are extreme mappings of a certain spectrum in the case of both everyday and fundamental decisions. Almost all solutions fall somewhere in between the extremes. Few programmed decisions are so structured that the personal initiative of the person making them is completely excluded. Even in the situation of the most difficult choice, the methodology of making programmed decisions can be useful. Titova N.L. "The process of development and adoption of managerial decisions" Moscow, 2012 - P.11

Classification of decisions on the grounds. 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 we call 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.

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.

Classification of decisions according to the content of the decision-making problem and the degree of coverage of the control object.

On the basis of the content of decision-making tasks, they distinguish: economic, organizational, technical, technological, political. The scope of their activities determines the specific requirements for the decision to be made.

Depending on the degree of coverage of the object in respect of which the decision is made, the following decisions are distinguished:

• - general, covering the entire object and affecting, as a rule, the vital aspects of its activity;
• - private, relating to certain aspects of the activity;
• - local, accepted in relation to any individual element of the organizational and economic system (for example, department, workshop).

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.

Classification of decisions by organization. The organization of the development and implementation of management decisions is based on the choice of priority in an individual or collegial approach to this process. An individual approach to the development of SD is very typical for organizations. It requires the head of self-confidence, professionalism and creativity. The development of such solutions usually takes less time, the developer of the solution is personally responsible for the results of its implementation.

The group approach to the development of management decisions is characterized by greater validity, fewer errors and uncertainties, the development original approaches, the involvement of developers in its implementation.

Classification of solutions according to the repeatability of execution. The repeatability of the implementation of management decisions is important for correct installation corporate governance standards. Repeatability is determined by the scale of the company and the degree of division of managerial labor. Management decisions of the same type have a common subject area (economics, technology). Different types of management decisions have different bases of managed parameters local to the company. These management decisions require more time and effort of the manager, so their number should be significantly less than the same type.

Classification of decisions according to predicted results. The predicted results of the implementation of managerial decisions can be predicted either with sufficient accuracy or with a probabilistic outcome. After all, usually the decisions of the leader are carried out by several people in different directions - sometimes sequentially, sometimes in parallel. Orlov A.I. "Management Textbook". M., 2010. - S. 44.

The final result depends on the understanding by the performers of the task and their professionalism. Performers can even improve the end result

Management decisions. Classification of solutions by the nature of development and implementation. The nature of the development and implementation of SD is highly dependent on the personal characteristics of a person. It is customary to distinguish between balanced, impulsive, inert, risky, cautious decisions. Balanced decisions are made 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. Impulsive decisions are made 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;

Inert solutions are 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. risky decisions are taken without careful justification of actions by a leader who is confident in his abilities.

Classification of decisions according to the number of criteria. Determining the number of criteria for evaluating options (alternatives) of management decisions is a rather difficult task. The criteria can be such parameters as the level of comfort in the workplace, the percentage of labor productivity increase, the level of product profitability, etc. Simple managerial decisions are usually compared according to one criterion, and complex or responsible ones - according to several.

Classification of decisions according to the direction of impact. The direction of the impact of managerial decisions most often goes to the objects of the internal environment, i.e. to the company's staff. Managers have the appropriate authority to make decisions within the mission of the company. However, any company is a system open to the external environment. Therefore, a leader who has the authority to represent the company in the external environment - working with clients and partners - must be able to develop and implement management decisions among people who are equal to themselves. This requires new approaches and technologies.

Classification of decisions according to the depth of impact. The depth of influence of management decisions is determined by the number of management levels for which this decision is mandatory. So, a manager can implement management decisions only at the level of a workshop or department - this is a one-level depth of influence. If managerial decisions other than workshops and departments are mandatory for deputy heads, then this is a multi-level impact.

Classification of solutions by resource constraints. Almost any solution has limitations on resources and parameters. These limitations are both objective and subjective. Objective ones include restrictions determined by the laws of the theory of organization and management, the legislation of the Russian Federation, and the budget. Subjective restrictions include parameters that depend on the specifics of resources, the product being produced, the supply-demand ratio, etc. These limitations are in themselves criteria for the reality of the proposed solution.

There is a group of decisions that are made in conditions of abundance of resources, in which there are no restrictions on them. Dracheva E.L., Yulikov L.I. "Management" tutorial 2nd edition - 2012 - p. 101.

Thus, the traditional types of work in which the manager develops and implements management decisions are: work with information; work with a person, a team; work with the control system; providing management advice.

Currently in modern organizations the position of head of the information service was introduced, reporting directly to CEO for the general management of information resources of the company.

CLASSIFICATION OF MANAGEMENT DECISIONS

Introduction

2.4 Classification of decisions by the nature of the goals and duration of actions

2.5 Classification of decisions according to their place and functions in the management process

Conclusion

Bibliographic list

Introduction

Management is a process of purposeful influence on a managed system or object of management in order to ensure its effective functioning and development.

Managers at every level have to go through numerous combinations of potential actions in order to find the right action for a given organization at a given time and place. Essentially, for an organization to function well, a leader must make a series of good choices from a number of alternative possibilities.

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. Consequently, a managerial decision is the choice of an alternative, the choice of one way or another, a variant of behavior.

The object of a management decision is a system or an operation. The subject of a managerial decision can be both the managing subsystem of the organizational and production system and the person making the decision. 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, the actions and resources of structural units are coordinated and linked 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. Thus, making a managerial decision is a choice of how and what to plan, organize, motivate and control.

Responsibility for making important decisions is a heavy moral burden, which is especially pronounced at the highest levels of management. 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 a systematic approach, which makes it possible to reveal a rigorous system of solutions. In such a system of decisions, both general features and specific features inherent in certain types of decisions should be manifested.

The purpose of this course work is to classify management decisions.

Our main task is to streamline the distribution of elements of managerial decisions according to essential features and attribute them to a certain class. In this term paper we will consider such issues as the creative nature of management decisions and the classification of management decisions in general.

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

1. The creative nature of the managerial decision

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

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.

The fact that the development and adoption of a decision is an interesting process even if formal models are used for the development of formal models allows us to define a managerial decision as a creative act, 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.

Usually in making any decision there are three points in varying degrees: intuition, judgment and rationality. When making a decision based only on intuition - an intuitive decision, people are based on their own feeling that their choice is correct. The correctness of the managerial decision is achieved due to the ability of a person to penetrate into the essence of the problem being solved and understand it. Often such penetration comes unexpectedly when a person is doing other things, or even in a state of sleep. Developed associative thinking helps a person to solve completely diverse problems. There is a "sixth sense" here, a kind of insight. Sometimes very effective intuitive solutions come to a person in a dream. These decisions must be immediately recorded on paper or a voice recorder, since most of this information is forgotten 3-5 minutes after waking up. Dreams are an essential part of our mental activity. A person can give himself a task during sleep to find solutions to any problems, sometimes it succeeds. So, the famous Russian scientist Dmitry Ivanovich Mendeleev in a dream (in a nap) found a solution how to streamline metals, gases, amorphous substances. This solution was realized in the form of a periodic system of elements (Mendeleev's system of elements). Management decisions based on judgment and common sense occupy a large place in the general set of decisions. Experience is very important in the development and selection of a specific management solution. The latest theory may turn out to be opportunistic and ineffective, and experience that has not passed the test may be useful for young and new leaders. It is no coincidence that the School of Business of Moscow State University and State University management released several collections of managerial situations with options for their solutions and the real consequences that occurred as a result of the implementation of these decisions. The same collections are published by leading universities and companies in the world. They reflect a large practical and theoretical study of the proposed solutions.

Judgment-based managerial decisions are the cheapest in terms of the costs of their formation and selection. The heads of a number of companies themselves create databases of such decisions according to the following schemes (Fig. 1.):

Fig.1. Schemes for the formation of a database of management decisions based on judgments: a) decisions triggered by new situations; b) decisions initiated by new (planned) goals

Rational management decisions are based on the professional use of management technologies (target and processor) and development and selection methods (analytical, statistical, activating, expert, etc.).

2. Classification of management decisions

Many prominent scientists dealt with the problems of theory and practice of developing effective solutions. Any theory begins with the classification of the object of study, that is, the allocation of the same type (homogeneous) groups.

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.

As a result, we have compiled the following classification of management decisions:

by functional orientation: planning, organizing, activating, coordinating, controlling, informing;

by organization: individual, collegiate (group) and corporate;

for reasons: situational, by prescription, program, initiative, seasonal;

by repeatability of execution: same-type, heterogeneous and innovative (no alternatives);

in terms of impact: general and private;

by time of action: strategic, tactical and operational;

predicted results: with a certain result, with a probabilistic outcome;

classification management decision

by the nature of development and implementation: balanced, impulsive, inert, risky, cautious;

by information processing methods: algorithmic, heuristic;

according to the number of criteria: single-criteria, multi-criteria;

in the direction of impact: internal and external;

depth of impact: single-level and multi-level;

Resource limits: with restrictions, without restrictions;

fixation method: written and oral.

Let's consider this classification in more detail.

2.1 Classification of decisions on a subject-object basis

In any science, its branch or institute, the leading place among the subjects of management decisions is occupied by the state, respectively.

Decisions made by the state and its authorities cover the entire society as a whole, all its spheres and regulate the behavior of all classes, social strata, groups and individual citizens without exception.

Laws and other normative legal acts act as the highest form of law, have the highest legal force and regulate the most important social relations.

The acts of the supreme and local elected authorities are the basis for the law-making activities of all bodies and organizations.

Acts of government bodies are acts adopted by them in the process of executive and administrative activities on the basis of and in pursuance of laws and other acts of representative bodies, organizations, officials and citizens, as well as on the emergence, change and termination of specific administrative, legal and other relations .

2.2 Classification of decisions according to the degree of certainty of the situation

The decision is made under conditions of certainty, when the leader knows exactly the result of each of their alternative choices, when he sees what will follow after he makes a specific management decision.

An example of a certain decision is that the manager, at least in the short term, can determine exactly what the costs of producing a certain product will be, since the rent, the cost of materials and labor are known or can be calculated with high accuracy.

Decisions are made under conditions of uncertainty, when it is impossible to assess the likelihood of potential outcomes. Uncertainty is characteristic of some decisions that have to be made in rapidly changing circumstances, in emergency situations, under very difficult conditions.

When faced with uncertainty, a manager can use two main options. First, try to get more information and re-analyze the problem. The leader combines this additional information and analysis with accumulated experience, judgment, or intuition to give a set of outcomes a subjective or implied credibility. The second possibility is to act on your intuition and make an assumption about the likelihood of events. This is necessary when there is not enough time to collect additional information or the cost of it is too high.

Decisions made under risk are those whose outcomes are not certain, but the probability of each outcome is known. Probability is defined as the degree of possibility of a given event and varies from 0 to 1. The sum of the probabilities of all alternatives must be equal to one. Under conditions of certainty, there is only one alternative.

The most desirable way to determine probability is objectivity. Probability tells you what is most likely to happen with high certainty. In such a situation, the manager can use judgment about the possibility of accomplishing alternatives with one or another subjective or implied probability.

The nature of the development and implementation of managerial decisions strongly depends on the personal characteristics of a person. It is customary to distinguish between balanced, impulsive, inert, risky, cautious decisions.

Balanced decisions are made by managers who, as a rule, 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.

Impulsive decisions are made 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, and are made spontaneously.

Inert solutions are 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.

Risky decisions are made 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.

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

2.3 Classification of solutions by form

The predominant form of managerial decisions are written decisions (orders, instructions, assignments). This form of decision makes it possible to introduce that element of stability, orderliness and fixation of information, without which the management itself as a whole is inconceivable.

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

But according to the regulations of many firms, managers must provide the most responsible management decisions in writing for economic and legal expertise and further for execution. Oral management decisions also have legal force, they can be appealed in court if there are at least two people (witnesses) who have heard this decision voiced by the head.

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.

Thus, the traditional types of work in which the manager develops and implements managerial activities are: work with information; work with a person, a team; work with the control system; providing management advice.

Currently, in modern organizations, the position of the head of the information service has been introduced, reporting directly to the CEO for the overall management of the company's information resources.

2.4 Classification of decisions by the nature of the goals and duration of actions

The total duration of management decisions is determined by its importance. Allocate strategic, tactical and operational decisions.

Strategic decisions usually deal with 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 provide for the solution of large-scale problems and apply to the company as a whole.

Strategic management 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).

Strategic decisions are developed for a long period (5-10 years) covering the key elements of the company (staff, structure, production, etc.).

Tactical decisions, as a rule, ensure the implementation of strategic tasks.

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.

Tactical management decisions are tools for strategic decisions and are developed for a shorter period (1-3 years) covering some of the key elements of the company.

Operational 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.

2.5 Classification of decisions according to their 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 earlier information, the manager develops his own idea of ​​the production situation, that is, he compiles its mental model. This is the information solution.

The next type is organizational decisions. An organizational decision is a choice of alternatives that a leader 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 is to determine the structure, the distribution of 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. The 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 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.

A technological solution always specifies a certain action, while an organizational action is not associated with a specific action, its content and method of implementation.

2.6 Other classifications of management decisions

According to the number of alternatives, there are:

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;

multi-alternative 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.

According to the frequency of decision-making, there are: one-time decisions - 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 budget of the current year and the adoption of the budget for the next year. Frequent decisions are decisions that need to be made at random times on unrelated problems so often that the process can be considered continuous.

According to the number of subjects influencing decision-making, there are: determining decisions - decisions made by one specialist or manager; competitive decisions - decisions made by two specialists; adaptive decisions - decisions made collectively, based on the assessments of a group of experts.

According to predictive efficiency, there are:

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 the ordinary ones, 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 the sense defined by the criterion or to build the best system in the sense defined 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. AT 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 the nature of taking into account changes in the conditions for the implementation of the solution, the following are distinguished: 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.

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.

3. Effectiveness of managerial decisions

Considering the process of making managerial decisions as a sequence of two interrelated, but at the same time independent stages - the development of a solution and its implementation - it is necessary to note, in accordance with this, two modifications of a managerial decision: theoretically found and practically implemented. In relation to the first, the concept of quality should be applied, and to the second - efficiency. Thus, the quality of a management decision can and should be assessed at the stage of its adoption, without waiting for the actual result, using for this a set of characteristics that express the main requirements for the decision. In other words, the quality of a management decision is the degree to which the parameters of the chosen solution alternative correspond to a certain system of characteristics that satisfies its developers and consumers and ensures the possibility of effective implementation. These characteristics include:

scientific validity;

timeliness;

consistency;

adaptability;

A manager can only be competent and able to make a high-quality decision and implement it effectively if he has special knowledge in the area of ​​activity that he manages. The decision will be competent if it sufficiently fully reflects the goals and objectives of managing a particular object in combination with knowledge of the nature and specifics of this object, as well as its development trends in interaction with environment. In addition, knowledge of the case, a specific object and the problem being solved should be supplemented by knowledge of management and, in particular, the theory of decision making.

A justified decision can only be made on the basis of reliable, systematized and scientifically processed information, which is achieved by using scientific methods for developing and optimizing solutions.

The unity of management of modern complex organizations, carried out by a deeply specialized apparatus, cannot be achieved otherwise than by a sequence of complementary, consistent private decisions that are goal-setting, organizing, motivating, controlling and regulating. What actually guides the performers is usually their generalized idea of ​​the decisions, tasks, instructions and standards brought to them by various management bodies and managers and in different time. The situation is complicated by the fact that predictive scenarios for the development of the control object, as a rule, are not available, and the control apparatus reacts only to current problems. In addition, each manager, when making a decision, pursues his own goals and interests, which requires an assessment of each of the developed solutions from the standpoint of the interests of the organization as a whole. All this testifies to the great importance of the consistency and consistency of management decisions. At the same time, it is necessary to distinguish between internal consistency of the solution, which is understood as the correspondence of the goals and means of achieving them, as well as the correspondence of the complexity of the problem being solved and the methods of developing a solution, and external consistency - the continuity of decisions, their compliance with the strategy, goals of the organization and previously adopted decisions (actions necessary for the implementation of one solution, should not interfere with the implementation of others). Achieving a combination of these two conditions ensures the consistency and consistency of the management decision.

The effectiveness of solving many problems is very often determined by its timeliness. Even the best decision, designed to obtain the greatest economic effect, may be useless if taken too late. Moreover, it can even cause some damage. Thus, the time factor has a significant impact on the content of the management decision.

If the need for justification and consistency of the decision increases the time spent on its development, then the requirement of timeliness, efficiency, on the contrary, significantly limits this period.

The decision should be developed and adopted taking into account the objective capabilities of the organization, its potential. In other words, the material capabilities and resources of the organization must be sufficient for the effective implementation of the chosen alternative.

So, a management decision can be considered effective and of high quality if it meets all the above requirements. Moreover, we are talking about a system of conditions, since non-compliance with at least one of them leads to defects in the quality of the solution and, consequently, to loss of efficiency, difficulties or even impossibility of its implementation.

Conclusion

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.

A managerial decision is a direct result of the mental rational management activities, which has a semantic meaning (refusal of the decision is also a decision). A managerial decision can be expressed both in the abstract form of mental structures using various sign systems (verbal, symbolic, schematic, body language, facial expressions, gestures, pantomime, etc.), and in the form of various kinds of physical effects on the subject of activity (human ), but at the same time prerequisite is the understanding of the meaning of this mental construction or impact by the subject of management. If there is no such understanding on the part of the control object, then this decision cannot be considered as a managerial one, but is purely imperious or some other unconscious. Thus, a managerial decision is any document or word, an action that makes sense and is further aimed at the implementation (implementation) of this decision.

Through the solution, the goal, types, scope of activities, terms, conditions, technique and technology of work, rights and responsibilities, distribution of resources are established, the actual state of phenomena, objects at a given time, etc. is fixed. Accordingly, the management decision is reflected in the form of various kinds of documents (drawings, diagrams, plans, projects, schedules, statements, reports, certificates, etc.) and undocumented orders, tasks, installations, directions of action, etc., expressed orally verbal or other sign systems.

The management decision, depending on the chosen grounds, can be classified by the most different ways that we have discussed earlier.

The development of effective management decisions is a fundamental prerequisite for ensuring the competitiveness of products and firms in the market, the formation of rational organizational structures, carrying out the correct personnel policy and work, regulating socio-psychological relations at the enterprise, creating a positive image, etc.

Bibliographic list

1) Grishchenko O.V. Management accounting Lecture notes. Taganrog: TTI SFU, 2007.

2) Remennikov V.B. "Development of a management solution" - Moscow, UNITY-DANA. 2000.

3) Smirnov E.A. Development of management decisions. M.: UNITY-DANA, 2000.

4) Textbook "Personnel Management" - Moscow, 1998.

5) Textbook "Research of control systems" - Moscow, 2000.

6) Fatkhutdinov R.A. Development of a management solution. Textbook. M., 2000.

Remennikov V.B. "Development of a management solution" - Moscow, UNITY-DANA. 2000.S. 124.

Grishchenko O.V. Management accounting Lecture notes. Taganrog: TTI SFU, 2007.S. 58.

Smirnov E.A. Development of management decisions. M.: UNITY-DANA, 2000.S. 85.

Textbook "Research of control systems" - Moscow, 2000.S. 101.

Grishchenko O.V. Management accounting Lecture notes. Taganrog: TTI SFU, 2007.S. 61.

1 . The concept of management decision. A decision is a choice of an alternative. The management decision is the choice of an alternative in the process of implementing the basic management functions. Management decision - this is, first of all, the 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.

The object of a management decision is a system or an operation. The subject of a managerial decision can be both the managing subsystem of the organizational and production system and the person making the decision.

For the practical implementation of a targeted impact on the control object, the decision made 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, the actions and resources of structural units are coordinated and linked 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.

Systematizing the variety of properties of managerial decisions, we can distinguish the following: 2. Aspects :

1) economic:

efficient use of all types of resources;

material interest of personnel;

validity of management decisions

maximization of economic effect;

2) social:

informal structure of working groups;

quality of work activity;

development of a system of participation in management;

extra-productive activities of informal groups;

3) organizational:

delegation of authority;

localization and elimination of conflicts;

division of labor;

structuring management functions;

4) legal:

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;

5) psychological:

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;

6) pedagogical:

educational nature of managerial decisions;

qualification growth of personnel;

the formation of positive moral attitudes.

3. 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, decision goals, requirements and decision structure, it is problematic to create a simple and clear classification of them. Therefore, various classifications of managerial decisions can and do exist.

By the nature of the decision-making process allocate:

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.

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 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 by adapting it to changes in the external environment. strategic decision implemented 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.

long-term decisions - decisions aimed at the adoption and implementation of long-term plans;

current decisions - decisions that develop and refine future 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 product subsystems;

operational decisions - decisions covering production processes for the manufacture and supply of elements of a lower level, bringing the planned task to specific performers in each division. Operational decisions are made in relation to a specific element of the lower level of the product or element of the production system;

stabilization decisions are decisions made to ensure that the system and its subsystems are in the area of ​​controllable or admissible states.

By solution development technologies allocate:

organizational decisions, the purpose of which is to ensure movement towards the tasks set for 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 are the result of the implementation of a certain sequence of steps or actions, similar to those taken in solving a mathematical equation 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.

unprogrammed decisions - made in situations that are to some extent new, 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 develop a decision-making procedure. Among the non-programmed decisions can be attributed to the following type of decisions: what should be the goals of the organization, how to improve products. 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.

Other approaches to classifying solutions are also possible. 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; 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.

The classification of managerial decisions makes it possible to study their features and choose the most effective ones under the conditions of a specific task to be solved. However, due to the complexity of the conditions and goals of decision-making, the requirements and structure of the decision, it is rather difficult to create a simple and clear classification of them. Therefore, various classifications of managerial decisions can and do exist.

The choice and use of one or another classification is determined by the specific conditions of decision-making. In a generalized form, the classification of management decisions can be represented as follows.

According to the object of management, management decisions are divided into: production, marketing, personnel and financial.

Production management decisions affect the objects of the sphere of production. Marketing - areas of implementation finished products. Personnel - personnel management policies of the organization. Financial - spheres of monetary relations with various subjects.

By the nature of the adoption process, the following types of managerial decisions are distinguished: intuitive, rational, and decisions based on judgments.

In intuitive decision making, the choice is made based on the feeling that it is correct. The decision maker does not consciously weigh the pros and cons, making choices based on their intuition.

In judgment-based decision making, the choice is made on the basis of accumulated experience. The decision maker weighs the pros and cons using common sense and his knowledge of past experience with a similar problem.

In rational decision making, the choice is made on the basis of an objective analytical process. The decision maker does not take into account the experience of the past.

According to the target orientation, single-purpose and multi-purpose management decisions are distinguished.

According to predictive efficiency, management decisions are divided into types: inefficient, rational, optimal.

Inefficient managerial decisions do not allow solving the problem, while rational ones, on the contrary, do.

Optimal solutions solve the problem in the best possible way in a certain sense.

By the number of alternatives, the following management decisions are distinguished: standard, binary, innovative and multi-alternative.

In standard managerial decisions, the choice is unambiguous, but it may not quite correspond to the true cause of the problem.

In binary management decisions, the choice is made from two opposite alternatives, which lead to a choice of the “yes-no”, “either-or” type.

In multi-alternative management decisions, the choice is made from many alternatives.

There are no obvious alternatives in innovative management solutions. First, decision alternatives are formed, and then rationally weighed.

According to the terms of action, management decisions are divided into: permanent, long-acting, periodic, short-term and one-time.

The period of validity of permanent decisions is equal to the period of existence of the organization or until the date of issuance of the relevant decision to cancel this decision. Long-term decisions - only until the date of issuance of the decision to cancel the decision. Periodic decisions - decade, month, quarter or any other reporting period. Short-term solutions - a short period of time. One-time decisions - a specified period.

According to the frequency of adoption, one-time, cyclic and frequent management decisions are distinguished.

One-time decisions - solutions to major problems, for example, the decision to create or liquidate an enterprise.

Cyclic solutions - solutions to problems that have a measurable known cycle, such as planning and budgeting.

Frequent decisions are decisions that need to be made at random times.

According to the time of occurrence of consequences for the control object, management decisions are divided into: strategic, prospective, current, operational, stabilization.

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.

Long-term decisions - decisions aimed at the adoption and implementation of long-term plans.

Current decisions are decisions that develop and refine promising decisions and are made within the framework of a subsystem or stage of one of its cycles.

Operational decisions - decisions that cover the production processes for the manufacture and supply of elements of a lower level, bringing the planned task to specific performers in each division.

Stabilization decisions are decisions made to ensure that the system and its subsystems in the area are in the control area or in an acceptable state.

According to the method of bringing to the performer, written and oral management decisions are distinguished.

If possible, management decisions are divided into: programmable, amenable to partial automation, taken on the basis of rationale, unexplored.

Programmable management decisions are associated with a large amount of information. The algorithm for their development and implementation can be predetermined, since the problem, for the elimination of which management decisions are being developed, is quite common in the practice of the organization.

Management decisions that can be partially automated are also associated with a large amount of information, but unlike programmable management decisions, automation of development and implementation is only within the framework of particular subtasks.

Management decisions made on the basis of rationale are made on the basis of common sense and understanding of natural laws.

Unexplored managerial decisions are aimed at solving a problem, the experience of which the decision maker does not have a solution.

According to the number of subjects influencing the decision-making, management decisions are divided into: defining, competitive, adapting.

Determining management decisions are made by one specialist or manager.

Competitive managerial decisions are made by two specialists.

Adaptive management decisions are decisions made collegially based on the assessments of a group of experts.

According to the nature and specifics of the method of influencing the object of management, management decisions are divided into: political, economic, technical.

According to the processing technology, management decisions are divided into: organizational, compromises.

The purpose of organizational management decisions is to ensure movement towards the tasks assigned to the organization. The most effective organizational management decision will be the choice that will make the greatest contribution to the achievement of the ultimate goal. Organizational decisions can be classified as unprogrammed and programmed.

Programmed decisions are the result of implementing a specific sequence of steps or actions, similar to those taken when solving mathematical equations. The leader programs solutions for situations that repeat with a certain regularity. As a rule, the number of possible alternatives is limited. It also saves time.

Unprogrammed decisions are made in situations that are to some extent new, 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 develop a decision-making procedure. In this case it is possible a large number of options.

Compromises are decisions made from the position of a systematic approach and taking into account the possible consequences of a management decision for all parts of the organization.

By development methods, quantitative (including methods of mathematical programming and statistical methods) and heuristic management decisions (based on the use of logic, intuition, experience and knowledge) are distinguished.

According to predictive efficiency, management decisions are divided into types: ordinary, synergistic, asynergic.

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. Ordinary solutions include:

Ineffective - not allowing to solve the problem;

Rational - allowing to solve a problem;

Optimal - allowing to solve the problem in the best way in a certain criterion sense or put the best system in a certain sense of criteria.

Synergetic solutions are solutions in which the efficiency of spending resources per unit of the effect obtained increases sharply, i.e., the effect has a pronounced disproportionately increasing character.

Asynergic solutions are solutions in which the efficiency of spending resources per unit of the effect obtained decreases sharply. Among the most common reasons for such decisions are: decision delay, lack of necessary resources, low level of organization, motivation, etc.

According to the degree of uncertainty, depending on the amount of information that the decision maker has, management decisions are divided into deterministic (taken under conditions of certainty), uncertain (taken under conditions of uncertainty) and probabilistic management decisions.

According to the creative contribution made by the manager to the development of a management decision, routine, selective, adaptive and innovative management decisions are distinguished.

Routine decisions are made according to a well-established mechanism and an existing program of action, without showing a creative approach, which is not necessary.

Management decisions of the innovation level are associated with the complexity and unpredictability of events, which necessitates the adoption of extraordinary management decisions containing innovations.

Adaptive and selective decisions are a combination of routine and innovative management decisions in varying degrees of proportionality.

According to the importance of taking into account time constraints on the development, adoption and execution, management decisions are divided into decisions: in real time, taken in one of the stages, without explicit time limits.

Real-time decisions are decisions made and implemented quickly enough.

Decisions made in one of the stages are decisions limited in time within a certain stage.

Decisions that do not have explicit time limits for their adoption - decisions regarding the start of a process or sole action.

According to the composition and complexity of implementation, management decisions are divided into: simple, process.

Simple solutions - solutions that are implemented in a single action.

Process decisions - decisions implemented when performing a certain set of interrelated actions.

In turn, the latter are subdivided into algorithmic decisions (with a clearly defined sequence and deadlines for performing component actions) and fuzzy solutions (weakly structured in terms of component actions and deadlines for their implementation).

According to the nature of accounting for changes in the conditions for implementation, management decisions are divided into: flexible, rigid.

Flexible solutions are called solutions, the implementation algorithm of which provides for various options for actions depending on various conditions.

Rigid decisions are decisions that have a single implementation option under any conditions and state of subjects and objects of control.

According to the degree of regulation, i.e. how strictly the terms and conditions for the actions of subordinates are set, they distinguish between recommending, orienting and regulating management decisions

According to the dependence of the goals and conditions of the decision on time, management decisions are distinguished with statistical and dynamic dependence.

According to the degree of formalization of the problem area, structured, weakly structured (mixed) and unstructured management decisions are distinguished.

Structurization is understood as the possibility of quantitative expression of dependencies between the elements of the situation.

Thus, well-structured managerial decisions are based on the solution of a problem in which the dependencies between the elements of the situation can receive numerical values ​​or symbols. As a rule, when solving such problems, quantitative methods of analysis are used: linear, nonlinear, dynamic programming, queuing theory, game theory, etc.

Weakly structured managerial decisions are based on the solution of a problem containing qualitative and quantitative elements with the prevailing composition of the former. Depending on the type of a weakly structured task, the following can be used to solve it: system analysis and synthesis, methods of building models, etc.

Unstructured (or qualitatively expressed) managerial decisions are based on solving a problem, which contains only a description of the most important performance resources, signs and characteristics, in the complete absence of any quantitative dependencies between them. The solution of such problems is carried out using heuristic methods based on intuition, logic and professionalism of the person or collegial body that makes the decision. This is the most numerous class of problems.

In addition to the above features of classification and typologies, other classifying factors can be distinguished in decision theory:

Source of occurrence (initiative, by prescription);

Degree of novelty or uniqueness (routine or traditional, innovative or creative);

The presence of random and uncertain conditions;

Factor for assessing the acceptability or unacceptability of the consequences for the control object and (or) elements of the external environment;

Possibility of implementation (unrealizable, realizable, partially realizable);

Degree of risk (with acceptable, with critical);

Responsibility (legal, moral, social);

Stage of the life or market cycle;

Control object (system, process).

Other approaches to the classification of managerial decisions are also possible, due to the variety of decisions and factors that are significant for a particular case. However, the above list of classification features shows the variety of types and characteristics of management decisions, due to the complexity of the object. The classification of managerial decisions characterizes the list of those parameters that should contain the conditions of the decision being made, and also shows the validity of including the academic discipline "management decisions" among the mandatory ones for a specialist in the field of management.

Knowledge and use of classification and typological features of managerial decisions allows for the structuring of the task facing the manager. This allows you to more clearly formulate and develop management tasks and contributes to the concretization of efforts, more efficient use of time and money in the development of solutions. However, knowledge of the problem area and various types of solutions does not yet solve the problem of choosing an effective management solution, but only helps to build a list of alternatives. Each management decision must be evaluated and compared with other developed solutions. Various conditions and comparison parameters will be considered in the next section of this paper.