The development and adoption of a decision is a key procedure in the activities of the leader, which determines the entire further course of the management process, in particular the final result. management activities.

A decision is always a choice of an alternative. Sometimes, due to unconscious psychological factors, we pay a disproportionate amount of attention to certain decisions. However, in management, decision-making is a more systematic process than in privacy. The stakes are often much higher. The manager chooses the course of action not only for himself, but also for the organization and other employees. Management decisions can greatly influence the behavior and lives of many people.

The decision refers to the number of creative operations in technology managerial work. On the one hand, in terms of content, this is a logical and mental activity performed mainly by management personnel. On the other hand, decision is an emotional-psychological act. Like no other type of managerial work, the decision is due to the psycho-physiological traits of the leader's personality. Finally, the decision acts as a management procedure, therefore, it must be carefully organized, regulated with the help of legal norms.

Improving the quality of decisions taken by economic managers is the most important reserve for raising the efficiency of all social production. Unsatisfactory results of decisions made are primarily due to ignorance or disdain for the theory of decision making in management.

Decision theory

Decisions made should be based on reliable, current and predictable information, analysis of all facts that affect decisions, taking into account the foresight of its possible consequences. Managers are obliged to constantly and comprehensively study incoming information in order to prepare and make management decisions based on it, which must be coordinated at all levels of the intra-company hierarchical management pyramid. Difficulties in managing modern large-scale production led to the widespread use of electronic computers, the development of automated control systems, which required the creation of a new mathematical apparatus and economic and mathematical methods.

Since the manager has the opportunity to choose decisions, he is responsible for their implementation. The adopted decisions are submitted to the executive bodies and are subject to control over their implementation. Therefore, management must be purposeful, the goal of management must be known. In the control system, the principle of choosing a decision to be made from a certain set of decisions must be observed. The more choice, the more effective management.

When choosing a management decision, the following requirements are imposed on it: the validity of the decision; optimal choice; validity of the decision; brevity and clarity; specificity in time; targeting to performers; efficiency of execution.

The requirements for management technology can be reduced to the following:

The formulation of problems, the development and selection of solutions should be concentrated at the level of the management hierarchy where there is relevant information for this;

Information should come from all departments of the company located at different levels of management and performing various functions;

The choice and adoption of a decision should reflect the interests and capabilities of those levels of management that will be entrusted with the implementation of the decision or that are interested in its implementation;

Subordination in relations in the management hierarchy, strict discipline, high demands and unquestioning obedience must be strictly observed.

Making managerial decisions involves the use of the following factors: hierarchy; target cross-functional groups; formal rules and procedures; plans; horizontal connections. The use of hierarchy in decision-making is carried out by most firms in order to coordinate activities and strengthen centralization in management.

Task Forces are usually set up on a temporary basis. Their members are selected from various departments and levels of management. The purpose of creating such groups is to use the special knowledge and experience of group members to make specific and complex decisions. Target groups are most often involved in the creation of new products. Then they include engineers, marketing specialists, production workers, financiers, and suppliers. Initially, they prepare information at a high professional level, on the basis of which top management decides to allocate capital investments for the development and implementation of new products. The head of the target cross-functional group is one of its members or a higher head, who can be replaced by another specialist in the course of work. The use of formal rules and procedures in decision making is an effective way to coordinate actions. However, regulations and rules stiffen the management system, which slows down innovation processes and makes it difficult to amend plans due to changing circumstances.

The use of plans in decision-making is aimed at coordinating the activities of the firm as a whole. Planning is that important type of management activity on which managers spend a significant part of their time. In the course of drawing up plans, a process of combining interests and goals between different levels of government is carried out. Control and accounting systems are adapted in American firms to solve managerial problems, and plans are being developed on their basis. Managers constantly monitor the implementation of planned indicators and have the opportunity to correct them if such a need is justified in front of the top managers of the company or heads of production departments.

The use of direct (direct) horizontal connections in decision-making without recourse to senior management contributes to decision-making in a shorter time, increasing responsibility for the implementation of decisions made. In American firms, managers at various levels have the right to make direct contacts with partners external to the firm: consumers, suppliers, regulatory organizations, which allow them to receive specific information about the market situation and make decisions that facilitate rapid adaptation to changing conditions. The practice of making managerial decisions is determined to a large extent by the traditions and customs that exist in different countries.

The correctness and effectiveness of the decision is largely determined by the quality of economic, organizational, social and other types of information. Conventionally, all types of information that are used in making a decision can be divided into: incoming and outgoing; processed and unprocessed; text and graphics; constant and variable; normative, analytical, statistical; primary and secondary; directive, distributive, reporting.

A correctly set task predetermines the need for specific information for making a decision. Therefore, the accuracy of the task statement plays an important role in the process of decision-making by the manager.

Decision-making is inherent in any type of activity, and the effectiveness of the work of one person, a group of people or the entire people of a certain state may depend on it. From an economic and managerial point of view, decision-making should be considered as a factor in increasing production efficiency. The efficiency of production, of course, in each case depends on the quality of the decision made by the manager.

All decisions made in any field of activity can be conditionally classified and divided into decisions: according to the strategy of the enterprise; arrived; sales; issues that affect the formation of profits. Fulfilling their functional duties, each manager chooses the most optimal solutions that contribute to the implementation of the task.

Management decision is the result of a specific management activity of the manager. Decision making is the basis of management.

Development and decision making is a creative process in the activities of leaders of any level, including:

development and goal setting;

studying the problem on the basis of the information received;

selection and justification of criteria for efficiency (effectiveness) and possible consequences of the decision;

discussion with specialists of various options for solving the problem (task);

selection and formulation of the optimal solution;

decision-making;

specification of the decision for its executors.

Goals of making managerial decisions. Careful consideration of the decision-making process in order to better understand it leads to the need for a clear definition of goals and objectives. Often goals or, in any case, factors directly related to them are both quantitative (objective) and qualitative (subjective). In these cases, the application of scientific decision-making methods requires maturity of judgment and foresight, as well as analytical and mathematical skills.

Decision makers often don't realize the importance of making a list alternatives.

It is quite obvious that, in the end, not the best alternative among those considered may be chosen. In this sense, the quality of choice is limited by the quality of alternatives. An exhaustive list of available alternatives is of great help in making decisions. Decision-making is the choice of one of the alternatives, and listing them is an integral part of this process. In a sense, listing alternatives is exactly the same as defining a problem in engineering analysis. When the alternatives are vague, incomplete, or even ill-conceived, it is impossible to make a decision. However, when the alternatives are clearly listed, the task is no longer intangible.

Factors when making management decisions: time, money and production capabilities. Production capabilities here mean such diverse things as the availability of materials, parts, technical and scientific skill, organizational capabilities, etc. It is typical for engineering decisions that, without special study or research, information about the essential aspects of such factors may not be complete enough.

To technical factors include factors that are directly related to engineering analysis or design requirements. Typically, technical factors are specific and quantified.

In addition to resources and technical factors, purely human factors. These factors express not only the requirements of the political or social expediency of implementing or achieving an alternative, but also the requirements of human ethics and morality. For acceptance right decision it requires not only technical competence in assessing resources and technical factors, but also consideration of purely human factors.

The procedure for making managerial decisions.

1. The goal is formulated.

2. The most complete list of alternatives is compiled. (This requires creativity and ingenuity.)

3. A possibly more complete list of factors is compiled.

4. A list of consideration factors is used to reduce the number of alternatives, while paying attention to the reason for excluding each alternative. At this stage, it can be seen that many of the alternatives are unrealistic. Other alternatives may be highly impractical.

5. The remaining alternatives are used to reduce the list of factors, some of which can no longer be considered. Other factors may equally apply to all the remaining alternatives and therefore do not need to be considered any further.

The solution is characterized by the following features:

The ability to choose from a variety of alternative options: if there are no alternatives, then there is no choice and, therefore, there is no solution;

Presence of purpose: aimless choice is not seen as a decision;

The need for a volitional act of the leader when choosing a decision, since the subject of decision-making forms it through the struggle of motives and opinions.

Management decisions can be justified, made on the basis of economic analysis and multivariate calculation, and intuitive, which, although they save time, contain the possibility of errors and uncertainty. The decision itself is a compromise. Decisions must weigh judgments of value, which include consideration of economic factors, technical feasibility and scientific necessity, as well as social and purely human factors. To make the “right” decision means to choose such an alternative from among the possible ones in which, taking into account all these various factors, the overall value will be optimized. It is often necessary to sacrifice some of one of the characteristics (for example, reliability) in order to get a gain in another (for example, in costs).

The task of the decision maker is to find alternatives that represent the best compromise, taking into account all the factors considered. In some cases, the best compromise can be found by resorting to scientific decision-making methods, i.e. using mathematical optimization methods, probability theory, mathematical statistics, or utility theory. In other cases, decision-making is an extremely complex matter that is subjective and involves taking into account non-quantitative human factors and judgments of value.

Introduction

Chapter 1. Theoretical basis decision-making process

1 The essence of management decisions, their classification

2 Typology of management decisions

3 Decision-making process, principles and steps

Chapter 2. Analysis of the process of making managerial decisions

1 The process of making managerial decisions in LLC " Appliances»

2 Analysis of the typology of managerial decision making

In the organisation

Chapter 3

Conclusion

Introduction

Relevance of the topic. Decision making is an important part of any managerial activity. The effectiveness of management is largely due to the quality of such decisions. The decisions fix the whole set of relations that arise in the process of labor activity and management of the organization. If communication is a kind of “core” that permeates any activity in an organization, then decision making is the “center” around which the life of an organization revolves. Effective decision-making is necessary for the performance of managerial functions. Improving the process of making informed objective decisions in situations of exceptional complexity is achieved by using a scientific approach to this process, models and quantitative methods of decision making.

There are various points of view on what decisions made by a person in an organization are considered managerial. Some experts refer to such, for example, the decision to take a person to work, the decision to dismiss from it, etc. justified is the point of view, according to which only those decisions that affect relations in the organization should be classified as managerial.

Management decisions are made in various areas of human activity: political, economic, social, military, administrative, in the field of culture, education, healthcare, and in a number of other fundamentally significant large areas. Special place in the activities of a manager, of course, belongs to decisions that relate to such areas of economic activity as production, commerce, finance, etc.

Various types of solutions, their variety and complexity of interrelations create, at first glance, a modern, vast and vague picture. But a careful analysis of this picture makes it possible to identify both common features and specific features inherent in certain types of solutions.

The purpose of this work is to study the organization of managerial decision-making.

To achieve the goal, a range of tasks was defined:

consider the essence of management decisions, their classification;

to study the typology of management decisions;

describe the decision-making process, principles and stages;

to analyze the process of making managerial decisions;

develop proposals to improve the efficiency of management decisions in the enterprise.

The structure of the work consists of an introduction, three chapters, a conclusion and a list of references.

managerial decision efficiency

Chapter 1. Theoretical foundations of the process of making managerial decisions

1 The essence of management decisions, their classification

The decision as a result of the choice is usually recorded in writing or verbally and includes a plan (program) of actions to achieve the goal.

The decision is one of the types of mental activity and a manifestation of the human will.

The most important reserve for increasing the efficiency of all social production is to improve the quality of decisions made by managers.

The concept of "solution" in modern life is very ambiguous. It is understood both as a process, and as an act of choice, and as a result of choice. The main reason for the ambiguous interpretation of the concept of "solution" is that each time this concept is given a meaning that corresponds to a specific area of ​​research.

The decision as a process is characterized by the fact that it, flowing in time, is carried out in several stages. In this regard, it is appropriate to talk about the stages of preparation, adoption and implementation of decisions. The decision-making stage can be interpreted as an act of choice carried out by an individual or group decision maker (DM) with the help of certain rules.

There are a number of requirements for management decisions, which include:

Comprehensive validity of the decision;

Timeliness;

The required completeness of the content;

authority;

Consistency with previous decisions.

The comprehensive validity of the decision means, first of all, the need to make it on the basis of the most complete and reliable information. However, this alone is not enough. It should cover the entire range of issues, the entirety of the needs of the managed system. This requires knowledge of the features, ways of development of the controlled, control systems and the environment. A thorough analysis of resource provision, scientific and technical capabilities, target development functions, economic and social prospects of the enterprise, region, industry, national and world economy is required. The comprehensive validity of decisions requires the search for new forms and ways of processing scientific, technical and socio-economic information, that is, the formation of advanced professional thinking, the development of its analytical and synthetic functions.

The timeliness of a managerial decision means that the decision made should neither lag behind nor outstrip the needs and tasks of the socio-economic system. A prematurely made decision does not find a prepared ground for its implementation and development and can give impetus to the development of negative trends. Belated decisions are no less harmful to society. They do not contribute to the solution of already “overripe” tasks and further exacerbate the already painful processes.

The necessary completeness of the content of decisions means that the decision should cover the entire managed object, all areas of its activity, all areas of development. In its most general form, a management decision should cover:

The purpose (set of goals) of the functioning and development of the system;

The means and resources used to achieve these goals;

The main ways and means of achieving goals;

Deadlines for achieving goals;

The order of interaction between departments and performers;

Organization of work execution at all stages of the implementation of the solution.

An important requirement of a managerial decision is the authority (authority) of the decision - strict observance by the subject of management of those rights and powers that are granted to him by the highest level of management. The balance of rights and responsibilities of each body, each link and each level of management is a constant problem associated with the inevitable emergence of new development tasks and the system of regulation and regulation lagging behind them.

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

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

The significance of the goal.

Decision-making can pursue its own, independent goal or be a means to help achieve a goal of a higher order. In accordance with this, decisions can be strategic and tactical.

Sphere of influence.

The result of the decision may affect one or more departments of the organization. In this case, the solutions can be considered local. Decisions, however, can also be made with the aim of affecting the work of the organization as a whole, in which case it will be global.

Implementation duration.

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

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

Depending on the degree of completeness and reliability of the information that the manager has, managerial decisions can be deterministic (taken under conditions of certainty) or probabilistic (taken under risk or uncertainty). These decisions play an extremely important role in decision making. Deterministic decisions are made under conditions of certainty, when the manager has almost complete and reliable information regarding the problem being solved, this allows him to know exactly the results of each of the alternative choices. There is only one such result, and the probability of its occurrence is close to one. However, few decisions are made under conditions of certainty. Most management decisions are probabilistic.

Decisions made under conditions of risk or uncertainty are called probabilistic. Decisions made under 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 zero to one. The sum of the probabilities of all alternatives must be equal to one. Probability can be determined by mathematical methods based on statistical analysis of experimental data. The probability calculated on the basis of information that allows you to make a statistically reliable forecast is called objective.

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

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

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

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

b) when there is not enough time and / or funds to collect additional information, when making a decision, one has to rely on past experience and intuition.

Solution development method.

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

In practice, most decisions fall somewhere between these two extremes, allowing for both personal initiative and formal procedure in the process of their development.

If the choice of the best alternative is made according to only one criterion, then the decision will be simple, single-criteria. And vice versa, when the chosen alternative must satisfy several criteria at the same time, the decision will be complex, multi-criteria.

Acceptance form.

The person making the choice from the available alternatives of the final decision can be one person and his decision will be, accordingly, the sole one. However, in modern management practice, complex situations and problems are increasingly encountered, the solution of which requires a comprehensive, complex analysis, i.e. participation of a group of managers and specialists. Such group or collective decisions are called collegial. Strengthening professionalization and deepening the specialization of management lead to the widespread use of collegial forms of decision-making. It must also be borne in mind that certain decisions are legally classified as collegial.

For example, certain decisions in a joint-stock company (on the payment of dividends, distribution of profits and losses, major transactions, etc.) are referred to the exclusive competence of the general meeting of shareholders. The collegial form of decision-making reduces the efficiency of management and "blurs" responsibility for its results, however, it prevents gross errors, abuses and increases the validity of the choice.

Solution fixing method.

On this basis, management decisions can be divided into fixed, or documented (i.e., executed in the form of a document - an order, instruction, letter, etc.) and undocumented (without documentary form, oral). Most decisions in the management apparatus are documented, however, small, insignificant decisions, as well as decisions made in emergency, acute, urgent situations, may not be documented.

Thus, the decision is one of the types of mental activity and a manifestation of the will of man. The management decision should cover the goal (set of goals) of the functioning and development of the system, the means and resources used to achieve these goals, the main ways and means of achieving goals, the timing of achieving goals, the procedure for interaction between departments and performers, the organization of work at all stages of implementing the solution . Management decisions are classified according to a number of criteria:

The degree of recurrence of the problem.

The significance of the goal.

Sphere of influence.

Implementation duration.

The predicted consequences of the decision.

The nature of the information used.

Solution development method.

Number of selection criteria.

Acceptance form.

Solution fixing method.

2 Typology of management decisions

Management decisions are characterized by high complexity and an extremely wide variety of types. A solution is said to be of a certain type if it has some common feature that is characteristic of some set of solutions. Among the main features that are used to build a typology of decisions, there are such as the degree of development, the degree of justification, the possibility of implementation and the degree to which the goal of the management decision is achieved. The main types of solutions according to the indicated features and their brief description are given in Table. 1.1.

Depending on the presence or absence of standard methods for the development and adoption of managerial decisions, programmed and non-programmed decisions are distinguished.

Table 1.1

The main types of solutions according to the indicated features and their brief description

Solution Type	A brief description of
Programmed Solutions	Accepted through standard procedures and rules
Unprogrammed decisions	Require the development of new procedures or decision rules
Intuitive Solutions	Based on the person's feelings and sense that these decisions are the right ones
Logic Solutions	Accepted on the basis of knowledge, experience and logical judgment
Rational Decisions	Accepted on the basis of an objective analysis of problem situations using scientific methods and computer technology
Valid Solutions	Satisfy all objective constraints and can be implemented in practice
Invalid Solutions	Unrealistic solutions that do not satisfy one or more constraints
Unwise Decisions	Decisions that do not lead to the achievement of the control goal
Satisfactory Solutions	Decisions leading to the achievement of the management goal
Optimal Solutions	Solutions that ensure the maximum degree of achievement of the goal of managing the organization

Programmed decisions are made as a result of a certain sequence of steps according to standard methods or rules that are developed in advance and applied in typical (usually repetitive) situations. In other words, decisions are "programmed" for typical situations that may arise in the organization's activities. The use of certain decision-making techniques in typical situations reduces the likelihood of errors and increases the efficiency of decision-making, since it eliminates the need to develop new techniques whenever the corresponding situation arises. Therefore, programmed solutions are considered the most developed.

It is very important that the leaders of the organizations be sure that they are using really the right methods, which must not only be carefully justified, but also constantly developed. If outdated methods are used to make decisions in a changed environment, this can lead to undesirable or even catastrophic consequences. Therefore, management decision-making procedures must be continuously improved and updated, taking into account the emergence of new factors and covering new possible situations. In addition, it is highly desirable to justify the methodology for making any programmed decisions and convince those people for whom it is intended to be correct, and not just offer or impose it for use.

According to the degree of justification, intuitive, logical and rational solutions can be distinguished. Validity characterizes the way a decision is made and, as a rule, predetermines the quality of this decision. In this regard, it should be noted that it is always easy to make any decision. To do this, you only need to make a choice, i.e. indicate one of the possible alternatives. But the thing is, it's hard to make a good decision. To do this, it is necessary not only to make a choice, but also to justify it for yourself and other people on whom the implementation of the decision depends. To make good decisions, we must be able to justify them.

Significant advantages of intuitive and logical decisions are the efficiency and "cheapness" of their adoption. But such solutions “work” most effectively only in relatively familiar situations. However, often real situations only seem familiar and simple, but in fact they are distorted by many factors that are imperceptible at first glance. At the same time, one should always remember about the errors of human perception. Situations that appear simple may well turn out to be extremely complex. If the problem situation is truly unique and complex, then logical judgment or intuition may not be enough to make a quality decision. “The judgment cannot be related to the situation, which is really new, because the leader has no experience on which he could base a logical choice.” In a new situation, there are too many unexplored factors that need to be taken into account, and the "naked" human mind is usually not able to determine and compare them. In addition, by making decisions based only on judgment, people can become "captured" by their own experience, which will dictate their usual ways of action. As a result, the manager may lose sight of a new, more effective solution. In addition, following past experience, leaders may consciously or unconsciously resist new ideas that are required in a changed environment. Therefore, in new or unique situations, the likelihood of success increases if leaders make rational decisions.

Rational decisions, unlike logical ones, do not depend on past experience. They are based on an objective analysis of complex problem situations using scientific methods and computer technology. AT this case the term "rational" characterizes, first of all, the way the solution is developed, and not its quality. Rational decisions are made through a multi-step analytical process, but they too can be wrong. At the same time, rational choice does not exclude the use of logic and intuition, which are always actively involved in the decision-making process. Therefore, rational decisions are considered the most reasonable, since in the process of their development and adoption, all mechanisms available to a person are used - intuition, logic and calculation.

All management decisions must be implemented in the activities of the organization. Therefore, any solution, first of all, must allow the very possibility of practical implementation. On this basis, two types of solutions are distinguished - admissible and unacceptable.

Feasible solutions are solutions that satisfy all constraints and can be implemented in practice. Any decisions are always made in conditions of objective limitations - resource, time, legal, organizational, ethical, etc. It is within the limits of the given restrictions that the area of ​​acceptable options for actions is formed, i.e. many alternatives to choose from. In order to avoid difficulties in the future with the implementation of managerial decisions, it is necessary to foresee the influence of all factors of the external and internal environment of the organization that act as restrictions in advance. Constraint analysis is one of the most important steps in decision making. If this is not done or certain restrictions are overlooked, then an unacceptable decision can be made that cannot be implemented and therefore has no practical value.

There can be no “little things” in the process of analyzing constraints. A managerial decision, being a product of the manager's intellectual work, acts not as an end in itself, but as a means for organizing subsequent actions. Therefore, already in the very process of searching for a managerial decision, it is necessary to take into account the possibility of its implementation and take into account all the factors that may hinder or, conversely, contribute to the successful implementation of the decision.

According to the degree of achievement of the management goal, one can single out unreasonable, satisfactory and optimal solutions. The admissibility or realism of the decision made does not mean its reasonableness. The solution may be quite acceptable under the conditions of the restrictions, but not lead to the desired results. Such decisions will be called unreasonable. Since unacceptable solutions also do not lead us to the set goal (they cannot be realized at all), we can give the following definition.

Unreasonable decisions are unacceptable decisions or decisions that do not lead to the achievement of the management goal.

Any decision makes sense only when it is not only feasible, but also allows you to achieve the desired results. Therefore, all management decisions should be evaluated in terms of achieving the management goal, which is set by the head of the organization and acts as an additional, subjective limitation that determines a reasonable choice. Consequently, the objective limitations and goals of management are a kind of filter that cleans the set of all conceivable and unthinkable alternatives from unreasonable decisions.

Satisfactory solutions should be recognized as such options for action that lead to the achievement of the goal of managing the organization. In other words, these solutions satisfy all objective and subjective constraints at the same time and provide an acceptable, but not necessarily the best result. It must be remembered that optimal solutions are not the best in an absolute sense, but only in relation to a specific control goal that is chosen by a person. Optimal decisions are the decisions of the leader that provide the maximum degree of achievement of the management goal. In other words, these are the best compromises found as a result of careful analysis and comparison of all alternatives. It is well known that any management decision, in addition to a beneficial effect, also has negative consequences. The search for a reasonable or best compromise between them is the essence of the decision-making process.

From the point of view of innovativeness, routine, selective, adaptive and innovative solutions are considered.

Routine solutions are well-known ways of doing things to resolve a problem. They represent only a standard response to a typical situation and are not, in essence, solutions. In contrast, selective decisions involve choosing one alternative from a specific set of courses of action. In this case, it is assumed that the set of alternatives is given and well known to the decision maker. All he has to do is choose one of them.

Adaptive decisions are made in conditions when the situation changes and therefore some modification of the known options is required, taking into account the peculiarities of the new situation. The most difficult are innovative solutions that are taken in conditions when the problem cannot be solved using known methods of action or their modifications and requires the development of fundamentally new solutions that have not been used before.

According to the scale of changes introduced into the organization, management decisions can be divided into situational and reorganizational. Situational solutions do not provide for any global changes and are related to solving the current problems of the organization. In contrast, reorganizational decisions imply significant changes, such as restructuring the organizational structure or choosing a new strategy for the organization.

By the time of action, strategic, tactical and operational decisions are distinguished. Strategic decisions are aimed at achieving the long-term goals of the organization. Tactical decisions ensure the fulfillment of the strategic and medium-term goals of the organization. Operational decisions are made by leaders on a daily basis to achieve short-term goals and carry out ongoing work in the organization.

The listed types are far from exhausting the whole variety of management decisions. In fact, it is practically impossible to classify one or another solution to one of the specified "pure" types. In reality, all decisions made in organizations are combined, i.e. are within a certain range or continuum located between the "extreme" types of solutions. For example, only a few managerial decisions turn out to be programmed or unprogrammed in their pure form. Any programmed decision does not completely exclude the personal initiative of the leader, who can deviate from the standard methodology if he deems it necessary. On the other hand, even in the most difficult situations that arise for the first time, standard techniques and selection rules that have been used in the past can be useful.

3 Decision-making process, principles and steps

Sooner or later, leaders must move from analysis of past events to action. Ideally, if an action is motivated by a correct analysis of the problem, the search for causes narrows down to the point where it is safe to proceed to solve the problem. It is important, however, to remember that all actions are motivated by the need to respond to a problem. Experienced managers are constantly taking action to improve the situation, increase the demands on work and prevent the occurrence of problems that could threaten to disrupt the implementation of current plans.

Being in the present tense, the leader chooses actions (alternatives) that can often be implemented in the future. The problem is that sometimes you even have to compare the relative effects of alternatives without sound evidence. There is no way to know exactly what will happen if another alternative is chosen. The manager must consider the alternatives, confidently take a stand and state that, say, alternative A will be better suited to the goals than alternative B or C. However, this is a difficult process of moving towards the truth.

The existing uncertainty in the decision-making process can create a number of situations in which confusion between the concepts of “decisiveness” and “decision-making” is not ruled out. In many enterprises, managers are evaluated and rewarded for how quickly and confidently they make decisions. Uncertainty in this case is seen as a sign of weakness. Managers are expected to be quick and decisive in their judgments, and their willingness to implement decisions in the face of difficulties is highly valued. Theoretically, this is correct, but in practice this is not always the best course of action.

In management theory, decisiveness is seen as the ability to make a decision and turn it into reality. Decision making is the ability to analyze essential information and make the best choice. It is important to properly combine both of these abilities. Paralyzing oneself with endless analysis is just as undesirable as making decisions on a whim, spontaneously.

The first principle is the principle of organizational fit. The form of organization must be adapted to the smooth implementation of communications, which facilitates both the decision-making process and control over their implementation. It is impossible not to take into account the fact that powers and responsibilities are increasingly passing "from hand to hand". Only by making leaders responsible for the results of their decisions can the best leadership be trained.

The second principle is that policies, strategies and objectives should be so clearly defined that they allow general decisions to be made regarding new activities that go beyond today's needs.

The third principle requires having sufficient reliable data on the changing environment necessary to maintain effective communication between top-level managers and lower levels of the functioning units of the organization. It is extremely important to select the available data in such a way that senior managers have at their disposal only the facts that they really need and are not overloaded with irrelevant factual material.

The fourth principle provides for flexibility, without which countless possibilities may remain untapped. Under ideal conditions (accurate criteria, clear goals, and complete information), there would be little need for decision makers. A computer could answer any question.

By their nature, the listed principles are universal and must be adhered to in managerial and entrepreneurial activities.

Managers usually make decisions that come with certain obligations and the need to implement them. Once a decision is made, it is difficult to change it. The procedure for analyzing alternatives in decision making is different from the procedure for causal analysis.

The decision itself can take a number of forms and represent: a standard decision, for which there is a fixed set of alternatives; binary decision (yes or no); multivariate solution (there is a very wide range of alternatives); an innovative solution when action is required but there are no viable alternatives.

The most common type of solution is the standard solution. The analytical steps required to make it apply to other types of decisions as well. When making any type of decision, the experience of a manager is included from the first step and is used throughout this process. If in cause-and-effect analysis it is necessary to be wary of the “favorite causes” of managers, then in decision making one can become a victim of “favorite alternatives”. In this case, the preference for the "favorite option" can distort the entire analysis and lead to a previously known choice.

As a rule, for the successful implementation of the managerial decision-making process, the manager needs to go through eight of its main stages.

At the first stage, the main task is to correctly set the goal of the solution. Any decision-making process must begin with an awareness of the need to make a decision. It is important, first of all, to ask the question about the very choice that is to be made. Such questions contribute to the fulfillment of three tasks: to show the connection of the decision with the need to make a choice; set the direction in the search for alternatives; exclude alternatives that lie outside the goal.

In an effort to ensure the correctness of the statement of the goal of the decision, the manager must answer the following questions:

What choice am I trying to make? This question provides a starting point. It will be clarified by the next two questions.

Why is this solution necessary?

What was the last decision? This question stems from the concept that all decisions form a chain. Therefore, it is very important to find the place of this solution in it. For example, suppose that the goal of the decision is to select a training program for the implementation of measures to improve working conditions. Before setting such a goal, it is necessary to answer the question: “Are we sure that the improvement of working conditions will solve the problem of improving the moral climate in the team?” If this is the case, then a new question arises: “Are we convinced that a training program is required?” Only by answering these questions, one can move on, based on the fact that the previous decisions were obtained as a result of serious analysis.

The second stage is related to the establishment of decision criteria. Since decisions are judged primarily by the results obtained, it is reasonable to begin the selection process from their consideration. These outcomes are referred to as "decision criteria" and represent the basis of the choices actually made. Leaders need to be clear about what they want to achieve. The key question in this case is: “What factors should be considered when making a choice?” This question gives rise to a number of factors that must be taken into account when choosing a solution. In a situation of group decision-making, posing such a question assumes that the persons whose activities should be affected by this decision will have the opportunity to express their assumptions and requirements.

At the third stage, the manager divides the criteria according to the principle of their importance for the organization. The criteria have different meanings. For example, some criteria are mandatory constraints, while others merely capture desirable characteristics. to make a sufficiently effective decision, it is necessary to divide the criteria into hard constraints and desirable characteristics, without which one could do without. Then it is important to rank the criteria classified as desirable. In making managerial decisions, of course, compromises are inevitable. For example, would you prefer a faster delivery to a lower price? Are you ready to sacrifice the speed of repair for the sake of best quality service?

The fourth stage is the development of alternatives. When discussing standard solutions, this is not a problem. For example, when comparing different locations of a new food outlet. When considering other types of solutions, especially innovative ones, this step is more difficult.

The fifth stage is allocated to compare the alternatives developed at the previous stage. Skilled decision making requires developing a number of alternatives, comparing them and choosing the best one. Sometimes all solutions look good and none seem superior. Therefore, in order to make a choice, a manager needs certain means to compare alternatives.

Without sufficient data on the alternatives, it is hardly possible to compare their relative merits. The collected information will help to measure the degree of satisfaction of the requirements for each of the criteria. Data collection is a planned process, not an arbitrary response to information as it becomes available. Once the manager has clearly defined the alternatives, the question may come to the fore: “How to systematize and compare data?” The following fundamental principle must be adhered to here: “Always compare solutions with criteria, never compare one solution with another. It is important to avoid decision blindness, a disease that affects those leaders who constantly compare alternatives with each other and eventually lose sight of goals and outcomes of the decision.

At the same stage of the search for effective solutions, another ailment may occur - analytical "paralysis". It arises when the collection of information about alternatives becomes an end in itself. Decision making is the process of finding the best option based on the best available information. Meanwhile, it is hardly possible to achieve a situation where all the facts, data, and necessary materials for making decisions are available. The process of matching alternatives against criteria is an attempt to help the decision maker focus on key sources of information. Both of these "ailments" of decision making can be "cured" by focusing on criteria rather than on alternatives.

The criterion for evaluating the consequences of various options is usually determined by the purpose of the decisions. At the same time, there is a need to measure the extent to which a certain event contributes to the achievement of the goal. To resolve conflicts, a common unit of measurement of consequences is needed. Without it, it is impossible, for example, to compare an alternative that leads to minimizing the cost of transporting goods with an alternative that allows minimizing the delivery time. In order to compare the consequences of these alternatives, it is necessary that they belong to the same class. How do we translate measurements on one scale (delivery cost) into consequences on another scale (delivery time), or measure both on a third scale? In addition, we must know how to correlate gains on different scales.

In relation to the economy, we can say that, unfortunately, it is impossible to express all the consequences in terms of their impact on costs and profits, so using money as a universal unit of measure can be difficult.

At the sixth stage, the risk that the firm may be exposed to if a particular alternative is chosen is determined. In business, risk identification can range from complex probabilistic analysis in operations research models to purely intuitive guesses that can be represented by questions like: “What do you think they (customers or competing manufacturers) will do when we announce a price increase? » we are interested in a working tool for managers that can be used quickly and efficiently and that does not require complex mathematical apparatus.

In order to correctly define the area of ​​risk, one should consider the alternatives in turn and try to predict the difficulties that may be encountered if each of them is implemented. Deviations associated with the adoption of one alternative, as a rule, have nothing to do with the possible deviations in the case of other alternatives.

In the seventh stage, the solution developer makes a risk assessment. Knowing that there is a risk is important, but not enough. Its significance must be determined. Risk assessment considers factors such as likelihood and severity. With the help of the probability factor, a judgment is formed that an event will actually happen. The severity factor allows you to form a judgment about the degree of influence of the event on the situation, if it occurs.

In the eighth stage, a decision is made. Quantitative indicators of the degree of risk help to make an informed decision. After all, these data allow you to compare the performance of alternatives. It should be noted that risk indicators are not directly related to each other, as long as there is no such formula that would allow them to be compared. Typically, managers do not seek to minimize risk, but take acceptable and controllable risk. Making a choice, the head analyzes, weighs a number of judgments. It is very important to clearly sort these judgments. After all, the decision to be made is based on a certain amount of value judgments.

Thus, decision making is the ability to analyze the most important information and make the best choice. The decision-making process for managing a firm is based on four main principles:

As a rule, for the successful implementation of the managerial decision-making process, the manager needs to go through eight of its main stages: the correct setting of the goal of the decision, the establishment of decision criteria, the separation of criteria according to the principle of their importance for the organization, the development of alternatives, the comparison of developed alternatives, the definition of risk, risk assessment, acceptance solutions.

Chapter 2. Analysis of the process of making managerial decisions

1 The process of making managerial decisions in Bytovaya Tekhnika LLC

Solving problems of a managerial nature in Bytovaya Tekhnika LLC, like management, is a process, because we are talking about an endless sequence of interrelated steps. The head of Bytovaya Tekhnika LLC cares not so much about the solution as such, but about everything related to and resulting from it. Solving a problem requires not a single solution, but a set of choices. Therefore, although we present the process of solving a problem as five-stage (plus implementation and feedback), the actual number of stages is determined by the problem itself (Fig. 2.1.).

Rice. 2.1 Stages of the managerial decision-making process

in LLC "Household appliances"

Problem diagnosis.

The first step towards solving a problem is a definition or diagnosis, complete and correct. There are two ways of looking at the problem. According to one, a situation is considered a problem when the set goals are not achieved. In other words, you know about the problem because what should have happened does not happen. In doing so, you smooth out deviations from the norm.

To identify the causes of the problem, it is necessary to collect and analyze the required internal and external (relative to organics) information. Information can also be collected informally, by talking with employees of Bytovaya Tekhnika LLC about the current situation and making personal observations. For example, a foreman might discuss a performance issue with workers and pass the information upstairs.

2. Formulation of restrictions and decision criteria.

When the head of any department of Bytovaya Tekhnika LLC diagnoses a problem in order to make a decision, he must be aware of what exactly can be done with it. Many possible solutions to the problems of the Bytovaya Tekhnika LLC organization will not be realistic, since either the manager or the organization does not have enough resources to implement the decisions made. In addition, the cause of the problem may be forces outside the organization, such as laws that the leader has no power to change.

Restrictions vary and depend on the situation and specific heads of departments of Bytovaya Tekhnika LLC. Some general limitations are the inadequacy of the facilities; insufficient number of employees with the required qualifications and experience; inability to procure resources at affordable prices; the need for technology that has not yet been developed or is too expensive; exceptionally intense competition; laws and ethical considerations.

A significant limitation of all management decisions in Bytovaya Tekhnika LLC is the restriction of powers of all members of the organization determined by the top management, that is, the manager can make or implement a decision only if the top management has given him this right.

Definition of alternatives.

The next stage is the formulation of a set of alternative solutions to the problem. Ideally, it is desirable to identify all possible actions that could eliminate the causes of the problem and, thereby, enable the organization to achieve its goals. However, in practice, the head of Bytovaya Tekhnika LLC rarely has sufficient knowledge or time to formulate and evaluate each alternative due to constant business trips. Moreover, considering a very large number of alternatives, even if they are all realistic, often leads to confusion. Therefore, the head of Bytovaya Tekhnika, as a rule, limits the number of options for serious consideration to just a few alternatives that seem to be the most desirable.

Evaluation of alternatives.

When identifying possible alternatives, some preliminary assessment is necessary. Research has shown that both the quantity and quality of alternative ideas increase when the initial generation of ideas (the identification of alternatives) is separated from the evaluation of the final idea.

This means that only after listing all the ideas should one proceed to evaluate each alternative. When evaluating decisions, the head of Bytovaya Tekhnika LLC determines the advantages and disadvantages of each of them and the possible overall consequences.

When evaluating possible solutions, the head of Bytovaya Tekhnika LLC tries to predict what will happen in the future. The future is always uncertain. Many factors, including changes in the external environment of Bytovaya Tekhnika LLC and the impossibility of implementing the solution, may interfere with the implementation of the intended. Therefore, an important point in the assessment is to determine the likelihood of implementation of each possible solution in accordance with the intentions. If the consequences of a decision are favorable, but the chance of its implementation is small, it may turn out to be a less desirable option. The manager includes probability in the assessment, taking into account the degree of uncertainty or risk.

Choice of an alternative.

If the problem has been correctly identified, and alternative solutions have been carefully weighed and evaluated, it is relatively easy to make a choice, that is, to make a decision. The head of Bytovaya Tekhnika LLC simply chooses the alternative with the most favorable overall consequences. However, if the problem is complex and many trade-offs have to be taken into account, or if information and analysis are subjective, it may happen that no alternative is available. the best choice. In this case, good judgment and experience play a major role.

The real value of the solution becomes apparent only after its implementation. As shown in Figure 2.2, the process of solving a problem does not end with the choice of an alternative. Simply choosing a course of action is of little value to an organization. To solve a problem or capitalize on an existing opportunity, the solution must be implemented. The level of effectiveness in the implementation of a decision will increase if it is recognized by those affected by it. Recognition of a solution is rare, but it is automatic, even if it is obviously good.

Rice. 2.2. Solution Implementation and Evaluation: Post-Decision Phases Related to Problem Resolution

Sometimes the head of Bytovaya Tekhnika LLC may entrust the decision-making to those who will have to execute it.

There are situations in Bytovaya Tekhnika LLC when a manager is forced to make a decision without consulting others. The participation of employees in decision-making, like any other method of management, will not be effective in every situation.

Another phase that is part of the process of making a managerial decision at Bytovaya Tekhnika LLC and begins after the decision has taken effect is the establishment of feedback. A tracking and control system is needed to ensure that actual results are consistent with those expected at the time the decision was made. In this phase, the consequences of the decision are measured and evaluated, or the actual results are compared with those that the manager hoped to obtain. Feedback, i.e. the receipt of data about what happened before and after the implementation of the solution allows the manager to correct it, while the organization has not yet suffered significant damage. The assessment of the decision by the management of Bytovaya Tekhnika LLC is carried out primarily with the help of the control function.

Thus, Bytovaya Tekhnika LLC is a dynamically developing enterprise. The process of preparation and decision-making takes place in stages.

Existing problems in the decision-making process at Bytovaya Tekhnika LLC:

Insufficiency of the organization's resources to implement the decisions made;

Insufficient number of employees with the required qualifications and experience, in particular sales managers;

A significant constraint on all management decisions in Bytovaya Tekhnika LLC is the restriction of the powers of all members of the organization, determined by the top management, that is, the manager can make or implement a decision only if the top management has given him this right;

The head of Bytovaya Tekhnika LLC is often forced to make a decision without consulting with other personnel of the organization.

2 Analysis of the typology of managerial decision-making in the organization

Management decision-making is based on certain documentation. The decision-making process is reflected in all aspects of management.

An analysis of the typology of management decisions is given in Table 2.3.

Table 2.3

Analysis of the typology of management decisions

Decision quality assessment

Explanations

Director

Chief Accountant

CFO

Commercial Director

Attempts to be creative are manifested, limited by the power of the director

Head of Human Resources (clerk)

Solutions are formulaic, based on the instructions of the CEO

Division directors

Solutions are template, does not consider other alternatives and possibilities

So, as can be seen from the process of making managerial decisions, decision makers partially show attempts at a creative approach, but basically the whole process is implemented on the implementation of a specific decision set. CEO. The process of decision-making leadership in the company LLC Bytovaya Tekhnika is authoritarian. The adoption of managerial decisions is highly dependent on the personal factor, since in fact decisions in the company Bytovaya Tekhnika LLC are made by only one person, the general director.

An analysis of the types of decision-making by the CEO for the three years 2011-2013 was carried out.

Table 2.4

Typology according to the degree of participation of managers different levels and specialists for three years 2011-2013.

Typology according to the degree of participation of managers of different levels and specialists
collegiate	Opening of new credit programs	Development of a new structure of the marketing department with the maintenance of new positions, implementation new system wages	Expansion of the sales department, control of financial expenses, development of a strategic plan
collective	Development of an employee bonus program	Introduction of new financial and moral incentive programs	Conducting collective events and issuing a corporate newspaper
individual		Orders determination of personnel policy,	Orders (for example, on appointment to positions, dismissals, etc.)

So, we see that in 2011-2013. collegial decisions were made (expert and as agreed); collective (democratic) and individual (individual).

Table 2.4

Typology by levels of planning and time of implementation of activities for 2011-2013.

Typology by levels of planning and time of implementation of activities
strategic	Development of a strategic plan for entering new regional markets	expansion of activities (signing contracts with new suppliers and brands)	change in assortment policy (increase in the range of office equipment)
tactical		Optimization of the work of the team, Development and implementation of a system of discounts and benefits for large customers
operational	Carrying out repairs of the office equipment section	replacement cash register equipment	Repair and expansion of the store warehouse

So, we see that in 2011-2013. strategic, tactical and operational measures were taken.

Table 2.5

Typology according to the content of the management process for 2011-2013.

Typology according to the content of the management process
social	Development of a bonus program for employees, Modernize the rest room	Development of an employee code for Household Equipment LLC	issue of a corporate newspaper, awarding bonuses with vouchers to a sanatorium based on the results of work	Reducing costs by selling defective and damaged goods at discount prices	Introduction of new incentive programs	Reduction of staff units of loaders
organizational	General meeting of employees, Selection of heads of sales groups	General meeting of employees, redistribution of powers, in order to avoid duplication of functions	General meeting of employees, updating job descriptions of some staff units
technical	Replacing shelving under kitchen utensils	Software update	Replacing employee uniforms

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

Chapter 3

Previously successfully used planning and management procedures are becoming ineffective. The absence of a rational, purposeful policy leads to economic losses, to a slowdown in scientific and technological progress.

There are two reasons that prevent the use of more advanced methods and decision-making procedures. The first of them is connected with the traditional prejudices of employees of the administrative apparatus, attachment to the usual forms of preparing decisions. The second - with the imperfection of the style and methods of work of consultants, with their insufficient consideration of human factors.

At present, specialists in decision-making methods, consultants-analysts face complex problems. Many real processes occurring in the administrative apparatus are much more complicated than those for which analytical approaches have already been developed. There are, for example, cases when the interests of different parts of an organization or different organizations do not coincide. This is far from always bad - it is in conflict that a compromise solution is worked out, taking into account many real limitations. Often decisions are made by a group of leaders. At the same time, problems arise in coordinating the policy of influential members of this team, in coordinating conflicting interests.

The listed problems are exceptionally complex from a methodological point of view. In my opinion, at present there are no practical constructive methods for making group decisions or decisions in the face of opposition with many active participants. Far from being satisfactorily resolved are many of the relatively simpler problems of individual decision making.

As you can see from the previous example, many decisions are made with the participation of senior management or in agreement with it, which slows down the implementation of these solutions (widely used in Japan). Therefore, it is necessary to expand the capabilities of the heads of structural divisions to make managerial decisions, that is, to delegate appropriate powers to them (widely used in the United States).

In order to avoid dishonest or mercenary adoption and execution of managerial decisions, it is necessary to strengthen control and responsibility for violations. At the same time, it is also proposed to distinguish between the managerial decisions made both by levels and by functional responsibilities.

In addition, the enterprise has a poorly developed assessment of the effectiveness of decisions made. It is rather formal in nature and does not have a wide practical application.

Therefore, it is necessary to ensure the development of criteria by which the effectiveness of making a particular managerial decision will be evaluated.

For example, such criteria can be: the growth of technical and economic indicators; improving product quality; labor and material resources; facilitating the work of staff; increasing interest in work; injury reduction; improving the climate in the team. That is, depending on the type of management decision made, certain criteria will be applied to it.

The main drawback in managerial activity is not a bad decision, but the absence of a decision. The following reasons for poor quality decisions can be identified: a significant amount of decisions made, which does not allow each of them to be carefully developed and justified; inconsistency of newly made decisions with previously made ones, which causes duplication, mismatch of actions and conflict; making “vague” decisions that do not have a specific content, reflecting only a general attitude: pay attention, increase, take the necessary measures (such decisions in management practice are up to 10%); insufficient information support, resulting in the development of weak solutions, the implementation of which will not remove the essence of a particular problem.

The subjects making management decisions should be guided by the main organizational prerequisites that can help improve the quality of decisions, thereby contributing to the improvement of management efficiency in general.

To ensure the effectiveness of the development and decision-making process, the following recommendations are offered:

‾ people prefer not to take responsibility voluntarily, and this should not be expected of them;

‾ the coordination processes at all stages, including meetings and sessions, should not be left to chance;

‾ you can’t rely on memory for everything, it is recommended to record a lot in a notebook or other material media;

‾ it is necessary to master and replenish knowledge on the theory of development of managerial decisions.

An important problem is the low motivation of the executors of the management decision. To address this issue, it is currently recommended to bring decisions to the executors in a timely manner to prevent the loss of relevance by the adopted management decision; increase motivation by expanding the involvement of the population of territories, cities and districts in the development of concepts, paradigms, key provisions, strategies, and not only by coordinating the formed decisions with them; form public opinion on problems through the media, hold conferences, seminars, symposiums; create systems staffing implementation of solutions; organize control over the execution of the decision, which will allow the leadership of the city, district to make the necessary adjustments in a timely manner. The decision cannot be correct at all times, since any socio-economic system moves in time and space, the situation inside it changes. In a new situation, other problems arise, the strategic course is adjusted, a new decision is made. Thus begins another management cycle. Therefore, it is necessary to strive for the flexibility of management and management decision-making.

The effectiveness of managerial decisions is significantly influenced by information support, which should be comprehensive and cover the entire decision-making process.

An important role also belongs to the planning system. The extension of this process to all levels of management guarantees the transparency of the activities of departments, allows you to establish the characteristics of performance. Plans should form the basis of operational meetings, evaluation of the activities of departments and their leaders, analysis of the scope of functions performed, the efficiency of the use of budgetary funds, etc.

Therefore, it is necessary to increase the efficiency of management decisions, which is the main prerequisite for rational management.

Conclusion

In the course of writing term paper The following conclusions were drawn from the theoretical part:

The decision is one of the types of mental activity and a manifestation of the human will.

The management decision should cover the goal (set of goals) of the functioning and development of the system, the means and resources used to achieve these goals, the main ways and means of achieving goals, the timing of achieving goals, the procedure for interaction between departments and performers, the organization of work at all stages of implementing the solution .

Management decisions are classified according to a number of criteria:

The degree of recurrence of the problem.

The significance of the goal.

Sphere of influence.

Implementation duration.

The predicted consequences of the decision.

The nature of the information used.

Solution development method.

Number of selection criteria.

Acceptance form.

Solution fixing method.

Decision making is the ability to analyze critical information and make the best choice.

The decision-making process for managing a firm is based on four main principles:

Organizational fit principle, policy;

The strategy and goals must be clearly articulated;

Sufficient reliable data on the changing environment;

Flexibility, without which countless possibilities can remain unused.

As a rule, for the successful implementation of the managerial decision-making process, the manager needs to go through eight of its main stages: the correct setting of the goal of the decision, the establishment of decision criteria, the separation of criteria according to the principle of their importance for the organization, the development of alternatives, the comparison of developed alternatives, the definition of risk, risk assessment, acceptance solutions.

So, options for management decisions should be brought into a comparable form according to the following factors:

Time factor (time for projects or investments);

object quality factor;

factor of scale (volume) of production of an object;

the factor of development of the object in production;

method of obtaining information for making a management decision;

conditions for the use (operation) of the object;

inflation factor;

risk factor and uncertainty.

The comparability of options for the listed eight factors is ensured, as a rule, when substantiating technical, organizational or economic measures aimed at improving the particular indicators of the target subsystem of the management system (indicators of quality and resource intensity of products, the organizational and technical level of production, the level social development team, environmental problems), as well as the development of supporting, managed or managing subsystems, improving ties with external environment systems.

In each case, the options for management decisions may not differ in all factors. The task of a specialist, manager or decision maker is to conduct a comprehensive analysis of specific situations in order to ensure comparability in the maximum number of factors. The fewer factors taken into account, the less accurate the investment efficiency forecast.

Basic rules for ensuring the comparability of management decision options:

The number of alternatives must be at least three;

the newest solution in terms of time should be taken as the base solution. The remaining alternative options are reduced to the base one using corrective coefficients;

to reduce time, improve the quality of the solution and reduce costs, it is recommended to use more coding methods and modern technical means information support decision making process.

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SPECIALTY: Management of the organization DISCIPLINE: Management decisions COURSE WORK On the topic: "PECULIARITIES OF THE ADOPTION AND IMPLEMENTATION OF MANAGEMENT DECISIONS"

Introduction……………………………………………………………………….3 p.

1. Analysis theoretical aspects and problems of implementation of management decisions

1.1 The decision-making process and its structure ………………………….5 p.

1.2 Basic procedures for the management decision-making process.6 p.

2. Analysis of the LLC "Status" enterprise on the problem and implementation of management decisions

2.1 Characteristics of the enterprise………………………………………..13 p.

2.2 Decision-making analysis…………………………………………...17 p.

2.3 Analysis of the implementation of decisions……………………………………………21 p.

3.1 Factors of the effectiveness of management decisions………………..25 p.

3.2 Methods for modeling and optimizing solutions…………………..25 p.

Conclusion………………………………………………………………….29 p.

References………………………………………………………..31 p.

INTRODUCTION

Among the many problems of modern management, the most important are the development, adoption and implementation of a management decision, which is the main tool for managing influence. This problem is not purely academic. It has a very serious applied value, which inevitably increases as the complexity of economic situations and management tasks that need to be addressed. This is also evidenced by the increasing scale of losses as a result of even small errors made in the decision.

Effective decision-making is necessary for the performance of managerial functions. Therefore, the decision-making process is the central point of management theory. Management science seeks to improve the performance of organizations by increasing management's ability to make informed, objective decisions in situations of extreme complexity through the use of models and quantitative methods.

Management decisions can be made in relation to any area of ​​the organization: personnel management, financial management, production process management, including marketing service management.

The relevance of the work is explained by the fact that the existence of any organization is impossible without the constant daily adoption and implementation of certain decisions on various levels management. At the same time, managerial decisions are aimed at achieving the most optimal result of the activity of the organizational and production system. The job of executives, scientists, engineers, lawyers is to make decisions and solve problems. There is nothing more important to the welfare of society than the efficient performance of this work.

Decision making is an important and complex process. However, many leaders believe that decision-making is nothing more than choosing one of several options actions. Alas, decisions of this kind are just one step in a complex and dynamic process.

The purpose of the course work is to study the functional organization of the process of managerial decision-making, as well as consideration of the order and methods of decision-making.

1. Analysis of theoretical aspects, problems and implementation of management decisions

Under decision technology it is necessary to understand the composition and sequence of procedures leading to the solution of the problems of the organization, in combination with the methods for developing and optimizing alternatives.

For a leader, decision making is not an end in itself. The main concern of a manager is not the choice of an alternative itself, but the resolution of a certain managerial problem. To solve a problem, very often, not a single solution is required, but a certain sequence of solutions and, most importantly, their implementation. Therefore, a decision is not a one-time act, but the result of a process that develops over time and has a certain structure. Based on this, we can give the following definition of this process.

Decision making process - this is cyclic sequence of actions of the subject of management aimed at resolving the problems of the organization and consisting in the analysis of the situation, generation of alternatives, decision-making and organization of its implementation.

The most holistic and visual representation of the decision-making process is given by a diagram that reflects its main stages and the order in which they follow (Fig. 1.1).

Rice. 1.1- Composition and sequence of procedures for the management decision-making process

However, it should be noted that this scheme is an idealized model, since real decision-making processes, due to the variety of organizations, situations and problems that need to be addressed, as a rule, differ from it, i.e. in fact, the structure of the PTSD is largely determined by the situation and the problem being solved

Analysis of the situation. For the need to make a management decision, a signal is needed about an external or internal influence that has caused or is capable of causing a deviation from the specified mode of the system's functioning, i.e. presence of a managerial situation. Therefore, one of the most important conditions for making the right decision is to analyze the situation.

Analysis of the management situation requires the collection and processing of information. This stage performs the function of the organization's perception of the external and internal environment. Data on the state of the main environmental factors and the state of affairs in the organization are received by managers and specialists who classify, analyze information and compare the actual values ​​of controlled parameters with planned or predicted ones, which in turn allows them to identify problems that should be solved.

Problem identification. The first step towards solving a problem is its definition or diagnosis, complete and correct. As they say, to formulate a problem correctly is to half solve it.

There are two views on the essence of the problem. According to one, a situation is considered a problem when the set goals are not achieved or there is a deviation from the set level, for example, the master can determine that labor productivity or the quality of products in his area is below the norm. On the other hand, the potential for efficiency gains should also be considered as a problem. Combining both of these approaches, we will understand the discrepancy between the desired and real state of the managed object as a problem.

Identifying and formulating a problem is a very complex procedure. The fact is that at the time of their emergence, many of the most important problems are poorly structured, i.e. do not contain obvious goals, alternative ways to achieve them, an idea of ​​the costs and effects associated with each of the options, and bringing these problems to quantitative certainty (structuring) requires managers not only knowledge and experience, but also talent, intuition, and creativity.

In medical terminology, the first step in diagnosing a complex problem is identifying the symptoms. The general symptoms of the illness of the organization are: low - profit, sales volume, labor productivity, quality of goods and services; high - costs, staff turnover, numerous conflicts. Identifying symptoms helps to define the problem in a general way, but just as various diseases often have common symptoms (a headache can also be caused by ordinary overwork and hypertension), various causes can cause similar organizational problems (poor quality of goods can be the result of both worn-out equipment and insufficient qualifications of workers). Therefore, managers should investigate the causes of the problem more deeply and not rush to eliminate only its symptoms.

We must also not forget that all elements and activities in the organization are interconnected and the solution of any problem in one part of the organization can cause problems in others. Therefore, when defining the problem to be solved, one should strive to ensure that the number of newly emerging problems is minimal.

Definition of selection criteria. Before considering possible solutions to the problem that has arisen, the manager needs to determine the indicators by which alternatives will be compared and the best choice will be made. These indicators are called selection criteria. For example, when deciding to purchase new equipment, one can focus on the criteria of price, performance, operating costs, ergonomics, etc., and if a decision is made to hire a new employee, the selection criteria among candidates can be: education, work experience , age, personal qualities.

Development of alternatives. The next step is to develop a set of alternative solutions to the problem. Ideally, it is desirable to identify all possible alternative ways to solve the problem, only in this case the solution can be optimal. However, in practice, the manager does not (and cannot) have such stocks of knowledge and time to formulate and evaluate every possible alternative. Managers are well aware that the search for the optimal solution is very difficult, takes a lot of time and is expensive, so they are looking not for the optimal, but for a good enough, acceptable option that allows you to solve the problem and helps to cut off unsuitable alternatives in advance, the selection criteria defined at the previous stage.

Along with the situation when options for solving a problem are known in advance or are discovered without much difficulty, there are often situations in which the problem being solved has not been encountered before, i.e. possible alternatives are unknown and must be preliminarily formulated. In such cases, it can be very useful to collectively discuss the problem and generate alternatives.

Choice of an alternative. Having developed possible solutions to the problem, they need to be evaluated, i.e. compare the advantages and disadvantages of each alternative and objectively analyze the likely results of their implementation. To compare solutions, it is necessary to have standards or criteria by which they can be compared. Such selection criteria were established in the third stage. With their help, the choice of the best alternative is made.

Since the choice is made, as a rule, on the basis of several criteria, and not one, it always has the character of a compromise. In addition, when evaluating possible solutions, the manager actually deals with predictive estimates of the compared values, and they are always probabilistic. Therefore, it is very important to take into account the risk factor, i.e. determine the likelihood of each alternative being implemented. Taking into account the risk factor leads to a revision of the very concept of the best solution: it is not the option that maximizes or minimizes a certain indicator, but the one that ensures its achievement with the highest degree of probability.

Decision approval. In modern management systems, as a result of the division of labor, a situation has developed in which some employees of the organization prepare and develop a decision, others accept or approve, and third ones carry out. In other words, the manager often approves and bears responsibility for a solution that he did not develop, the specialists who prepared and analyzed the solution do not participate in its implementation, and the performers do not take part in the preparation and discussion of the decisions being prepared. Management decision-making in an organization is often mistakenly viewed as an individual rather than a group process. Meanwhile, although the main stages of the PPR organizations and individuals are the same, the formation of decisions in the organization differs significantly from individual decision-making. It is the organization, and not the individual leader, who must respond to emerging problems. And not one leader, but all members of the organization should strive to improve the efficiency of its work. Of course, managers choose the course for the organization, but for the decision to be implemented, the joint action of all members of the organization is necessary. Therefore, the stage of coordination plays a very significant role in group decision-making processes.

In the ideal case, the performers will act in accordance with the decisions of the managers, but the practice is far from ideal and this is not always the case. Recognition of a solution is rarely automatic, even if it is clearly a good one. Therefore, the leader must convince the correctness of his point of view, prove to employees that his decision brings benefits to both the organization and its individual members. Practice shows that the likelihood of a quick and effective implementation increases significantly when the performers have the opportunity to express their opinion on the decision being made, make suggestions, comments, etc. Then the decision taken is perceived as one's own, and not imposed "from above". Therefore, the best way to agree on a decision is to involve employees in the process of making it. Of course, this method should not be absolutized: there are situations when it is impossible or not rational and the manager is forced to make a decision on his own, without resorting to discussions and agreements, but we must remember that the systematic ignoring of the opinions of subordinates leads to an authoritarian leadership style.

Implementation management. The process of solving a problem does not end with the choice of an alternative: to obtain a real effect, the decision made must be implemented. That is the main task of this stage.

For the successful implementation of the solution, first of all, it is necessary to determine the complex of works and resources and distribute them according to the performers and deadlines, i.e. foresee who, where, when and what actions should be taken and what resources are needed for this. If it's enough big decisions, this may require the development of a program to implement the solution. During the implementation of this plan, the leader must monitor how the decision is being implemented, provide assistance if necessary, and make certain adjustments.

Monitoring and evaluation of results. Even after the decision is finally put into action, the decision-making process cannot be considered completely completed, since it is still necessary to verify whether it justifies itself. This goal is served by the control stage, which performs the function of feedback in this process. At this stage, the consequences of the decision are measured and evaluated, or the actual results are compared with those that the manager hoped to receive.

It should not be forgotten that the solution is always temporary. The term of its effective action can be considered equal to the period of relative constancy of the problem situation. Beyond its limits, the solution may cease to have an effect and even turn into its opposite - not contribute to solving the problem, but exacerbate it. In this regard, the main task of control is to timely identify the decreasing effectiveness of the solution and the need to correct it or make a new decision. In addition, the implementation of this stage is a source of accumulation and systematization of experience in decision-making.

The problem of controlling managerial decisions is very relevant, especially for large bureaucratic organizations. You can make a lot of reasonable and useful decisions, but without a rationally organized system for monitoring the execution, they will remain in the "bowels of office work" and will not give the expected effect.

Conclusion:

The immediate results of management decisions are the changes that occur in the process joint activities people, in a complex of economic and social indicators of production and economic activities of enterprises. This necessitates the consideration of the main provisions of the theory of decision making and their application in the practical activities of managers.

In its most general form, decision theory is a branch of management science, including the study of the problems of setting goals and objectives, determining the criteria and indicators for information support of decision options and their optimization.

In addition, to be of high quality, the control solution must be stable in terms of efficiency to possible errors in determining the initial data and flexible - provide for changing goals and algorithms for achieving goals. Otherwise, minor deviations of the initial data, which may occur at any time and for various reasons, will transfer the management decision from the category of effective to ineffective.

2. Analysis of the LLC "Status" enterprise on the problem and implementation of management decisions

2.1 Characteristics of the enterprise

The enterprise considered in the work Status LLC is engaged in the production and sale of building materials. The company was founded on the basis of a former supply base six years ago. This explains the fact that the company has a staff of production specialists, and the sale of products is at a low level.

You can imagine the enterprise under consideration as a system. Next, we give a table of functions and elements of the organization.

To diagnose problems and further forecasting, it is necessary to conduct a detailed analysis of the object of forecasting.

The purpose of the analysis is to obtain the information necessary to diagnose the problem and predict the development of the control object in the interests of making a decision by the manager.

The analysis involves the study of:

macro environments;

Competitive environment;

internal environment.

Like any system, the organization under consideration operates in the aggregate and in interaction with the external environment. This interaction is manifested in the following:

In the procurement of raw materials and materials from third-party suppliers;

In the selection and change of personnel;

In the influence of tastes and preferences of consumers on the range of products;

In the actions of competitors;

In the regulation of the organization's activities by state and other authorities, etc.

Analysis of the macro environment showed that the enterprise is influenced by legal bodies in the field of compulsory licensing of activities and certification of products. This influence is felt in daily activities, but does not carry a negative impact and reduce the effectiveness of activities. The costs incurred by the enterprise in the course of the implementation of the listed activities are attributed to the decrease in profits.

The political processes taking place in the country also have an indirect impact to the extent that the purchasing power of the population decreases in relation to all goods and services, and in particular to building materials.

The development of scientific and technological progress and the achievements of modern technologies have a greater influence compared to the previous parameters. This is expressed in the development of modern materials and technologies for their production, as well as in the improvement of traditional construction methods. This process reduces the competitiveness of traditional building materials and technologies and forces them out of the market.

The analysis of objects and subjects of management is carried out in a systemic unity with the analysis of the external environment.

The study of the competitive environment made it possible to reveal the fact that direct competitors, i.e. manufacturers of similar products do not have a strong impact on consumers, market segments are divided approximately proportionally. There is its own circle of regular consumers in the form of large industrial enterprises and construction organizations. Manufacturers of a morally different range of building materials have taken away some of the consumers and have little impact on the emerging market conditions.

A problem has been detected in the enterprise. A problem is a critical discrepancy between the desired and actual state. In this case, this is a well-established production and poorly delivered sales, while with good production sales should not lag behind in order to be able to invest free financial resources in an even greater expansion of production or its improvement.

Awareness of the problem consists in establishing the fact of its existence based on the results of monitoring activities or researching market opportunities. The problem, which has reached a certain severity, is transformed into a motive for the activities of the organization and its managers.

The process of building a problem tree allows you to structure the problem. The problem tree is shown in fig. 2.1.

Based on the results of the work to identify the problem, the personnel of the enterprise were given the goal of increasing the sales of finished products within 6 months and increasing consumer preference in the direction of our products.

The goal is for everyone necessary requirements presented to the goals: it is clear and understandable to the performers, it is measurable by quantitative methods, it has a deadline for implementation, it is consistent with the global goal of the entire organization.

2.2 Decision Analysis

Further, according to the materials presented on the work done to identify problems, the management of the enterprise identified the most important problem for the strategic development of the enterprise. It is connected with the restructuring of the principles of work of the marketing division of the company. Within the framework of solving this problem, several directions of its solution can be distinguished. On the one hand, this is a change in the methodological approach to the organization of the marketing service at the enterprise. And on the other hand, this is a change in the influence of the human factor on solving the problem.

Several solutions to this problem can be proposed. We present them in the form of a decision tree (Fig. 2.2)

Rice. 2.2- decision tree .

The algorithm for choosing a method for solving a specific problem is shown in Figure 2.3.

According to the above algorithm for selecting and making a managerial decision on the problem of increasing the efficiency of the company "Status", the following solutions were selected and evaluated as the most appropriate for the goals and objectives set:

1. Form a new structure of the marketing department of the company.

2. Adopt as the main program in the system of motivation of personnel activity the program of material interest of personnel in increasing sales volumes and bonuses based on the results of the company's activities for each quarter.

3. Build a sales system through the involvement of dealers and distributors on a contractual basis.

4. Set the pricing policy according to the "cost plus" system.

5. Conduct a study of the building materials market and consumer preferences, and then develop a range of products and a production program in accordance with the results of the research.

The criterion for the effectiveness of a management decision is expressed, as a rule, in the form of a set of indicators and acts as a measure of the knowledge of the phenomenon under study.

When choosing a criterion for the effectiveness of a solution, one should be guided by the following basic requirements:

firstly, it must be expressed quantitatively, i.e. have a physical meaning;

secondly, it should most fully reflect the results of the decision;

thirdly, be quite simple, understandable and specific.

As a rule, the process of choosing an efficiency criterion is based on logical reasoning and intuition of the decision maker.

The criterion for evaluating the effectiveness of solving the problem will be the creation of such marketing service at the enterprise, in which all manufactured products will be sold during the period of production of the next batch of products with maximum profit.

For the final decision-making for each option under study, it is necessary to compare both the effect obtained as a result of the decision and the possible costs (cash, labor, material and other resources) for its implementation. The quantitative assessment of the effect obtained as a result of the adoption of a particular decision is expressed not only in monetary terms, but also depends on changes in the composition of capital investments, social working conditions, psychological climate, etc. Comparison of options provides for the exclusion of unsuitable ones and the choice of the most acceptable ones. The analysis is carried out using the methods of economic and system analysis.

2.3 Analysis of the implementation of the solution

In the most general form, the choice of the final solution is determined by the nature of the task, the available resources, and the information security of the management process.

Of the proposed solutions to the problem, two did not immediately satisfy the company:

firstly, it is not possible to change the pricing policy, because this market independently regulates the price level based on supply and demand;

secondly, changing the structure of the marketing service is not considered appropriate, because the company has qualified specialists, and the search for new personnel will take time and lead to additional costs of funds.

Only options for changing the sales strategy based on a study of customer demand remained realistically possible.

To make a decision that requires the identification and consideration of a significant number of factors, it is advisable to involve those employees who are more or less familiar with the problem posed and will be able to give certain recommendations when considering it. It is noted that group decisions are effective provided that the group is small in composition and the number of its members has the possibility of direct communication to discuss decisions. At the same time, the value of a decision made by a group is higher and its competence is greater than that of a decision made alone.

So, a decision was made to change the sales strategy while simultaneously studying consumers and their demand for products.

For this, the following tree of goals was compiled (Fig. 2.4)

In accordance with the above decision tree, it is necessary to establish all the moments of risk in order to exclude them in advance from the practical activities of the company. For the considered production enterprise "Status", the following risk situations can be distinguished:

The developed range of products is not in demand on the market and there was a need for an urgent sale of product balances in order to prevent the production process from stopping;

A technological failure occurred, which resulted in non-fulfillment of contractual obligations and additional costs for the restoration of the production process and for penalties;

There was a break in contractual relations with one of the dealers, who bore the main burden of selling products, which may cause stagnation of finished products in the warehouse;

To localize the above risk situations, you can give a variant possible activities with several dealers at once and at the same time maintaining its own sales network. This means that it is necessary to enter into agency agreements with several firms simultaneously in order to prevent a failure in activities due to failures in the work of one large agent. At the same time, the issue of coordinating delivery and shipment schedules is acute in order to avoid non-cyclicality in the implementation process. That is, the schedule should be drawn up in such a way that in each period of time the products must be received by any dealer, and if there is a need to accumulate a large volume of products for one consumer, then products are not shipped to other consumers at this time.

On the other hand, it is necessary to produce several types of products, and not rely on any one product, so that there is interchangeability.

Conclusions:

Firm "Status" identified a problem in its activities - unsatisfactory construction of a system for marketing products with successful production. This work, based on theoretical material, considers options for solving the identified problem.

As a result of the development of a management solution for the Status company, a range of measures was developed to improve the sales system for products and the work of the marketing service, which includes activities for market research and the development of an appropriate product range, changes in the sales system through the creation of a dealer network.

In the process of developing a management decision, two more possible options were rejected - a change in pricing policy and a change in the personnel of the enterprise.

In conclusion, I would like to note the importance of making correct and timely management decisions.

Before making decisions, people mentally play out various options, considering it the best way find the optimal one. Therefore, it will be useful to give here some practical advice developed by E. Starobinsky in his book "How to manage personnel".

1) do not fuss. Each decision needs to be considered, and this takes time.

Determine for yourself the time required for the solution. Analyze the option that comes to mind. Note its pros and cons. This sequence develops in us the ability to make decisions.

2) choose a behavior strategy. This is very important when solving fundamental issues. Fundamental decisions should not distort the strategy of behavior and contradict life attitudes. Otherwise, you should think about reconsidering your views.

3) seriously analyze the current situation. In this case, the validity of the proposed decision will be revealed. For decision-making, this step becomes fundamental.

4) when making a decision is important common sense, this is especially important when there are many alternatives to the solution. Rely on logic, this will help you make the best decision.

5) Be creative. Being creative will help you make an unconventional decision. Showing initiative and creativity will help you get the results you want.

3.1 Factors of effective management decisions

The effectiveness of managerial decisions is determined by many quantitative and qualitative factors of a technical, technological, socio-economic and organizational nature.

The technical and technological factors for improving the efficiency of management decisions include: the machine-labor ratio of labor, the degree of use of office equipment, the technical culture of specialists and technical executors and others.

Socio-economic factors include: the authority of the leader, interpersonal relationships, psychological characteristics, conflict situations, a system of moral and financial incentives, sanitary and hygienic working conditions, fatigue, physical activity, general health of workers and others.

To organizational factors: the degree of rationality of the structure of the management apparatus, the state of division and cooperation of labor, the selection and placement of personnel, the organization of performance, the organization of jobs, the rationality of the use of working time.

When solving the problem of determining the effectiveness of decision-making, very important conditions are taking into account the action and interaction of various groups of factors, determining the quantitative impact both on the efficiency of production management activities and on the final results of production efficiency.

3.2 Methods for modeling and optimizing solutions

In the process of solving complex problems in order to strengthen the ability of managers to make informed and objective decisions, various scientific methods for their development and optimization can be used, the arsenal of which is usually divided into two main classes:

Modeling methods;

Methods of expert assessments.

Modeling methods (also called operations research methods) are based on the use of mathematical models to solve the most common management problems.

The development and optimization of a solution to a specific problem by modeling methods is a rather complicated procedure, which can be represented by a sequence of main stages:

Formulation of the problem;

Determination of the efficiency criterion of the analyzed operation;

Quantitative measurement of factors influencing the operation under study;

Construction of a mathematical model of the studied object (operation);

Quantitative solution of the model and finding the optimal solution;

Checking the adequacy of the model and the solution found for the analyzed situation;

Correction and updating of the model. The number of possible concrete models is almost as great as the number of problems for which they are designed. Their detailed consideration is beyond the scope of this textbook and is the subject of a special academic discipline, therefore, we will name only the most common types of models.

Game theory models. Most business transactions can be considered as actions performed in the face of opposition. Counteractions should include, for example, factors such as an accident, fire, theft, strike, breach of contractual obligations, etc. However, the most massive case of opposition is competition. Therefore, one of the most important conditions on which the success of an organization depends is competitiveness. Obviously, the ability to predict the actions of competitors is a significant advantage for any business. commercial organization. When making a decision, you should choose an alternative that allows you to reduce the degree of opposition, which in turn will reduce the degree of risk.

This opportunity is provided to the manager by game theory, whose mathematical models encourage him to analyze possible alternatives of his actions, taking into account the possible responses of competitors. Originally developed for military-strategic purposes, game theory models are also used in business to predict the reaction of competitors to decisions made, for example, to price changes, launching new goods and services, entering new market segments, etc.

So, when deciding to change the price level for "its products, the company's management must predict the reaction and possible response actions of the main competitors. And, if using the game theory model it is established that, for example, when the price increases, competitors will not do the same, the organization , in order not to fall into a disadvantageous position, must abandon this alternative and look for another solution to the problem.

However, it should be noted that these models are used quite rarely, since they turn out to be too simplified compared to real ones. economic situations, so variable that the resulting forecasts are not very reliable.

Queue theory models. Queue theory (or optimal service) models are used to find the optimal number of service channels for certain level needs for them. Situations in which such models can be useful include, for example, determining the number of telephone lines needed to answer customer calls, trolleybuses on the route so that long queues do not accumulate at stops, or bank tellers so that customers do not have to wait , while they can be dealt with, etc. The problem here is that additional service channels (more telephone lines, trolleybuses or bank employees) require additional resources, and their utilization is uneven (excessive capacity in some periods of time and queuing in others). Therefore, it is necessary to find a solution that balances the additional costs of expanding service channels and the losses from their lack. Models of queuing theory are precisely the tool for finding such an optimal solution.

Conclusions:

In addition to economic importance social aspect decision-making efficiency. It is important to take into account: the prospective significance of decisions, their possible result and consequences, the level of compliance of the decisions made with the tasks of social development. It is necessary to foresee the possible consequences of the impact of decisions not only on the direct executors, but also on the general population, changes in their psychology, in their way of thinking and behavior, style of activity, etc.

The main indicators of the social effectiveness of the decisions made include: improving working conditions, increasing job satisfaction, reducing staff turnover, reducing the cost of hard and unskilled labor, developing creative activity and initiative, improving interpersonal relationships, etc.

Conclusion

At the end of the work, I would like to highlight the main points.

1. The impulse of a managerial decision is the need to eliminate, reduce the relevance or solve a problem, i.e. approximation in the future of the real parameters of the object (phenomenon) to the desired, predictive ones.

2. To solve the problem, it is necessary to answer the following questions: what to do (object)? how to do (technology)? for whom (consumers)? at what price? with what parameters? at what cost? in what quantity? at what time? where? to whom (performers)?

3. The main requirements for the quality of information for making a management decision: timeliness, reliability, reliability, complexity, targeting, legal correctness, multiple use, high speed collection and processing, the possibility of coding, relevance.

4. The main parameters of the quality of management decisions should include: the entropy index, the degree of investment risk, the probability of implementing the decision, the degree of adequacy of the theoretical model to the actual data.

5. The main conditions for ensuring high quality and efficiency of management decisions include: applying scientific approaches to the development of a solution, studying the influence of economic laws on the effectiveness of a solution, providing high-quality information, applying methods of functional cost analysis, forecasting, modeling and economic justification, building a tree of goals , ensuring the comparability of alternative options, multivariate solutions, legal validity, automation, motivation for a high-quality solution, the presence of a mechanism for implementing the solution.

6. Alternative options for management decisions should be brought into a comparable form in terms of time factors, quality of objects, scale of production, level of development, method of obtaining information, conditions for using the object, inflation factors, risk and uncertainty.

7. The principles of economic justification of management decisions include: accounting for the time factor, accounting for costs and results for life cycle object, application to the calculation of the system and integrated approaches, multivariance, comparability of options, taking into account the factor of uncertainty and risk.

Management decision making is a very important factor in the activity of any modern company. Without proper managerial decision-making, effective leadership can hardly be the economic prosperity of the company.

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Providing alternative options for management decisions

One of the conditions for improving the quality and efficiency of a management decision is to ensure the multivariance of decisions, that is, it is necessary to work out at least three organizational and technical options for performing the same function to achieve the goal (for example, two metal sheets can be connected by the following technological methods: welding, soldering, gluing, riveting, bolting, etc. The task of a specialist is to choose a connection that would perform the required functions efficiently and simultaneously with minimal costs for developing a problem, manufacturing and construction operation).

Alternative options for management decisions should be brought into a comparable form according to the following factors:

1) The time factor (the time of implementation of projects or investments).

2) The quality factor of the object.

3) Factor of scale (volume) of production of the object.

4) The level of development of the object in production.

5) The method of obtaining information for making a management decision.

6) Conditions of operation (application) of the object.

7) Inflation factor.

8) Risk factor and uncertainty.

The comparability of alternative options for the listed eight factors is ensured, as a rule, when substantiating technical, organizational or economic measures aimed at improving the particular indicators of the target subsystem of the management system (indicators of quality and resource intensity of products, organizational and technical level of production, the level of social development of the team, environmental problems), as well as the development of providing, managed or managing subsystems, improving communications with the external environment of the system.

The task of the decision maker is to conduct a comprehensive analysis of specific situations in order to ensure comparability in the maximum number of factors. The fewer factors taken into account, the less accurate the investment efficiency forecast.

Basic rules for ensuring the comparability of alternative options for management decisions:

1) The number of alternatives must be at least three.

2) The newest solution in terms of time should be taken as the base solution. The remaining alternative options are reduced to the base one using corrective coefficients.

3) The formation of alternative options should be carried out on the terms of ensuring the high quality and effectiveness of the management decision.

4) To reduce time, improve the quality of the solution and reduce costs, it is recommended to apply coding methods and applied software.

To the analysis, as well as to other functions of management, scientific approaches and principles should be applied. Specific principles of analysis include the following:

1) The principle of the unity of analysis and synthesis involves the decomposition into constituent parts of the analyzed complex phenomena, objects for the purpose of in-depth study of their properties and subsequent consideration of them as a whole in interconnection and interdependence;

2) The principle of highlighting the leading link (ranking factors) involves setting goals and establishing ways to achieve this goal. In this case, the main (leading) link is always singled out, using methods factor analysis and structuring the problem;

3) The principle of ensuring the comparability of analysis options in terms of volume, quality, timing, methods of obtaining information and conditions for the use of objects of analysis and other conditions;

4) The principle of efficiency and timeliness of the analysis is aimed at reducing the time of work by implementing the principles of rational organization of partial processes (proportionality, parallelism, directness, continuity, rhythm, etc.), coding and automation of information support, improving the quality of information and analysis methods;

5) The principle of quantitative certainty involves a quantitative expression:

a) parameters and conditions for ensuring comparability and optimization of alternative options for management decisions;

b) links between the components of the management system;

c) the degree of uncertainty and risk in making a decision.

Classification of methods and techniques of analysis and their scope

Federal Agency for Education

Smolensk State University

Department of Economics and Management

The process of developing and making managerial decisions

(on the example of Home Credit and Finance Bank LLC)

Course work

Performed:

4th year student of the Faculty of Management

Shemelina A. A.

Scientific adviser:

Senior Lecturer Sheven L.N.

Smolensk

Introduction ………………………………………………………………………….3

Chapter I Development and adoption of managerial decisions as the most important elements in the management of the organization …………………….....6

1.1. Essence, meaning and functions of management decisions ………………6

1.2. Stages of the managerial decision-making process…………………..... 11

1.3. Organization of the process of developing management decisions…………..18

1.4 Monitoring the implementation of management decisions……………………….…23

Chapter II. Analysis of the activities of LLC "Home Credit and Finance Bank" and practical recommendations for improving management decision-making ………………………………………………………….28

2.1. general characteristics Home Credit and Finance Bank LLC…….…..28

2.2. Experience in developing and making management decisions in a bank…….….33

Conclusion ……………………………………………………………….…….40

List of used literature …………….………..………………..45

Application …………………………………………………………………….48

INTRODUCTION

Every day in our lives we make decisions - big and small, related to business, personal and public affairs.

Making the right decision in a timely manner is the main task of any manager. The wrong decision can cost the company dearly, have fatal, irreparable consequences. Therefore, it is important that the decision-making process is well known to any manager.

Decision making is an important component of business success. That is why it is necessary to know the technique, efficiency factors, methods and principles of decision making. This chapter reveals these issues in detail, focusing on their advantages and disadvantages.

The management process is associated with continuous development and decision making. Decisions are developed in each management cycle, at all its stages and during the performance of each function. The task of decision-making, ultimately, comes down to coordinating the goals of individual performers, coordinating their interactions. It is through the means of making and implementing decisions that the management process itself is carried out.

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

The development of solutions involves the development of the control object and the choice of regulatory actions on it in order to achieve certain technical and economic indicators.

The decision is the result of assessing the situation by processing information and acts as a product of managerial work, and information in this case becomes the subject of labor. All decisions must be subordinated to the main goal - the fulfillment of the tasks.

The process of making managerial decisions is relevant due to the fact that the scale, number of elements and interconnections of subsystems in organizational systems. The complication of connections between the elements of the system causes uncertainty in the knowledge of the real structure of the system, which may be due to the so-called human factor, deliberate or special distortion of information, etc.

Sometimes the definition of a management decision is limited only by the choice of a possible course of action. Such an approach impoverishes the content of this category of management theory and does not correspond to its essence.

Management decisions can be made in relation to any area of ​​the organization: personnel management, financial management, production process management, including marketing service management.

The existence of any organization is impossible without the constant daily adoption and implementation of certain decisions at various levels of management. At the same time, managerial decisions are aimed at achieving the most optimal result of the activity of the organizational and production system.

If managerial decisions are made competently and correctly, then they can become a real tool for achieving the goals set.

The object of study of the course work is the development and adoption of managerial decisions.

The subject of the course work is the stages and procedures for making and developing management decisions.

The purpose of this work is to review and analyze the processes of development and adoption of managerial decisions. To achieve this goal, the following tasks are supposed to be solved in the work:

Consider the concept, essence and significance of management decisions;

Describe the functions that perform management decisions;

Highlight the stages of development and decision-making;

Consider the organization of the development process and control over the implementation of management decisions;

Consider the experience of making managerial decisions on the example of Home Credit and Finance Bank LLC;

In this work, we used the works of the following authors: Baldin K.V., Bashkatova Yu., and Vesnin V.R., Vikhansky O.S., Wissema H., Venedelin, A.G., Glushchenko V.V., Glukhov V.V., Golubkov E.P., Kokhno P.A., Kurochkin A.S., Livshits A.S., Naumov A.I., Rastrigin L.A., Starobinsky E.E., Solnyshkov Yu.S., Filinov N.B., Chudnovskaya S.N. , Chavkin A.M., Chetyrkin E.M., Shegda A.V.

CHAPTER 1

1.1 ESSENCE, SIGNIFICANCE AND FUNCTIONS OF MANAGEMENT DECISIONS

One of the many definitions of management is formulated as the collection of information, the development of decisions and the organization of their implementation, which emphasizes the high importance of decisions in management activities.

Analyzing the development of management, it is easy to see that his theory is evolving towards the development of modern decision-making technologies. Decisions define such areas of management as management based on performance control, management by extrapolation of the past into the future, management by predicting change, management by flexible emergency decisions.

World and domestic science in the XX century. a new field of knowledge has been developed - the theory of decision making. It arose in the course of solving military-strategic tasks and spread to the area of ​​economic management. Today there is a scientific basis for making quality management decisions.

The development of effective solutions is a fundamental prerequisite for ensuring the competitiveness of products and firms in the market, the formation of rational organizational structures, the implementation of the correct personnel policy and work, the regulation of socio-psychological relations at the enterprise, the creation of a positive image, etc.

At the level of enterprises and associations, the number of documented decisions reaches an average of three hundred per year, at higher levels there are much more of them. Selective analysis shows that a quarter of all decisions (up to 25%) could not be taken because of their impracticability. This happens for a variety of reasons: the absurdity of goals, the complexity of control, the "streamlined" measures taken, the lack of deadlines for implementation, the assignment of responsibility to specific individuals. In essence, the above indicates a marriage in managerial activity, which gives rise to serious economic and social consequences (lost opportunity, waste of time and money, irresponsibility, reduced labor activity, decomposition of a healthy psychological climate in teams). Therefore, the organization of a deep study of management decisions, competent design and observance of the methodological principles for carrying out this work are of particular relevance.

The decision-making problem is fundamental, which is determined by the role that decisions play in any sphere of 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.

Synthesizing various components, management decisions act as a way of constant influence of the control subsystem on the controlled one (the subject on the control object), which ultimately leads to the achievement of the set goals. This is a permanent link between the two subsystems, without which the enterprise as a system cannot function. This circumstance emphasizes the defining place of the managerial decision in the management process (Appendix 1).

The general theory of decision making, developed on the basis of mathematical methods and formal logic, is used in economics and has the prerequisites for widespread use.

From the point of view of this theory, decision making is a choice from a set of the most preferable alternative. A decision means:

An element of the set of possible alternatives;

Regulatory document regulating the activity of the control system;

Oral or written instructions for the need to perform a specific action, operation, process;

Regulated sequence of actions to achieve the goal;

Something that reflects the implementation of the goal (material object, number, indicator, etc.);

Reaction to a stimulus.

Philosophical science interprets the decision as the process and result of choosing a goal and a method of action.

In the economic literature, the concept of "decision" is also ambiguous and is considered as a process, as an act of choice and as a result of choice. A decision as a process involves a time interval during which it is developed, adopted and implemented. The decision as an act of choice includes the stage of decision-making in compliance with special rules. A decision as a result of a choice is a volitional act focused on the availability of alternatives, related goals and motives for the behavior of the person making the decision.

The authors of works on management in the definition of the concept of "management decision" include organizational, psychological aspects, provisions of the general theory of decision making. Thus, the management decision is formulated as:

A product of managerial work, an organizational response to a problem that has arisen;

Selecting a specific course of action from possible options;

The choice of a previously meaningful goal, means and methods for achieving it;

The choice of a method of action that guarantees a positive outcome of a particular operation.

The managerial decision at the enterprise is a creative act of the subject of management (individual or group person), which determines the program of the team's activities to effectively resolve the urgent problem based on knowledge of the objective laws of the functioning of the controlled system and the analysis of information about its state.

Based on the above definition, a number of aspects of the decision can be distinguished: organizational, psychological, social, informational, economic.

The organizational aspect is manifested in the organization, both the development and implementation of management decisions. At the same time, a number of its functions are realized, namely, guiding, coordinating and motivating, indicating the versatility of this concept.

The guiding function of decisions is manifested in the fact that they are made on the basis of a long-term strategy for the development of an enterprise and are specified in a variety of tasks. At the same time, decisions are the guiding basis for the implementation common functions management - planning, organization, control, motivation, which are implemented through decisions.

The coordinating role of decisions is reflected in the need to coordinate the actions of executors in order to implement decisions within the approved deadlines and of the appropriate quality.

The motivating function of decisions is implemented through a system of organizational measures (orders, resolutions, orders), economic incentives (bonuses, allowances), social assessments(moral and political factors of labor activity: self-affirmation of personality, creative self-realization).

The effectiveness of each management decision largely depends on the performance and correlation of these functions both during its preparation and at the implementation stage. With this in mind, the management decision becomes a real tool for achieving the goals.

Thus, a managerial decision is a social act that expresses the needs, interests of the team, individual social groups, society as a whole. Solutions even in the technical field (reconstruction of the enterprise, replacement of equipment) affect the interests of employees, as there are problems of reductions, the need to master new skills and abilities. The results of management decisions, especially in large organizations, determine the fate of tens and hundreds of people. The miscalculation of a functional executor in the management apparatus is of a private nature, the manager’s mistake in making decisions affects the results of work, in extreme cases it can lead to bankruptcy, loss of jobs, mass layoffs. Because of this, the responsibility of the manager is an indispensable attribute of a managerial decision.

1.2 STAGES OF THE MANAGEMENT DECISION-MAKING PROCESS

The process of developing a management decision includes three main stages:

Solution preparation;

Decision making;

Organizations for the implementation of the solution.

The decision-making process, while seemingly simple, is very difficult. It has a lot of subtleties and underwater reefs that are well known to professional managers.

Every organization develops managerial decisions. And in each organization, the practice of developing and making managerial decisions has its own characteristics, determined by the nature and specifics of its activities, its organizational structure, the current system of communications, internal culture.

Nevertheless, there is a common characteristic for any decision-making process, wherever it is carried out. This is the single core that forms the development and decision-making technology used in any organization.

In the decision-making process, much attention is paid to the use of expert assessment methods designed to work with both quantitative and qualitative information.

The main purpose of expert technologies is to increase professionalism, and, consequently, the effectiveness of managerial decisions.

There are different ways of presenting the decision-making process, which are based on different approaches to management: systemic, quantitative, situational, etc.

The main attention is paid to the situational approach, since it most fully reflects the problems that arise in managerial activities, is universal and, in essence, contains the main methods associated with making managerial decisions and used in other approaches.

The main stages of the process of making managerial decisions:

Getting information about the situation	Determination of goals			Development of an evaluation system			Analysis of the situation	Situation diagnostics
Development of a situation development forecast		Generation of alternative solutions			Selection of the main options for control actions				Development of scenarios for the development of the situation
Expert review main options for control actions		Collective peer review			Decision making				Development of an action plan
Plan implementation control			Analysis of the results of the development of the situation after managerial influences

Preparation for the development of a management solution.

The first block of stages in the development of a management decision includes such stages as:

obtaining information about the situation;

definition of goals;

development of an evaluation system;

· analysis of the situation;

diagnostics of the situation;

development of a forecast for the development of the situation.

Development of a management solution .

The second block of stages in the development of a management decision includes:

generation of alternative solutions;

Selection of the main options for managerial influences;

development of scenarios for the development of the situation;

· expert evaluation of the main variants of control actions.

Decision making, implementation, analysis of the result.

The third block of stages of development and implementation of a management decision includes:

collective expert assessment;

Decision-making by persons empowered with the right to make a decision (DM);

development of an action plan;

control over the implementation of the plan;

Analysis of the results of the development of the situation after managerial influences.

Let's consider them in more detail.

1. Obtaining information about the situation.

Modern technologies making managerial decisions, including the possibility of expert assessment, allow the decision maker (DM) to take into account the main aspects of the interaction "situation - decision maker" when developing and making managerial decisions due to the possibility of using qualitative and quantitative assessments, both formalized and non-formalized components of the situation in which the decision maker performs active management actions.

To adequately represent the situation, as a rule, not only quantitative data are used, but also qualitative data. This is achieved with the help of expert technologies widely used in the decision-making process.

The information received about the decision-making situation must be reliable and sufficiently complete.

2. Definition of goals.

Of great importance is the definition of the goals facing the organization. Only after their definition, it is possible to determine the factors, mechanisms, patterns, resources that affect the development of the situation. When making important decisions, the consequences of which can play a significant role, the goals that the organization seeks to achieve must be clearly presented. Methods have been developed and used for forming goal trees, which allow determining the hierarchical structure of the goal system, and criteria trees, which allow assessing the degree of goal achievement.

A clear definition of the goal is an integral part of the management process.

3. Development of an evaluation system.

In the process of developing a managerial decision, an adequate assessment of the situation, its various aspects, which must be taken into account when making decisions that lead to success, is of great importance.

4. Analysis of the situation.

Having the necessary information about the situation and knowing the goals that the organization seeks to achieve, you can begin to analyze the situation.

The main task of analyzing the situation is to identify the factors that determine the dynamics of its development.

First, a meaningful analysis is carried out and, at a qualitative level, the main points are established, which make it possible to identify factors that change the degree and nature of the impact of which the situation is sensitive to.

To identify the factors that determine the development of the situation, specially developed methods can be used, such as factorial and correlation analysis, multidimensional scaling, etc.

5. Diagnosis of the situation.

When analyzing the situation, it is important to highlight the key issues that need to be addressed first of all in the purposeful management of the process, as well as the nature of their influence. This is the task of diagnosing the situation.

6. Development of a forecast for the development of the situation.

A special role in decision-making is played by problems related to the assessment of the expected development of the analyzed situations, the expected results of the implementation of the proposed alternative solutions.

It is impossible to manage without predicting the course of events.

7. Generation of alternative solutions.

Generation of alternative solutions, control actions, etc. can be carried out either directly or through special expert procedures.

The procedures for generating alternatives can include both a special organization and conduct of examinations using methods such as brainstorming, Zwicky's methods, etc., and the creation of automated systems for generating alternatives in complex but sufficiently structured cases.

8. Selection of the main options for managerial influences.

After alternative options for management actions have been developed, presented in the form of ideas, concepts, a possible technological sequence of actions, possible ways to implement the proposed solutions, they must be implemented. preliminary analysis in order to eliminate obviously unviable, non-competitive options or options that are obviously inferior to others also proposed for consideration.

9. Development of scenarios for the development of the situation.

Scenarios of the expected development of the situation play an important role in making managerial decisions. The main task of developing scenarios is to give decision makers the key to understanding the situation and its most likely development.

One of the main tasks in developing a scenario is to determine the factors that characterize the situation and its development trends, as well as to identify alternative options for the dynamics of their change.

10. Expert evaluation of the main options for control actions.

At this stage of developing a managerial decision, there is already a lot of information about the main alternative options for managerial influences and the most likely scenarios for the development of the situation when they are used.

11. Collective peer review.

When making important management decisions, it is advisable to use collective expertise, which ensures greater validity and, as a rule, greater efficiency of the decisions made.

12. Decision making by decision maker.

The results of examinations on the comparative evaluation of alternative solutions or the only solution, if the development of alternatives was not provided, are sent to the decision maker.

13. Development of an action plan.

Decision is made. However, it is equally important to achieve its successful implementation.

To do this, it is necessary to develop an action plan, since a lot depends on the chosen scope of actions, the sequence of their implementation, the scheduled time frame and, perhaps, the most important thing - the resources that ensure the implementation of actions, the performers who are to carry out these actions.

14. Monitoring the implementation of the plan.

Security efficient operation organization involves continuous monitoring of the implementation of the adopted action plans.

Modern management technologies that use computer support make it possible to simultaneously monitor the implementation of a significant number of activities in the field of marketing, production, supply, etc.

1.3 ORGANIZATION OF THE PROCESS OF DEVELOPMENT OF MANAGEMENT DECISIONS

The concept of "organizing the development of a management decision" includes measures to improve the joint work of various units and departments of the enterprise, as well as its individual employees in the process of preparing a solution based on established regulations, instructions, standards, and other policy documents.

The organization of the development of management decisions includes a number of areas.

1. Formation of target cross-functional groups, which are created on a temporary basis, consisting of representatives of various departments and levels of management. At the same time, the goal of using the special knowledge and experience of employees to solve specific and often complex problems is realized.

2. The use of direct horizontal connections without the involvement of top management, which reduces development time, increases the responsibility and motivation of performers

3. Formation of vertical links that enhance centralization while maintaining subordination in the development of decisions on performers.

4. Application of formal rules and procedures, which involves the development and adoption at the enterprise of special instructions (standards) for the implementation of certain actions.

5. Rationalization of the structure of decisions in terms of the scale of the object, the target nature and the period of time.

6. Minimization of repeated decisions.

7. Providing the process of developing solutions with the necessary material, financial and information resources.

8. Formation of a data bank for solving a problem situation. For this purpose, card indexes are formed:

1) cards of problem situations, which reflect the characteristics of the situation, the purpose of the decision and the existing restrictions;

2) flow charts for making a managerial decision (in which the results of mental activity for choosing the preferred option are indicated in a logical sequence: goals, alternatives, assessment of the likelihood of implementation, etc.)

3) solution card, which is filled out on the basis of technological maps and contains answers to questions such as:

the cause of the problem,

the potential consequences of not making a decision,

The person responsible for making the decision

departments and persons involved in resolving the situation,

· primary information base for solution development,

practical measures that are necessary to resolve the problem situation,

executors and the person responsible for the implementation of the decision.

The decision structure card includes three sections that sequentially describe the situation and its potential consequences; actions and decisions taken to correct the problem; practical measures to implement the decision.

The presence of such a file allows you to reduce the time to choose a rational solution, streamlines the work of finding it.

9. Ensuring the decision-making process with quality information. Information - information about the surrounding world (objects, phenomena, events, processes), which reduce the existing degree of uncertainty, incompleteness of knowledge, alienated from their creator and become messages (expressed in a certain language in the form of signs and recorded on a material carrier) that can be reproduced orally, in writing or in any other way (using prearranged signals, technical means, such as computer technology, etc.). The main parameters of information quality are completeness, reliability, relevance, interpretability. The main reasons limiting the reliability of information include the multiplicity and subjectivity of estimates, the variability of counting algorithms (for example, different methods of calculating depreciation can be used), the variability of presentation - you can show accounts receivable in full so as not to worsen the picture of the financial condition of the company or reduce debt, creating a reserve for doubtful debts. Data is relevant if it:

Timely, i.e. are supplied to the user in the required volume and in right time;

Possess predictive value;

Can be used in a feedback system and can be used to confirm or correct previous steps taken in relation to a particular firm;

Presented in a form suitable for use in management process;

Relevant to the problem.

10. Use of intelligent information systems and decision support systems. Distinctive features information intelligent systems compared to conventional information systems are as follows:

Interface in the user's language using business concepts specific to subject area user;

The ability to explain their actions and prompt the user how to enter economic indicators correctly;

Representation of a model of an economic object and its environment in the form of a knowledge base and means of deductive and plausible conclusions, combined with the ability to work with incomplete and inaccurate information;

The ability to automatically detect business patterns in the accumulated facts and include them in the knowledge base.

Information intelligent systems are especially effective when applied to weakly structured problems in which there is no strict formalization, and for the solution of which heuristic procedures are used, which in most cases make it possible to make decisions.

11. Delegation of the process of making management decisions, taking into account their importance.

12. Prevention of the emergence of negative synergy in the adoption of group and collective decisions. The main reasons for the emergence of negative synergy in making group and collective decisions are the following:

A clear slowdown in the decision-making process due to ambition or lack of professionalism and responsibility of individual members of the management group (team) or team members;

Adaptation of individual members of the group to one of the alternative solutions;

The absence of a part of the team of their own opinion on the issue under discussion;

Biased selection of initial information due to collective preferences;

Tendency to adventures in a group according to the principle "in the world and death is red";

Irrational distribution of roles in the group;

Lack of procedures to prevent the paradox of voting.

13. One of the directions of organizing the development of management decisions is the formation and implementation of requirements for their execution. The formalized decision becomes a document. As you know, the main types of documentation include organizational, administrative, planning, reporting, documents of negotiation and advisory activities, information and reference, information and analytical, registration and control. It is obvious that decisions are formalized in the form of planned organizational and administrative documentation.

So, the organization of the development and implementation of management decisions is an activity to streamline the work of various units and divisions of the enterprise, as well as its individual employees in the preparation, adoption and implementation of decisions based on regulations, the creation of organizational forms and the distribution of responsibilities, taking into account the complexity and laboriousness of the corresponding functions and procedures for the competence and workload of developers and executors of the solution.

1.4 CONTROL OF THE IMPLEMENTATION OF MANAGEMENT DECISIONS

Control is one of the main functions of management, which is a process of ensuring the achievement of the goals set by the organization, the implementation of the adopted management decisions.

With the help of control, the management of the organization determines the correctness of its decisions and establishes the need for their adjustment.

The control process is, on the one hand, the process of setting standards, measuring the results actually achieved and their deviation from these standards; on the other hand, the process of tracking the implementation of the adopted management decisions and evaluating the results in the course of their implementation.

The main reason for the need for control is uncertainty, which is an integral element of the future and is inherent in any management decision, the implementation of which is expected in the future.

Between the predicted development of the situation when making a managerial decision and the actual development of the decision-making situation, a certain gap is always inevitable, some deviations, since the decision is made on the basis of one or another vision of the situation, one or another model of the situation, which is always incomplete.

How successful the model is and how effectively the managerial decision is made depends on the professionalism of the manager who makes the decision. Therefore, when exercising control, both the progress in implementing the decisions made by the organization and the compliance of previously made decisions with the realized development of the decision-making situation are evaluated and measured.

In addition, we must not forget that the executors of the decisions made are people, not machines, and deviations are possible in the course of the implementation of the decisions made, and for this reason, for example, the interaction of work between various departments within the organization may be inefficient, the task may not be understood correctly, finally , the performer can get sick, a competitor can poach him, etc.

The lack of a reliable control system, and as a result of effective feedback, can lead the organization to a crisis situation, which has caused the collapse of many large and small organizations. If the decision taken earlier turned out to be insufficiently effective or erroneous, then it is a well-functioning control system that can make it possible to establish this in a timely manner and make adjustments to the organization's actions.

A well-functioning control system detects problems in a timely manner. This is also true for decisions containing an element of risk, since it allows you to identify those positive aspects and strengths that have been identified in the organization in the implementation of its activities.

Any management function can operate effectively only if there is an effective control system. The control function is comprehensive. It is not only the authority of a specially appointed controller. The function of control should be carried out by any leader.

Control is divided into preliminary, current and final.

Preliminary control is carried out before the start of work. At this stage, the rules, procedures and line of conduct are monitored to ensure that the work is progressing in the right direction. At this stage, as a rule, human, material and financial resources are controlled. Control of incoming and outgoing information from the organization is an independent management task that no manager has the right to neglect.

Current control is carried out directly in the course of work by the organization in accordance with the decisions made. As a rule, it is carried out by the immediate supervisor and is based on the measurement of the actual results of the work done. Feedback is the main instrument of control. It allows you to identify emerging deviations in the course of work and make corrective decisions.

Final control is exercised after the work is done. If during the final control there is no opportunity to directly influence the progress of the work, then the results of the control can be taken into account during subsequent work. One more important function final control is its defining role in the implementation of the function of motivation. Motivation is carried out according to the results of control.

The main components of the control process are the development of standards and criteria, comparison of real results with them, and the implementation of corrective actions. The standards are specific goals, the degree of achievement of which can be measured. For each of these goals, the time frame for their implementation and criteria to assess the degree of their achievement in the performance of work should be determined. Only clear quantitative indicators make it possible to compare the specific results of work, the specific results of the decisions made with the planned ones.

Of course, not every goal can be quantified, but using the apparatus of surveys and surveys, expert assessments, verbal numerical scales, you can get a toolkit that allows, albeit in a first approximation, but to quantify the degree of achievement of a goal that does not have a clear quantitative expression.

We also note that indirect quantitative criteria can be used to assess the degree of achievement of such goals. So, for example, to assess the degree of satisfaction with the work of performers, such a criterion as the percentage of employees who left the organization during the year can serve. The lack of the ability to measure the result of a decision made earlier and the work performed makes it impossible to actually exercise control.

The measurability of the degree of achievement of the goal allows you to determine whether the established standards are met, that is, to implement the second component of the control process. At this stage, it is also important to determine the standard deviation from the standard, which is set taking into account the scale and therefore can often be expressed in percentages or fractions of a unit. At this stage, a decision is made on the advisability of adjusting the decisions made earlier. The main task of control at this stage is to identify really important deviations, and not trifles that have little or no impact on the achievement of the goals set by the organization.

Naturally, the costs of monitoring should not exceed the effect obtained as a result of the implementation of control measures.

The third component of control is the adoption of the necessary corrective decisions. Depending on the comparison of the results of the work performed, the decision made earlier with the standard, if the deviations are insignificant, nothing can be done.

If deviations exceed the allowable rate, then corrective actions are required. However, it may happen that the changed situation of making a managerial decision will require a revision of previously adopted standards and established norms.

When establishing a control system, it is advisable to adhere to such principles as: meaningfulness and unambiguous perception of standards by employees, two-way communication with employees, lack of excessive control, setting strict but achievable standards, remuneration for achieving established standards and norms.

Control should be timely and flexible, focused on solving the tasks set by the organization and corresponding to them. Continuity of control is ensured by a specially developed system for monitoring the progress of work implementation and decisions made. For more effective control over the execution of a sufficiently large number of works and decisions made, it is advisable to use network and strip charts, Gantt charts, matrix schedules, etc.

In conclusion, I want to note that the effective functioning of the control system in the modern management circuit is impossible without the use of modern computer technology and modern support and maintenance systems for the process of developing and making managerial decisions.

Chapter 2

2.1 GENERAL DESCRIPTION OF Home Credit and Finance Bank LLC

In November 2009, Home Credit's contribution to the development of Russia's financial sector was awarded at the 5th National Banking Award Ceremony. The victory in the nomination "Leader in the field of lending to the population" was awarded to Home Credit Bank by the jury, which included representatives of the Russian banking industry, profile committees of the State Duma and the Federation Council.

The Bank's audit in accordance with International Financial Reporting Standards is carried out by KPMG. The audit in accordance with Russian Financial Reporting Standards is carried out by Financial and Accounting Consultants LLC.

Home Credit Bank is a member of the Home Credit Group. Companies of the Home Credit Group operate on financial markets Central and Eastern Europe, as well as Central Asia and the Far East. The total amount of loans issued by the Group at the end of 2007 amounted to 3.3 billion euros. Home Credit Group is one of the leaders in the consumer lending markets of the Czech Republic (since 1997), the Slovak Republic (since 1999), the Russian Federation (since 2002) and the Republic of Kazakhstan (since December 2005). In 2006, the Home Credit Group also entered the markets of Ukraine, Belarus, and in December 2007 - the Chinese market.

Home Credit Group is a member of the PPF group of companies, founded in 1991 and engaged in insurance and consumer lending, as well as providing comprehensive asset management services. In its 17 years of operation, the PPF group of companies has become a leading international financial investor, managing approximately EUR 8.8 billion in assets as of June 30, 2008.

The Bank is a member of the Association of Russian Banks, the Association of Regional Banks, the National Currency Association, the National Stock Association and the Moscow International Currency Exchange.

The Bank's audit in accordance with International Financial Reporting Standards is carried out by KPMG. The audit in accordance with Russian financial reporting standards is carried out by Financial and Accounting Consultants LLC.

The Bank is included in the deposit insurance system under number 170 in the register of banks participating in the deposit insurance system.

Home Credit is a registered service mark of Home Credit and Finance Bank LLC. License of the Bank of Russia No. 316 dated March 31, 2003.

supreme body bank is the general meeting of shareholders, which must be held at least once a year. It is attended by representatives of all shareholders of the bank on the basis of a power of attorney. The General Meeting is authorized to resolve issues submitted for its consideration if at least three-quarters of the bank's shareholders participate in the meeting.

The general management of the bank's activities is carried out by the council of the bank. He is also entrusted with the supervision and control of the work of the bank's board. The composition of the council, the procedure and terms for electing its members determine the general directions of the bank's activities, consider draft credit and other plans of the bank, approve the plans for income and expenses and profits of the bank, consider opening and closing branches of the bank and other issues related to the activities of the bank, its customer relationships and development prospects.

Directly the activities of a commercial bank are managed by the board. It is responsible to general meeting shareholders and the board of the bank. The Board consists of the Chairman of the Board (President), his deputies (Vice-Presidents) and other members.

Bank Board meetings are held regularly. Decisions are made by majority vote. In case of equality of votes, the chairman's vote is decisive. The decisions of the board are implemented by the order of the chairman of the board of the bank. Under the board of the bank, a credit committee and an audit commission are usually created.

The functions of the credit committee include: development of the bank's credit policy, the structure of funds raised and their placement; development of conclusions on the provision of the largest loans (exceeding the established limits); consideration of issues related to investment, conducting trust operations.

The audit commission is elected by the general meeting of participants and is accountable to the bank's council. Part audit commission members of the council and board of a commercial bank cannot be elected. The Board of the Bank provides the Audit Commission with all the materials necessary for the audit. The commission sends the results of the inspections to the board of the bank.

In order to ensure transparency in the work of commercial banks and the availability of information about their financial position, their annual balance sheets approved by the general meeting of shareholders, as well as the profit and loss statement, should be published in print (after confirmation of the reliability of the information presented in them by an audit organization).

For the purpose of prompt credit and settlement services for enterprises and organizations - bank clients that are geographically remote from the location of a commercial bank, it can organize branches and representative offices. In this case, the issue of opening a branch or representative office of a commercial bank must be agreed with the Main Directorate of the Central Bank of the Russian Federation at the place of opening a branch or representative office.

Branches of a bank are considered to be separate structural subdivisions located outside its location and performing all or part of its functions. The branch is not a legal entity and performs operations delegated to it by the parent bank within the limits stipulated by the license of the Central Bank of the Russian Federation. It concludes contracts and conducts other business activities on behalf of the commercial bank that created it.

Representation is separate subdivision commercial bank, located outside its location, not having the rights legal entity and without independent balance. It is created to ensure the representative functions of the bank, transactions and other legal actions. The representative office does not provide settlement and credit services to clients and does not have a correspondent account. A current account is opened for him to carry out business expenses.

2.2 EXPERIENCE IN THE DEVELOPMENT AND ADOPTION OF MANAGEMENT DECISIONS IN THE BANK

A modern person, in general, and the head of a credit organization, in particular, have to make decisions every day that have, to one degree or another, an impact on the lives of the people around them (provision of a loan by a bank to a client, calculation of tax payments by a tax inspector, planning financial activities companies, etc.)

Today, the majority of decisions (about 90%) are made according to typical situations, for which the standard model adopted by the bank is applied with the necessary adjustments. Nevertheless, quite often there are atypical solutions that may be one-time, but require a special approach due to their novelty and individuality. The types of decision making can be formulated as follows:

· Standard. They are adopted according to a repeatedly proven mechanism and do not require fundamentally new approaches to solving problems.

· Selective. Freedom of action is manifested within the framework set by the bank's management.

· Adaptive. When making a decision, a new approach based on previously formulated and tested approaches.

· Innovative. The decisions made had no analogues before and require a non-standard approach.

Unfortunately, the management service in the Bank is practically not developed, management decisions are made, as a rule, by the heads of enterprises based on their personal experience, which is purely subjective. Feedback - there is practically no control over the implementation of decisions. But, oddly enough, most often the adoption of the correct managerial decision is subject to all the processes described in the work, and, regardless of the knowledge of those who make the decision, it goes through all three stages, but in a much more complicated way. Here is a real situation that clearly demonstrates the decision-making technology.

The bank has a very confusing procedure for sending customer payments by e-mail. In fact, electronic communication with the Central Bank has just begun to be introduced. There were also no methodical recommendations from the side of the Central Bank of Russia. The bank participated in the experiment. At the same time, the use of electronic payment technology promised serious advantages in terms of the speed of payments for bank customers. The situation was complicated by the fact that the bank had several correspondent accounts with other commercial banks. The decision to send clients' funds and control over the state of correspondent accounts was entrusted to the Bank Manager, who was also busy with other problems.

There is a problem, its misunderstanding on the part of management and the complete absence ready-made options solutions. Four links participated in the technological process: tellers-cashiers accepting client payments, cashier manager, senior teller-cashier and Manager. The decision-making chain was very confusing and did not lend itself to formalization.

As often happens, the recognition of the problem occurred on an emotional level by the leader when another emergency situation arose. The bank did not have a manager - then it was not accepted, it was quite difficult for the manager to solve the problem himself, so the problem was "outweighed" by the automation department.

The Automation Department, by virtue of its professional qualities completed the first stage of making a managerial decision: all information related to this problem was collected, ways out of it were analyzed, methods used by other banks participating in the experiment were studied. As a result, several options for solving the problem lay on the manager's desk. To the credit of the head, he did not make a single decision, but gathered all the specialists of the departments related to this problem.

At a joint meeting (almost a method peer review) a solution acceptable to all was developed.

The automation department has developed the necessary software and the testing of the adopted solution has begun. A month later, at the management level, they returned to this problem, the solution was adjusted taking into account the accumulated experience. As a result, documents have been developed that fully describe technological process: "Regulations for processing client payments" and Instructions for each link of processing.

Now this mechanism is functioning without failures, without requiring any attention from the management. Only after the decision was made, it was possible to think about the technology for its adoption. All three stages of making a managerial decision are clearly traced, and if a qualified manager worked in the bank, many problems could be avoided when developing a solution, the intuitive path would be much shorter.

It should be emphasized that the decision is considered ready only when the desired results are achieved. The leader himself must participate in all stages of decision-making, but first of all, his role is to choose the most appropriate solution from the proposed options and to make the final decision. The leader usually makes the decision alone, but more and more practice is the decision-making by the group. Therefore, the leader must be well prepared to work with the group.

Decision making process in terms rational use time should be improved. The most important points of this improvement can be considered the following:

4. Decisions cannot be transferred;

Decisions must be effective. This means greater involvement in the decision-making process of managers and other persons directly related to them.

Before making decisions, people mentally play through various options, considering this the best way to find the optimal one. Therefore, it seems to me that it will be useful to give some practical advice here:

1) Don't fuss. Each decision needs to be considered, and this takes time.

Determine for yourself the time required for the decision, and analyze the option that came to mind. Note its pros and cons. This sequence develops in us the ability to make decisions.

2) Choose a behavior strategy. This is very important when solving fundamental issues. Fundamental decisions should not distort the strategy of behavior and contradict life attitudes. Otherwise, you should think about reconsidering your views.

3) Subject the current situation to serious analysis. In this case, the validity of the proposed decision will be revealed. For decision-making, this step becomes fundamental.

4) When making a decision, common sense is important, this is especially important when there are many alternatives to the decision. Rely on logic, this will help you make the best decision.

5) Get creative. Being creative will help you make an unconventional decision. Showing initiative and creativity will help you get the results you want.

To facilitate orientation in a problem situation, you must first answer a few questions.

1. Does the problem require a complex, multi-step, or simple solution?

2. Is this a problem at all, or is there a clear alternative?

3. Is the sequence of steps in the solution clear?

The decisions you make should be in line with company policy. You can change the policy, but very carefully, without disruption and drastic changes. The company's strategy should allow you to see the prospects for development.

Possible problems should be predictable and not confuse the company's management. Try to solve situations with unexpected and unfamiliar problems in the traditional way. Such a path creates prerequisites for improving the planning of the company's future.

4. Is this a real or imagined problem?

5. Is this problem related to financial and material costs or people?

Money and staff determine the viability of any company. Therefore, the top manager must necessarily supervise and control finances and personnel.

6. What happens if the decision is not made?

Conflict situations usually push for a quick decision. Emotions should not be relied upon here. Emotions are a bad adviser. And it often happens that way; if you wait with the decision, the problem disappears by itself. In such cases, the best solution is not to take any.

Thus, no matter how good the leader may seem, if he does not know how to make decisions, then he cannot remain in the position of leader for a long time. The art of decision-making can be learned and constantly improved. The fact that one decision is made is only an integral part of an effective decision-making process. Each leader of any rank must clearly represent his share in this broad process.

CONCLUSION

Management decision is the result of a specific managerial activity of management. Decision making is the basis of management. Development and decision-making is a creative process in the activities of managers at any level, including:

• development and goal setting;
• studying the problem on the basis of the information received;
• selection and justification of criteria for efficiency (effectiveness) and possible consequences of the decision;
• discussion with specialists of various options for solving the problem (task); selection and formulation of the optimal solution; decision-making;
• specification of the decision for its executors.

Management technology considers a management decision as a process consisting of three stages: decision preparation: decision making; solution implementation.

On the stages of preparation management decision is carried out economic analysis situations at the micro and macro levels, including the search, collection and processing of information, as well as the identification and formation of problems that need to be addressed.

On the decision-making stage developing and evaluating alternative solutions and courses of action based on multivariate calculations; the criteria for choosing the optimal solution are selected; choosing and making the best decision.

On the decision implementation stages measures are taken to specify the decision and bring it to the executors, control over the progress of its implementation, make the necessary adjustments and evaluate the result obtained from the implementation of the decision. Each management decision has its own specific result, so the goal of management activity is to find such forms, methods, means and tools that could help achieve the optimal result in specific conditions and circumstances.

Each process (including the development and implementation of management decisions) needs to be organized.

The concept of "organizing the development of a management decision" includes measures to improve the joint work of various units and departments of the enterprise, as well as its individual employees in the process of preparing a solution based on established regulations, instructions, standards, and other policy documents.

For these reasons, only general recommendations can be given on the organization of the development and implementation of decisions.

1. The effectiveness of decisions made is most influenced by the information base that is used in the analysis of the problem and decision-making.

2. An equally important element of the problem under consideration is bringing decisions to the executors. The main recommendations for solving this part of the problem can be formulated as follows:

a) prevent distortion of the content of the decision when it is communicated to the executors (at various levels of management of the implementation of this decision);

b) ensure coordinated actions of all performers to achieve the goals of the decision.

3. After bringing the decision to the performers, the success of its implementation largely depends on right choice performers.

4. For effective execution certain favorable conditions must be created by all performers.

5. To ensure the achievement of the desired result in the implementation of a management decision, control and feedback play an important role, including established procedure making changes to the decision and summing up.

Home Credit and Finance Bank LLC, one of the leaders in the Russian retail banking market, has been operating in the Russian market since 2002.

According to the results of 2009 (IFRS), the bank's assets amounted to 96,476 billion rubles, capital - 26,832 billion rubles, loan portfolio - 67,416 billion rubles. Net profit in 2009 amounted to 5,179 billion rubles.

As of December 31, 2009, Home Credit's share in the commodity lending market was 28%, and its share in the credit card market was 8.5%. The Bank's regional network consists of 82 representative offices, 181 offices and 6 branches in Russia. The Bank's products are presented in 32,000 points of sale. The Bank's clients are more than 17 million people.

The Bank successfully entered the deposit market for individuals. In 2009, the deposit base of the bank increased 9 times - from 810 million rubles. at the end of 2008 to 7 billion rubles. The Bank is included in the deposit insurance system under number 170 in the register of banks participating in the deposit insurance system.

The bank actively works with current accounts, debit cards, actively develops its own network of ATMs, which currently consists of 250 ATMs.

The basis of the Bank's work in Russia is the principle of responsible lending and business transparency. Thanks to advanced lending technologies, the Bank offers its customers simple and quick solutions, objective conditions and strives for mutually beneficial partnerships. The Bank adopted the Code of Responsible Lending.

Unfortunately, the management service in the Bank is practically not developed, management decisions are made, as a rule, by the heads of enterprises on the basis of their personal experience, that is, purely subjective. Feedback - there is practically no control over the implementation of decisions. But, oddly enough, most often the adoption of the correct managerial decision is subject to all the processes described in the work, and, regardless of the knowledge of those who make the decision, it goes through all three stages, but in a much more complicated way.

So, the decision-making process in terms of time management should be improved. The most important points of this improvement can be considered the following:

1. Many decisions should be made that have common approaches to their implementation;

2. At the stage of making the final decision, the decision made must be uncontested;

3. It is impossible to allow the imposition of decisions on each other, i.e. do not make several decisions on the same issue;

4. Decisions cannot be transferred;

5. The usual assignment of the execution of a decision from one person to another should be abolished;

6. The decision should correspond to the level of organization and cooperation;

7. Based on repeated decisions, rules for their adoption are drawn up. It should be added that they are correctly understood in practice and correspond to the time of their implementation, taking into account the changes that have occurred;

8. The decision-making process must be developed towards participation and efficiency. At the same time, we must not forget that taking part in decision-making does not mean only being present at its final approval. The most significant is participation in preliminary events;

Therefore, decisions must be effective. This means greater involvement in the decision-making process of managers and other persons directly related to them.

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ATTACHMENT 1

Fig.1. The place of managerial decisions in the management process