Like any other product of human labor, management decisions can be "good" or "bad". Formalization of life assessments "good-bad" is, as you know, the concept of "quality". Quality is understood as a set of consumer properties of a product that characterize its compliance with the purpose of this product.
The above interpretation of this concept, the quality of a management decision, is a measure of ensuring that a management decision reaches the results for which this decision is being developed. Speaking of this solution as a qualitative one, we give it a positive integral assessment (which reflects a whole set of characteristics of the solution), which indicates to a large extent achieving the desired result.
Let's try to analyze the main trends of the study, the essence of the concept of acceptance quality management decisions and clarification of approaches to generalize the factors that affect the quality of management decisions.
It should be noted right away that in order for a management decision to be of high quality, it must, at a minimum, be timely, targeted, and specific. But, in addition to the listed advantages, a solution that is recognized as being of high quality should have one more property.
The activities of local executive authorities are always multifaceted, multi-purpose, with a multi-criteria assessment of its results, and any decision is a compromise of both the results and the means used. Unfortunately, it is impossible to achieve many heterogeneous goals at once. And the available resources can be disposed of in different ways.
Quality solution is a solution that provides an acceptable (smart, rational) compromise, both in the results achieved and in the resources expended.
It should be noted another significant point related to the assessment of the quality of managerial decision-making. An instant assessment of a decision is given immediately upon its adoption, and the assessment of the same decision after some time or after its full implementation may differ, even be diametrically opposed. Such a discrepancy in quality ratings may be the result of a “conscientious error” during the initial testing, but it may also be the result of some fundamental changes, say, the result of a change in the value system.
Thus, the very concept of "quality solution" is a complex concept that reflects many aspects and which can hardly have a single formalized interpretation.
The conditions and factors influencing the quality of a management decision are diverse, multifaceted, are in a very complex relationship, are interconnected. Therefore, it is impossible to classify them strictly, simply and unambiguously, and even more so to analyze the cause-and-effect relationships according to the principle: “the value of this factor is the result”.
Of course, there are certain dependencies between conditions and factors, on the one hand, and results, on the other hand. But we must keep in mind an important circumstance: a managerial decision is directly or indirectly related to the activities of people and organizations.
The participation of civil servants of local executive authorities in any type of activity is of fundamental importance for the development of a high-quality management decision. Civil servants have their own interests and have the ability to exercise them. Therefore, it is hardly possible to imagine activity in the form of a chain, from which it is necessary to find a decisive link in order to extend the entire chain beyond this link.
If we turn to visual images, then any activity, most likely, is better to be likened to a multidimensional web, and the knots are connected not with threads, but with rubber bands, and even the knots themselves have their own activity. This results in unexpected, at first glance, effects. Let's say the lower knot was pulled down by two centimeters, and the upper one was shifted by one and a half centimeters, and not down, but up.
But the situation is not hopeless. The theory and practice of public administration have accumulated a lot useful advice that contribute to obtaining high-quality management decisions.
First of all, the quality of a management decision is closely related to the correct approach to the problems that arise in the activities of a local executive body. The literature provides relevant advice that contributes to the successful solution of problems:
timely awareness and analysis of the problem in order to find out what led to its occurrence, and a businesslike, active desire to solve the problem;
- no time wasted on unnecessary decisions that do not affect the efficiency of the local executive body;
- the absence of several consecutive decisions alone on the same issue;
- continuous evaluation of the effectiveness of the decision-making process, and subsequently the implementation of the decision;
- training of civil servants and awards for success;
already on early stages work involvement in the decision-making process of employees related to the solution, developed taking into account their qualifications and the degree of complexity of the problem.
Involving the necessary civil servants in the development of solutions, whose direct duties do not include such work, is not philanthropy, it is not an increase in the responsibility of performers, and it is not just an improvement in the motivation of these people. The main meaning of such cooperation between a leader and subordinates is that the direct executor often has the information, the data that is needed to develop and make a quality decision.
Of course, the delegation of functions is associated with a certain risk (blurring of responsibility, the appearance of disagreements, spontaneity in actions). A clear understanding of these dangers, their timely prediction and counteraction to the birth, and even more so the development of these dangers, allows us to avoid possible troubles. A civil servant must be able to look at least one step ahead, and then he will be armed, in particular, and with a wide division of decision-making power with his subordinates.
The management process can be summarized as three constituent elements: determining a course of action, developing and making a decision, and implementing it. The weakness of at least one of the links of a single chain, of course, leads to a decrease in the quality of the entire management process.
First of all, we list the main, basic provisions that it is advisable to keep in mind, since their conscious consideration contributes to improving the quality of a management decision.
The quality of a managerial decision increases when the work of a civil servant has the following positive features:
high scientific and technical level of management, that is, the use modern methods, algorithms and technical means at all stages of management;
high technological culture of management (we emphasize that, as in any other work, technological culture requires a common culture);
necessary information support management process, requires the use of appropriate technical means for collecting, transferring, processing, storing and retrieving necessary information, availability of a developed communication system and appropriate infrastructure for working with information flows;
a sufficient level of systematization, formalization and standardization of the management process, which avoids "reinventing the wheel";
the presence of organizational forms of management that are adequate to the tasks of management, a rational combination of centralization and decentralization of management;
intensification of the management process, reduction of the duration of the management cycle;
reducing the duration of transient processes in the implementation of decisions, preventing the “blurring” of the essence of the decision when bringing it to the direct executors;
development of management decisions in a complex, agreed, taking into account the work of the entire management chain;
the ability to separate what is main and important from the secondary and petty.
Let us pay attention only to the last two of them, since the work of a civil servant of a local body of state executive power may not always be characterized by these features.
In the case when the solution improves the work of only some single link, instead of the overall success of the whole thing, that is, instead of improving the work of the entire system, a generally negative result may appear. Such a situation arises, for example, if new equipment was installed in the management chain only at one of the sections, without changing anything in the latter.
As a result, the upgraded section reduces efficiency due to the low power of the previous and subsequent links, often cannot work at full capacity, and the sections following it cannot fully use the new capabilities of their updated predecessor. In general, it turns out that the improvements and expenditures made do not work.
In general, the factors that largely determine the quality of a management decision include the reliability of information, the speed of its processing, the organization of a communication network, the counteraction of possible interference in communication channels and the noise immunity of communication channels, the protection of confidential information, etc.
One of the main conditions for increasing the efficiency of information support is the maintenance of regular, complete and high-quality records. It is necessary to organize accounting for the implementation of all plans, programs, tasks in terms of such parameters as quantity, quality, costs, performers and deadlines. Accounting for the consumption of resources is desirable to organize for all types of resources.
Another problem is related to information processing. As you know, in any government body there is a certain managerial hierarchy, and the process of passing information depends both on the number of levels in it and on the interests of civil servants at the various levels management. Preserving the reliability of information as it passes through the levels of the management hierarchy is one of the most important tasks of civil servants of local executive authorities. Moreover, these tasks are associated not only with subjective, but also with objective reasons: information and what goes “up” is aggregated, “down” is decomposed, concretized.
Secondly, one of the most important factors High Quality decision-making is a good organizational management structure. Grade organizational structure It is recommended that the following criteria be met:
- the ability of the organizational structure of the local body of state executive power to ensure the achievement of a high result.
the ability of the organizational structure of the local body of state executive power to ensure strategic development, in particular, the intensive implementation of the results of scientific and technological progress.
the ability of the organizational structure of the local body of state executive power to ensure a timely response to a change in the political situation, the ability to carry out the necessary actions caused by this change.
the ability of the organizational structure of the local body of state executive power to provide the necessary operational management and necessary control.
the ability of the organizational structure of the local body of state executive power to harmonize production and social processes.
the amount of expenses associated with the functioning of the organizational structure of the local body of state executive power.
A necessary element of the successful work of a local body of state executive power is the correct distribution of responsibility. The basis of responsibility is a rational control system. Control should be reasonable, correct, it should not turn into petty guardianship, suppress people, fetter their initiative, extinguish the creative impulse, should not disturb the working rhythm, create nervousness and tension in the team.
The important points are:
building a communication network in the local executive authority for the exchange of information between civil servants and departments (taking into account the need to preserve confidential information);
taking into account the possibility of a conflict of interest between departments or civil servants;
availability of a mechanism for obtaining information on the progress of implementation of decisions.
Ignoring these points leads to a drop in the quality of management decisions.
Let us also name such a factor in improving the quality of a managerial decision as the study of someone else's positive and “failed” experience. In particular, other people's experience shows that the excessive pursuit of quantitative data, the collection of any quantitative information can lead to the fact that the leader is drowning in a stream of numbers. Moreover, the introduction of modern technology can even worsen the situation: the leader loses an idea about the content of the vast information, and about the process of their transformations.
Now let's recall another well-known, but often underestimated, condition for improving the quality of a management decision. As already mentioned, such factors as the competence of the manager, his business and personal qualities, role positions (official, functional, group, civil, family) have a huge impact on the quality of a management decision being developed.
But high competence does not guarantee knowledge of absolutely all the nuances of the organization's activities, especially if this organization is a local executive authority.
The main task of the manager is the ability to organize the process of developing and making managerial decisions in such a way that effective managerial decisions are made with a high degree of probability. Therefore, a leader who “knows everything himself” can turn out to be simply dangerous: arrogance, self-confidence, the appearance of awareness can prevent him from making the right decision.
The quality of the solution is also affected by “real world constraints”:
the civil servant may simply be unaware that a problem exists (either he is overworked, or the problem is deeply hidden);
no way to collect necessary information(due to temporary, technical or financial difficulties);
there is no possibility to fully process this information (mainly there is not enough time);
it is difficult to compile a complete list of alternatives.
In practice, taking into account such a positive factor as a focus on action can be carried out, for example, through the creation of temporary creative groups of volunteers who set their own goals. Usually such groups are small (5-10 people), they do not always fit into block diagram local body of state executive power. Let us pay attention to the fact that for a progressive movement forward it is not at all necessary that there be permanent research groups in the structure of the local executive authority and a strict formalization of the process of developing innovations.
Of course, this method of organization has its difficulties and disadvantages. For example, a number of organizational issues need to be resolved: how civil servants can return to their units, how to coordinate the work of units with the temporary excommunication of some employee, and so on. But in general, this method should be kept in mind as one of the options for organizing work, since it is based on a positive principle: instead of overcoming the resistance of people because they are not ready to do, they are given the opportunity to do what they are ready to do.
Finally, for the development of a high-quality management decision, such a factor as the ability to “listen to the consumer”, for example, to obtain a fairly accurate idea of his need for servicing the products offered to him, is important.
It is known that the management decision is aimed at improving the efficiency of the local executive body. Therefore, it is the effectiveness of the functioning of the local body of state executive power, and not reporting, that should be a measure of the effectiveness of managerial decisions.
Quality is a set of characteristics of an object related to its ability to satisfy stated or implied needs. Quality is sometimes interpreted as "fitness for action". It is evaluated for functional suitability, performance, safety and reliability, etc.
Quality of management activity is the degree to which it conforms to generally accepted requirements or standards. The success of an organization primarily depends on the professionalism of managers and specialists in the field of management. Usually, the quality of managerial activity is judged by the quality of managerial decisions.
Quality is one of the most important characteristics of a product, product, work or service. A management decision can be defined as one of the types of services provided by the management of an organization. Since the leader or group of decision makers are mostly employees and receive remuneration for their activities, an appropriate quality of decisions must be ensured.
Quality of goods, products, works, services can be defined as the degree to which they meet the requirements placed on them. This degree of compliance with technical, ergonomic, environmental, economic and other standards determines how satisfied the consumer will be with a product, product, work or service. With regard to the management decision, we can say that this service is in demand, on the one hand, by the owners of the enterprise, and on the other hand, by consumers of products, the production of which is provided by management activities.
That's why quality of management decision can be defined as the degree of satisfaction with the results of the decision:
directly to the decision maker
Owners of the organization
consumers of the organization's products.
The quality of the management decision is the degree of conformity of the parameters of the chosen solution alternative to a certain system of characteristics, which satisfies its developers and consumers and provides the possibility effective implementation.The main such characteristics include:
scientific validity;
Consistency;
Timeliness;
adaptability;
Reality.
Factors affecting the quality of management decisions. The quality of a management decision largely determines the final result and depends on a number of factors:
1) the quality of the initial information, determined by its reliability, sufficiency, protection from interference and errors, the form of presentation (it is known that the accuracy of the calculation results cannot be higher than the accuracy used to calculate the information);
2) the optimal or rational nature of the decision being made;
3) the timeliness of decisions made, determined by the speed of their development, adoption, transfer and organization of execution;
4) compliance of the decisions made with the current management mechanism and management methods based on it;
5) qualifications of personnel involved in the development, decision-making and organization of their execution;
6) the readiness of the controlled system to execute the decisions made.
Requirements for management decisions:
1) unity of purpose;
2) comprehensive justification of the decision;
3) legality of the decision;
4) authority of the decision;
5) timeliness and efficiency of decision-making;
6) adaptability;
7) simplicity of management decision;
8) clarity of wording;
9) brevity of the wording of the decision;
10) specificity of the decision;
11) flexibility;
12) the necessary completeness of the content;
13) objectivity;
14) consistency and consistency with other decisions;
15) the reality of the management decision;
16) the possibility of verification (verification, empirical confirmation) and control;
17) automation of the process of collecting and processing information, the process of developing and implementing solutions;
18) responsibility and motivation when making a decision;
19) availability of an implementation mechanism;
20) cost-effectiveness of the solution.
Under efficiency in general refers to the effectiveness of any process, for example, production, management, labor. AT economic theory There are two types of efficiency: economic and social. The ratio of results to costs is economic efficiency. Social efficiency shows the degree of satisfaction of consumer demand for goods and services.
Considering such a field of activity as the production of products, one can relatively easily determine its effectiveness by comparing the results of production (for example, net profit from the sale of products) with production costs. At enterprises in without fail accounting processes are carried out to reflect the facts of economic activity, indicators of costs and profits are one of the main financial indicators. Therefore, there are no problems with the sources of data for calculations, although some questions arise about the legality of attributing certain costs to the cost of production and other issues of an accounting or organizational nature.
Applying the concept of "efficiency" to management activities, management processes should be considered as a special production, the product of which is a management decision. To evaluate the effectiveness of this product of labor, it is necessary to determine the costs and results. And here there are difficulties with their definition. Nevertheless, it is necessary to define the content of some concepts related to the concept of "efficiency".
Effect is the impression that someone makes on someone. This impression can have organizational, economic, psychological, legal, ethical, technological and social overtones.
Efficiency of managerial work- the ratio of the results of the implementation of decisions to the costs of developing and implementing management decisions, reflecting both external and internal actions of the subject of management.
Efficiency of the management decision- the ratio of the results of the implementation of the solution to the costs of the implementation of the mental activity of the subject of management in the development and implementation of the solution.
SD efficiency- this is the resource effectiveness obtained as a result of the preparation or implementation of a management decision in the organization. Resources can be finances, materials, personnel health, labor organization, etc.
Organizational efficiency UR- this is the fact of achieving organizational goals due to a smaller number of employees or less time. Organizational goals are associated with the implementation of the following human needs: the need for the organization of life and security, management, stability, order. Organizational efficiency and SD quality are inextricably linked.
Economic efficiency of SD- this is the ratio of the cost of the surplus product obtained through the implementation of a specific SD, and the costs of its preparation and implementation.
Social efficiency of SD- this is the fact of achieving social goals for a larger number of people and society in a shorter time, with a smaller number of employees, and with lower financial costs. Social goals are realized following needs human: needs for information, knowledge, creative work, self-expression, communication, recreation.
Technological efficiency SD is the fact of achieving certain results (sectoral, national or world technological level of production) planned in the business plan, due to a shorter time or lower financial costs.
Psychological effectiveness of SD- this is the fact of achieving psychological goals for a larger number of workers or the population in a shorter time, with a smaller number of workers or with lower financial costs. Psychological goals realize the following human needs: needs for love, family, free time.
Legal effectiveness of SD- this is the degree to which the legal goals of the organization and staff are achieved in a shorter time, with fewer employees or less financial costs. Legal goals realize the following human needs: the need for security and order.
Environmental efficiency SD- this is the fact that the environmental goals of the organization and staff are achieved in a shorter time, with fewer employees or with lower financial costs. Environmental goals realize the following human needs: the need for security, health, in the organization of sustainable development of life, physiological.
Ethical effectiveness of SD- this is the fact of achieving the moral goals of the organization and staff in a shorter time, with fewer employees or less financial costs. Ethical goals realize the needs and interests of a person in the observance of moral norms of behavior by people around him.
Political effectiveness of SD- this is the fact of achieving the political goals of the organization and staff in a shorter time, with fewer employees or less financial costs. Political goals realize the following human needs: the need for faith, patriotism, self-manifestation and self-expression management.
SD efficiency is determined by the levels of its development, the coverage of people and companies. They single out the effectiveness of SD at the level of production and management of a company, a group of companies, an industry, a region, a country.
It should be noted that theoretically and methodological plan the issues of evaluating the effectiveness of management decisions, as well as management in general, have not yet been sufficiently developed. Therefore, most often efficiency evaluated at a qualitative level and is expressed by the dynamics of volume and quality indicators: production, turnover, production and distribution costs, profits and others, reflecting the results of the activities of the enterprise team as a whole. At the same time, as a rule, stage-by-stage efficiency (preparation and implementation of decisions) is not singled out.
AT the composition of qualitative indicators of the effectiveness of the development of management decisions may be included:
Timeliness of submission of the draft decision,
The degree of scientific validity of decisions (the use of scientific methods
development, modern approaches),
Multivariate calculations,
The use of technical means
Orientation to the study and use of progressive domestic and
foreign experience,
Development costs draft decisions,
The number of people employed in the development of solutions (specialists involved
enterprise employees),
Cost and terms project implementation,
Number of co-executors at the stage solution development,
The use of external consultants during the development of solutions,
The degree of risk in the implementation of decisions, etc.
The above applies primarily to managerial decisions of a long-term nature, associated with fundamental changes in the enterprise.
Quantitative assessment of the effectiveness of management decisions largely difficult due to the specific features of managerial work. They are that:
Managerial work, including development and decision-making,
predominantly creative, difficult to standardize and take into account due to
various psychophysiological abilities of people;
The actual results, as well as the costs of implementing a particular solution,
it is far from always possible to take into account quantitatively due to the lack of an appropriate
documentation;
The implementation of the solution is associated with certain socio-psychological
results that are even more difficult to quantify than
economic;
The results of the implementation of decisions are manifested indirectly through activities
the collective of the enterprise as a whole, in which it is difficult to allocate the share of labor costs
managerial. As a result, the results of the work of solution developers and
performers on whom management influence is directed;
Due to existing difficulties, there is often no ongoing monitoring of
implementation of decisions, as a result, the activity is evaluated for the past period,
an orientation to the future is established, taking into account the factors that influenced the
past, although they may not appear in the future;
Difficulty assessing the effectiveness of solutions and the time factor, since they
implementation can be both operational (momentary) and deployed in time (in
days, weeks, months, even years). The dynamism of economic life can
introduce nuances that collectively distort the magnitude of expected performance
decisions;
It is also difficult to quantify the characteristics of the quality of solutions as
the basic prerequisite for their effectiveness, as well as the actions and interactions of individual
workers.
As you can see, the range of reasons that make it difficult to quantify management decisions is quite wide. Nevertheless, the theory and practice of management have developed some methodological approaches and methodological techniques to carry it out.
By revising economic efficiency it is methodologically difficult to reliably determine the value of the surplus product obtained as a result of the implementation of a specific management decision, i.e. its market value. A management decision implemented in the form of information is not directly expressed in the material form of a product or service, but creates for them certain conditions. A positive economic effect from a management decision is savings, a negative one is a loss. There are a number of methods for assessing economic efficiency, among which are more commonly used:
Indirect method of comparing different options;
Method for determining the effectiveness of the final results;
The method of determining the effectiveness of the immediate results.
Indirect method of comparing different options involves an analysis of the market value of SD and the costs of SD by analyzing SD options for the same type of object, developed and implemented in approximately the same conditions. When implementing two variants of SD, the relative economic efficiency for the first solution is determined:
where P 1T - profit received for the sale of goods in the 1st variant of SD;
P 2T- profit received for the sale of goods in the 2nd variant of SD;
3 1T- costs for the production of goods under the I-th variant of SD;
3 2T- the cost of production of goods in the 2nd variant of SD.
Method for determining the effectiveness of the final results is based on the calculation of the efficiency of production as a whole and the allocation of a fixed (statistically justified) part (K) from it:
,
where P - profit received from the sale of goods;
To- the share of SD in production efficiency (K = 20-30%);
03- total costs.
Method for determining effectiveness by direct results activity is based on an assessment of the direct effect of SD in achieving goals, implementing functions, methods, etc. The main parameters in the assessment uh uh - standards (temporary, resource, financial, etc.). Definition uh uh carried out according to the following formula:
,
where C i - standard for the use (waste) of a resource i for the RDP;
P i - actual use (costs) of the resource i for PRSD.
When calculating uh uh it is necessary to determine the value uh i across multiple resources (m ) and then by resource priority (n i ) find the mean uh uh :
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At the stage of making a managerial decision, management faces a difficult choice: which of the proposed alternatives to organizational changes is the most effective and justified for the current situation in the company.
Solution optimization is the process of enumeration of many factors that affect the result. The optimal solution is the most efficient of all alternative solutions chosen according to some optimization criterion.
Operational tasks should be solved using, as a rule, simple, heuristic methods.
Heuristics - a set of research techniques, a methodology for posing questions and solving them; a method of teaching with the help of leading questions, as well as the theory of such a technique.
Heuristic methods are based on principles (requirements and rules) that determine the strategy and tactics of decision makers in solving weakly defined and uncertain problems. They stimulate creative (figurative) thinking in the decision-making process, allow generating new ideas, the use of which makes it possible to increase the efficiency of solving managerial problems.
Heuristic methods include:
1.Methods of group work
a.Method brainstorming. It allows you to identify and compare individual judgments, a range of ideas for solving a problem, and then make a decision.
b. Key questions method. Asked questions serve as a stimulus for the formation of a strategy and tactics for solving a problem, develop intuition, form thinking algorithms, lead a person to the idea of a solution, encourage correct answers.
c. Method of free associations. This method and technology of its execution takes into account the peculiarities of the activity of the human brain, which develops new ideas when new associative connections arise. So, if members of the group offer a word, a concept, then it can become the basis for establishing associative links.
d. Inversion method. When looking for an idea, a solution to a problem can often be found by changing the direction of the search to the opposite, contrary to the prevailing traditional views dictated by logic and common sense. Often in situations in which logical methods, thinking procedures turn out to be fruitless, the opposite alternative of the solution is optimal. A classic example of inversion is the invention of a rocket by K. Tsiolkovsky. He decided that he had invented a cannon, but a flying cannon with thin walls and releasing gases instead of nuclei.
e. Method (method) of personal analogy. When solving problems (problems), sometimes the object under study, the laws of functioning of which are unknown, is replaced by a similar object with already known properties. Commonly used are direct analogies, subjective analogies, symbolic and fantastical analogies.
e. Nominal group method. Used to find the best solutions to problems.
19. Power and management as specific foundations of the state. State ow part in the Russian Federation in accordance with Art. 10 of the Constitution of the Russian Federation implemented. on the basis of its division into legislative, executive and judicial, and the bodies of legislative, executive and judicial power are independent. In the essential character of the performer. authorities, 2 key points were distinguished: power and execution. The defining elements of the essential characteristics of the state executive authorities include the following: 1) social purpose - consisting in the execution of general prescriptions, i.e. decisions of representative, presidential and government authorities; 2) exercise of executive power through a system of special executive authorities; 3) volitional impulses in the process and as a result of the implementation of management activities as a special and specific type of state activity and the main form of implementation of executive power.
All types of state activities can be divided into 3 groups according to their place in the system of implementation of state power, content and forms of expression. Generic Consolidated Forms- carried out by state bodies legislator., Executive. and the judiciary, commonly referred to as branches of state power. Species specialized forms- derived from the three generic branches of state power (realization of prosecutorial power, the activities of the Accounts Chamber of the Russian Federation, the Commissioner for Human Rights in the Russian Federation and his office, bodies of the Central Election Commission of the Russian Federation and others). functional forms- content, which are the specific functions of various law enforcement and other government agencies, carrying out the investigation, inquiry, operational-search activities and other functions in the established areas of jurisdiction. State administration as the main determining form of implementation will perform. power and type of state. activities has a number of signs: 1) reflecting the essence and social purpose of public administration, is in practically organizing character; 2) his continuous and cyclic nature, which is objectively due to the continuity social production and consumption in the broadest sense of the word; 3) executive character - a sign reflects the features of the executive activities of state administration bodies and their officials for practical implementation general requirements and prescriptions of laws and acts of presidential power. The subjects of state management are physical and legal entities(organizations) that manage or participate in management as subjects of management relations. Objects - speak various aspects of the administrative and legal status of citizens and their public associations, as well as various aspects of the activities of socio-cultural and other institutions, enterprises and their associations.
The process of state management as the most important component of the characteristics of its structure includes the following elements:
Functions of state administration - specialized in their object orientation parts of a single management process as an activity that ensures the solution of the goals and objectives facing the managing subjects.
Forms of government are in a certain way documented decisions and actions of state bodies and their employees.
State methods. management characterize the means and possibilities of the organizing influence of managing subjects on managed objects and subordinate persons (methods of persuasion, coercion, stimulation, etc.).
Public administration style as an integral part of the content characteristics of the management process, it expresses its personal aspects, reflecting the socio-cultural, intellectual, professional, characterological and other traits and characteristics of the personality of the managing subject.
The effectiveness of state management decisions to a large extent depends on the correct use of the whole variety of their types and formal expression. Optimal combination various kinds decisions and their corresponding forms contributes to the better organization of state power, the improvement of its managerial relations in influencing the external environment. The practical value of the content of the activities of state bodies is made and executed by them in order to implement the functions of public administration. organizational form their is the apparatus, government agencies; state administration is legally framed mainly by administrative law. Evaluation of the effectiveness of government management decisions is complicated by the lack of clear criteria for determining efficiency. AT general view they are signs through the analysis of which it is possible to determine the level and quality of management, its compliance with the needs and interests of society.
When evaluating the effectiveness, the effectiveness of the process of developing a solution and the effectiveness of its implementation are distinguished, which corresponds to two stages of decision-making: mental activity in developing a solution and managerial activity in implementing a solution. Each of them can use its own approaches to assessing effectiveness.
Efficiency in general terms refers to the effectiveness of something. In economic theory, there are two types of efficiency: economic and social . Economic efficiency (Uh) characterized by the ratio of the result (R) to costs (Z) : Uh = R / Z . Social efficiency expresses the degree of satisfaction of the demand of the population (for commercial enterprises).
With regard to public administration in general and state decisions in particular, we mean not only and not so much economic efficiency, but, above all, social efficiency, which includes the whole range of conditions necessary for the normal life of people.
The generally accepted criteria for the effectiveness of government management include:
a) the level of labor productivity, correlated with world parameters for its respective types;
b) the rate and scale of growth of national wealth, calculated according to the methodology of the UN;
c) the level of well-being of people's lives per capita and with a breakdown of income various categories, as well as in comparison with the standards of developed countries;
d) orderliness, security and reliability of social relations, their reproduction with an increasing positive result.
There is a World Bank methodology (standard indicators) that determines the development different countries and their comparison:
1. Picture of the world: main economic indicators, quality of life (longevity, education and standard of living).
Population: Population and labor resources; poverty; distribution of income and consumption; education; healthcare.
Environment: land use and agricultural production; water resources, afforestation and protected areas; energy consumption and emissions.
Economy: dynamics of economic growth; production structure; demand structure; central government budget balance of payments, current account and foreign exchange reserves.
State and market: financing in the private sector; the role of the state in the economy; energy and transport; communication, informatics; scientific and technical development.
Global connections: international trade; financial aid and capital flows.
Data summarizing the criteria for the overall social effectiveness of public administration in a particular country are differentiated by spheres and levels of social life within countries. So, if you look at the processes taking place in the economies of dynamically developing countries, it is easily found that the main thing here is the increase in social production based on the latest scientific and technological achievements, leading to an increase in labor productivity, an increase in the quality, diversity and manufacturability of products. AT social sphere, when reducing all problems to some kind of integrated, it is obvious that the desire to implement the principle of social justice , With taking into account the laws and forms of modern social relations, which are unique in each country. Criteria of general social efficiency arising from the political sphere are becoming important for public administration. Rather, these are not criteria for analyzing the results of management, but criteria-means showing how, by what forms, methods used in management, proper indicators of the development of the economic, social and spiritual spheres of society are provided.
When characterizing the quality of a management decision in the methodological literature, the concepts of quality and efficiency are often confused. Considering the decision-making process as a sequential performance of two interrelated functions, it is necessary to single out two modifications of the managerial decision:
1) theoretically found solution;
2) a practically implemented solution.
Thus, the concept of "quality of a managerial decision" should be applied to the first case, and the concept of " effective solution" should be applied to the second position. Therefore, the quality of a management decision must be assessed without waiting for the practical result, even at the stage of its adoption.
Efficiency of the management decision- the degree of achievement of the result per unit of costs by implementing the solution. Resource efficiency obtained as a result of the development of whether
implementation of management decisions in the organization.
The quality of the management decision– the degree of compliance of the parameters of the chosen solution alternative with a certain system of characteristics, which satisfies its developers and consumers and ensures the possibility of effective implementation.
Quality characteristics:
1. Scientific Validity The decision is determined by the degree of consideration of both the patterns of functioning and development of the control object, and the trends in the development of the economy and society as a whole.
Scientific Validity Factors
a) taking into account the requirements of basic economic laws;
b) knowledge and use of trends in the development of the control object;
c) the availability of reliable, complete and scientifically processed information;
d) the decision maker has education, qualifications and special knowledge, including knowledge of the theory of decision making.
2. Timeliness of decision making is the need to overcome and mitigate emerging contradictions within a certain time frame. In fact, this is a requirement to respond to the situation in time. Even the optimal solution, designed to get the most economic effect, may be useless if taken too late. Moreover, in this case, it can bring some damage.
3. Solution Consistency reflects the need to harmonize it with earlier decisions. Private decisions that complement each other must be consistent: firstly, each manager, when making a decision, must coordinate his goals and interests with the interests of the organization; secondly, one should distinguish between internal and external consistency of solutions. internal consistency - compliance of solutions with the goals and means of achieving them, as well as compliance with the complexity of the problem being solved and the methods for developing the solution. External consistency refers to the continuity of decisions, their compliance with the strategy, goals of the organization and previously made decisions
4. adaptability(flexibility) of the solution takes into account the time factor. It is known that the solution is temporary, which is equal to the cost of the problem situation being solved, and outside this period, the solution can turn into its opposite. You need to manage in such a way that there remains a certain freedom of choice in the future, when the situation changes. The disadvantage of many solutions is that they do not take into account the need for such adaptation and are unnecessarily rigid.
5.Reality solution reflects the need to develop it, taking into account the real possibilities and objectively determined potential of the solution. In other words, the material capabilities and resources of the organization must be sufficient for the effective implementation of the chosen alternative.
6. Competence of the managerial decisions: it must be made by those who have the authority and legal right to do so.
7. Controllability of managerial decision means that it is necessary to evaluate the deviation of the actual result from the planned, expected.