Management decisions. Cheat sheet: Typology of management decisions and their characteristics A clear end goal

Course work

by discipline: Management decisions

on the topic: Typology management decisions

Introduction

Chapter 1. Theoretical basis management decisions

1Concept, essence and characteristics management decisions

2The main stages in the development of management decisions

3Factors influencing decision making

Chapter 2. Typology of management decisions on the example of the organization Medenta LLC

1Characteristics of Medenta LLC

2Practical use of the typology of management decisions on the example of the organization Medenta LLC

3Suggestions to improve the efficiency of management decisions in the activities of the enterprise

Conclusion

List of sources used

Applications

INTRODUCTION

Real managerial decisions differ from each other. Managers occupying different positions in the organization, employed in different functional areas, make different types of decisions. Even in one subdivision, for example, in the personnel department, one manager can solve the tasks of recruiting, and the other - the development of those already employed in the organization, their professional training.

Both department managers will make substantially different decisions. The implementation of a policy of rapid growth of the organization and, accordingly, the admission of a large number of new employees will require different solutions than if it is necessary to pursue a policy of cost reduction, sales reduction and dismissal of part of the staff.

Most of the time of any manager is somehow connected with the preparation, adoption and rationalization of managerial decisions.

The relevance of the topic of this work is due to the fact that in order to effectively manage an organization, it is first necessary to know the essence and characteristics of management decisions, as well as their classification and validity of application. A management decision as a process is a search, grouping and analysis of the required information, development, approval and implementation of a management decision. As a phenomenon, a management decision is a plan of action, a resolution, an oral or written order, etc. The global goal of management, which is the basis of any decision, is to maximize the satisfaction of the needs and interests of a person, team, society.

A management decision is the result of analysis, forecasting, optimization, economic justification and selection of alternatives from a variety of options to achieve specific purpose management.

Thus, a certain classification of decision types is needed to differentiate one decision from another and improve the methods for making certain decisions.

The complexity and diversity of solutions not only presupposes, but also requires the use of various criteria for classifying solutions.

An important prerequisite for the analysis of such a classification of decisions is the establishment of the subject or that part of the organization that is responsible for this decision. At the same time, an “organization tree” is developed in relation to the decisions made, which will closely correspond to its organizational structure. When implementing this approach, the subjects of decision-making in the main functional areas are identified. The degree of study of this topic term paper was considered by such specialists as: Baldin K.V., Bashkatova Yu.I., 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., Vorobyov L.A., Kazakevich L.A., Kudryavtseva T.V., Paducheva E. AT.

The object of study in this work is the organization Medenta LLC.

The subject of the research is the typology of managerial decisions.

The aim of the work is to reveal the classification of management decisions.

To achieve this goal, it is necessary to consider the following tasks:

‾ consider the concept, essence and characteristic features of management decisions;

‾ to study the main stages of development of management decisions;

‾ to identify factors influencing management decision-making;

‾ explore the classification of managerial decisions, tasks and situations.

To implement the above goals and objectives, the following methods were used: comparative analysis, classification and synthesis.

The structure of the course work consists of an introduction, the main part of two chapters, a conclusion and a list of sources used.

CHAPTER 1. THEORETICAL FOUNDATIONS OF MANAGEMENT DECISIONS

1.1 Concept, essence, characteristic features of management decisions

A management decision is the result of analysis, forecasting, optimization, economic justification and selection of alternatives from a variety of options to achieve a specific goal of the management system. To solve the problem, you need to answer the following questions:

-what to do (implementation of an idea, solution of a problem);

-what to do (what new consumer needs must be satisfied, or at what qualitative level it is necessary to satisfy old needs);

-how to do it (by what technology);

-with which production costs;

-in what quantity;

-in what terms;

-where (place, industrial premises, personnel);

-to whom, to deliver and at what price;

-what does it give to the investor and society as a whole?

Complex problems should be formalized, i.e. quantitatively determine the difference between the actual and desired states of the object by its parameters, as well as perform structuring of the problem by building a tree of goals for its solution. Since the resources for solving the problem are limited, problems should be ranked according to their relevance, scale, and degree of risk. Decisions should be aimed at the implementation of the goal tree, justified, targeted, resourced.

Management decisions are different from all other decisions. How exactly they differ, let's consider in more detail.

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

Effects. The individual choice of the individual affects his own life and can affect the few people close to him. A manager of a particularly high rank, chooses the course of action not only for himself, but also for the organization as a whole and its employees, and his decisions can significantly affect the lives of many people. If the organization is large and influential, the decisions of its leaders can seriously affect the socio-economic situation of entire regions. For example, the decision to close an unprofitable organization can significantly increase the unemployment rate, etc.

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

Professionalism. In private life, each person independently makes decisions based on their own experience. In managing an organization, decision-making is a much more complex, responsible and formalized process that requires professional training. Further, not every employee of the organization, but only those with certain professional knowledge and skills, is empowered to make certain decisions independently.

Having considered these distinctive features of decision-making in organizations, we can give the following definition of managerial decision. A managerial decision is a choice of an alternative, carried out by a decision maker, within the framework of his official powers and competencies, aimed at achieving the goals of the organization.

In the management of an organization, decision-making is carried out by managers of various levels and is quite formalized, since the decision concerns not one person, but a unit or organization as a whole. As a rule, decisions should be made where a problematic situation arises; for this, managers of the appropriate level must be empowered and made responsible for the state of affairs at the managed facility. A very important condition for the positive impact of the decision on the work of the organization is its consistency with previously made decisions, both horizontally and vertically.

1.2 The main stages in the development of management decisions

As mentioned earlier, decision making is one of the main components of any management process.

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 every organization, the practice of developing and making managerial decisions has its own characteristics, determined by the nature and specifics of its activities, its organizational structure, the current communication system, and internal culture.

However, 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.

The preparation of decisions is carried out on the basis of the totality of information about the situation, its thorough analysis and assessments.

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 when management 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 are shown in Figure 1.

Figure 1 - The main stages in the development of management decisions

Getting information about the situation.

Modern technologies for making managerial decisions, including the possibility of expert assessment, allow the development and adoption of managerial decisions by the decision maker, to take into account the main aspects of the interaction "situation-decision maker" due to the possibility of using qualitative and quantitative assessments, both formalized and non-formalized components of the situation in which the decision maker exercises active managerial influences.

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. Inaccurate or insufficiently complete information can lead to erroneous and inefficient decisions. However, no less difficulties arise in the presence of redundant information, since the problem arises of selecting information that is really of interest and important for the timely adoption of an effective management decision.

When obtaining and processing information about a decision-making situation, it is advisable to prepare analytical material that reflects the main features and trends in the development of the situation. Naturally, such analytical material should be prepared by specialists with sufficient knowledge and experience in the field to which the situation of making a managerial decision belongs.

Definition of goals.

The position of the organization in the future is determined, first of all, by personal assessments and judgments of those responsible for making major decisions.

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, the implementation 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.

Goal trees are widely used in program-target planning by federal-level structures, concerns, industrial and financial groups, and firms in the development of large-scale projects and programs.

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

The prioritization of goals is of great importance, since experience shows that in real management one has to make choices.

It is impossible to unjustifiably dissipate forces; resources that are expended in the functioning of the organization, as a rule, are limited.

It is important when defining the goals of the organization to clearly understand the possible ways to achieve them.

The formation of the goals of the organization can be carried out directly by the head, or it can be developed collectively by the board of directors, leading managers, etc.

Currently, methods have been developed for constructing the resulting trees of goals and trees of criteria obtained as a result of collective expertise for those cases where the points of view of specialists who form the goals of the organization may differ.

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.

For an adequate assessment of one or another aspect of the situation, it often turns out to be appropriate to form indices or indicators that characterize the state of the situation depending on the change in the values ​​of the factors that determine its development. For example, the Dow Jones index - an index of stocks that allows you to evaluate the movement of exchange resources, characterizes the state of activity on the exchange.

Indices can be specially formed in accordance with the objectives of the situation analysis. However, in order to determine the state and change in air temperature or company profits, it is not necessary to form special indices. To do this, it is enough to use any temperature measurement scale or data appearing in the corresponding line of the company's balance sheet.

Another type of assessment is the calculation of ratings. For example, the reliability and stability of banks, insurance companies, investment funds, etc. is determined using regularly calculated and often published in open seal ratings.

But, perhaps, one of the most important applications of evaluation methods is the comparative evaluation of objects submitted for a competition or tender; comparative evaluation when deciding on the financing of projects, programs, works comparative evaluation of alternative solutions.

Setting priorities plays a fundamental role in strategic planning, in developing strategies and tactics for the development of an enterprise, etc.

Evaluation methods are also used in the evaluation of real estate, property, business, intangible assets, in many situations of managing complex objects, comparative evaluation of the preference for alternative options for control actions and their results, etc.

As a rule, the same assessment methods preceded by the construction of the corresponding assessment systems are at the heart of the above situations of using estimates of a different nature.

The evaluation system is formed for both individual and collective comparative evaluations.

The scoring system includes:

‾ criteria characterizing the object of assessment;

‾ scales, using which the object is evaluated according to each of the criteria;

‾ selection principles, according to which, on the basis of assessments of the values ​​of criteria for an object, an overall assessment is determined or a comparative assessment of the preference of alternative options is made.

Appropriate varieties of evaluation systems are used to calculate indices and ratings, and to determine priorities, and for a comparative assessment of alternative solutions in all the variety of decision-making situations.

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.

In order to be able to establish the dynamics of the development of the situation under the influence of certain factors, it is necessary to switch to quantitative methods, introducing into consideration quantitative representations of factors in the form of variables, the values ​​of which can vary in one or another range depending on external or internal influences.

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.

Methods that make it possible to identify factors that determine the development of a situation can also be used, as a rule, to establish their comparative importance,

weight in shaping the dynamics of the development of the situation, as well as the nature of their influence.

In the presence of indices or variables, it is also advisable to determine threshold values, exceeding or approaching which should cause appropriate management decisions and actions on the part of the decision maker.

It is useful to analyze and assess the stability of the situation to change in the values ​​of the factors that have the most significant impact on its development, or those factors, the change in the values ​​of which will be directed by managerial influence.

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.

Based on the analysis of the situation, the most sensitive moments that can lead to an undesirable development of events, and the problems that arise in connection with this, are determined. The solution of these problems is necessary to prevent an undesirable development of the situation.

Achieving the goals set for the organization (unless it is maintaining the level of results already achieved), as a rule, requires targeted management actions to ensure that the situation develops in the desired direction.

This may be an increase in the profitability of the enterprise, the conquest of new markets, the commissioning of new technological lines etc.

It is necessary to correctly assess the state of the decision-making situation, the nature of its change, so that decisions are made and actions are taken to ensure the achievement of the desired state of the situation.

An adequate understanding of the situation is facilitated by the definition of:

‾ major emerging issues;

‾ regularities in accordance with which its development takes place;

‾ mechanisms by which a targeted impact on its development can be provided;

‾ resources needed to put these mechanisms into action;

‾ active components of the situation, both external and internal, which can have a significant and sometimes decisive impact on its development.

Adequate diagnostics of the situation largely contributes to the adoption of effective management decisions.

Development of a situation development forecast.

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.

Without predicting the course of events, it is impossible to manage. Since when using expert information, not only quantitative, but also qualitative assessments, traditional methods for calculating forecasts cannot always be applied.

In addition, in many complex situations, we do not always have sufficiently reliable statistical information necessary to develop a forecast.

The reasons listed above make topical issue application of expert forecasting methods that are more work-oriented, both with quantitative and qualitative expert assessments.

Promising are, in particular, the possibility of using the developing method of expert curves, which can be used to describe the dynamics of the predicted development of the object of expertise.

1.3 Typology of management decisions

managerial decision stage technology

Typology, i.e. classification of managerial decisions is necessary for a clear definition of the features of decisions made at various levels of the organization, and on this basis, the formulation of requirements for decision-makers, as well as for the information that they should receive.

In the process of managing organizations, it is accepted great amount a variety of solutions with different characteristics. However, there are some common features that allow this set to be classified in a certain way.

There are three types of decisions: intuitive, judgmental, and rational.

An intuitive decision is a choice made only on the basis of a feeling that it is correct. The decision maker does not consciously weigh the pros or cons of each alternative and does not even need to understand the situation. It's just that a person makes a choice. What we call insight or sixth sense are intuitive solutions. Management specialist Peter Schoederbeck points out that “While increased information about a problem can greatly aid decision-making by middle managers, those at the top still have to rely on intuitive judgments. Moreover, computers allow management to pay more attention to data, but do not cancel time-honored managerial intuitive know-how.

Dr. Jonak Sok, who discovered the polio vaccine, states: “Intuition is something the biology of which is still not understood. But always, waking up in the morning in a pleasant excitement, I think: what did she have in store for me for today, as if I'm waiting for seafood. I work hand in hand with her and rely on her. She is my partner." Paul Nook, founder and president of materials science firm Rachel, says that almost all of his decisions are intuitive, and those big decisions, which he had to regret accepting, were not based on intuition.

In a complex organizational situation, thousands of choices are possible. An enterprise with enough money can, for example, produce any product. However, he will be able to produce and sell at a profit only some of its types. Moreover, in some cases, the manager does not even know the possible options at first. Thus, a manager who relies solely on intuition is faced with enduring chance. Statistically speaking, the chances of right choice, without any application of logic are low.

Judgment-based decisions sometimes seem intuitive because their logic is not obvious. Such a decision is a choice based on knowledge or experience. The leader uses knowledge of what has happened in similar situations in the past to predict the outcome of alternative choices in the current situation. Based on common sense, he chooses an alternative that has brought success in the past. Judgmental decision has such a significant advantage as the speed and cheapness of its adoption. The disadvantages include the fact that this approach does not allow making a decision in a truly new situation, since the manager does not have experience on which he could justify a logical choice. Because judgment is always based on experience, an over-reliance on experience tends to bias decisions in directions familiar to leaders from their previous actions. Because of this bias, the manager may miss out on a new alternative that should be more effective than familiar choices.

The main difference between a rational decision and a judgmental decision is that the former is independent of past experience. A rational decision is justified through an objective analytical process.

In domestic and foreign literature, numerous attempts have been made to classify management decisions on various grounds. The construction of a classification scheme for management decisions begins with the definition of classification features.

Classification sign - is a distinctive property of this group of solutions, their main feature.

Given that the preparation and adoption of business decisions is the main responsibility of every manager, and other categories of employees are often involved in the development of decisions, it is advisable to start classifying management decisions:

)By subjects of management.

In this regard, the solutions differ:

‾ one-man boss;

‾ collegiate body;

‾ collective solutions.

But such a classification should not be considered absolute. In production management, of course, the principle of unity of command applies, when a single leader is personally responsible for all decisions. However, there are decisions that affect the interests and activities of the entire production team. Therefore, they are usually developed with the broad participation of all employees of the organization. Such decisions are called collective (for example, the development and approval of a collective agreement).

Decisions in the development and adoption of which a certain deliberative body (board of directors, production meeting) participates are collective. These decisions are made on the most important promising issues of technical policy, economics, as well as organizational issues that require competent discussion at a collegium or meeting of an advisory body.

Finally, for a number of important tactical, but prior to the implementation of promising decisions, the leader is the one-man.

The leader must be able to make decisions independently. As a rule, he reserves the most important, key, and not private and local decisions.

) According to the decision-making form, there can be:

‾ individual;

‾ group;

‾ organizational;

‾ interorganizational.

Individual solutions. Personality is like a drop in the ocean, reflected in one's own decision. In this sense, the personal profile of a managerial decision is of particular interest, i.e. that set of individual characteristics of the leader, which their decisions carry with them to the performers.

Group decisions. With the complication of control tasks production systems development and making decisions are increasingly being the subject of group, collective creativity. Decisions become collective.

Decisions involving risk are usually especially responsible. Therefore, the role of choosing a solution is very large here. Responsibility, however, is far from the only reason why group decisions have to be made. The group choice of a solution in some cases turns out to be less subjective, it makes it possible to identify more alternatives, comprehensively evaluate numerous options, choose the best ones and eliminate the weak ones.

A significant drawback of the group decision is its relatively low efficiency, the development of such a decision requires a certain amount of time. An example of group decisions in production can be many design developments, decisions taken by voting at various scientific and production meetings, conferences, etc.

To what extent does a group decision, including a risk-related decision, differ in quality from an individual one? To understand this, it is necessary to analyze the work of the decision-making group, taking into account three main factors: the nature of the problem being solved, the characteristics of the group, and the procedures for the group's activities.

By the nature of the tasks solved by the group, they can be deterministic and probabilistic, static and dynamic in conditions of certainty of the situation (with complete information) and uncertainty (with risk), etc. The group of decision makers is characterized by the number of participants, their competence, motives actions, etc. The procedure for making collective decisions can be different: either by formal methods, according to a strict algorithm, or informally, as a result of free discussion.

The essence of decision-making in a group lies in the transition from individual decisions made by each of its members to collective ones, expressing the point of view of the group as a whole. There are several types of such a transition, the so-called group decision strategies.

First of all, this is a simple majority strategy, i.e. decision-making by a simple majority of votes. The advantages of this strategy are its simplicity and obviousness: decision; corresponds to the preferences of the majority of group members. The disadvantages of this strategy are not so obvious. The opinion of the minority here does not influence the choice at all, although it is known that new ideas are often born from just a few people. In addition, in the simple majority strategy, there is no consistency in the preferences of the alternative among individuals. Different members of the group may make the same decision for completely different reasons, and the choice, and hence the level of risk, will be far from rational.

The second way to develop a group decision is the strategy of rank summation. Let us illustrate the essence of this strategy with an example. Assume that a risky decision is made by a small group of three people. Four alternative solutions are possible: a1, a2, a3, a4. First of all, a ranking is made - arranging in order of preference the solutions of each member of the group.

The ranks for each solution are added as follows: for a1 it will be 4+3+1=8, for a2 = 3+2+2=7, for a3 = 1+1+4=6, for a4 = 2-1-4+ 3-9.

The group decision corresponds to the alternative with the smallest sum of ranks. (Recall that the lower the rank, the greater the preference.)

AT this example this is solution a3.

The third way to develop a group solution is a strategy to minimize deviations. Its essence is to make as little deviation as possible between the preference of the group and the individual decisions of its members.

Another variant of the group decision strategy is the optimal foresight strategy. Its essence lies in the fact that a group decision allows you to take into account individual preferences. Namely: the preference between any pairs of alternatives, made on the basis of a group decision, must correspond to the actual preference. Suppose, when developing normative documents the group made a decision about in which case the leaders can take some risk, and in which - no. The group choice strategy is recognized as the best if the leaders in their actual decisions follow the intended choice as often as possible.

Until now, the quality of individual and group decisions has been evaluated solely by their quantitative indicators. However, this is not enough. As is known, the assessment of the usefulness of their results has a significant impact on the decision-making, associated with risk: possible win in case of success and loss in case of failure.

In some cases, it may turn out that the collective choice does not correspond to any of the individual decisions. The interests of individuals sometimes do not coincide with the requests of the group. And if we are talking about the usefulness of the risk for the group, then the decision should be made in accordance with the collective need.

An organizational decision is a choice that a manager must make in order to fulfill the responsibilities of his position. The purpose of an organizational decision is to ensure movement towards the tasks set for the organization. Therefore, the most effective organizational decision will be the choice that will actually be implemented and will make the greatest contribution to the achievement of the ultimate goal.

) By the control object. Depending on the degree of coverage of the object, general, private, local solutions are distinguished.

‾ general (global) solutions cover the entire managed system. The adoption of such decisions requires a deep and comprehensive study of the activity of the object as an integral system;

‾ private decisions relate to certain aspects of the object's activity. Usually they do not require a preliminary serious analysis of the operation of the entire facility;

‾ local solutions differ from private ones in that they are related to a specific element of a system object (for example, to one workshop of an organization).

) According to the duration of the action, the scale and nature of the goals, the decisions are divided into:

‾ strategic;

‾ tactical;

‾ operational.

Strategic decisions are large-scale and long-term. Tactical decisions are usually short-term and are made to fulfill private and local tasks.

‾ decisions of a quantitative nature (for example, to invest a certain amount of funds in the modernization of production or marketing);

‾ non-quantitative decisions (for example, hiring or transferring an employee to another position).

) According to the degree of completeness of the information available, decisions can be made under conditions of certainty and uncertainty. In turn, each of these decision groups can be subdivided into subgroups. For example, depending on the degree of uncertainty, there are:

‾ standard solutions;

‾ solutions under weak uncertainty;

‾ decisions under significant uncertainty;

‾ decisions under high uncertainty.

) according to the decision-making conditions are divided into:

‾ decisions made under conditions of certainty, when the decision is based on a precise definition of the optimal result that will be achieved as a result of its implementation;

‾ a decision made under conditions of risk, when a decision is made that can give the best result, but at the same time there is a high probability of significant losses;

‾ a decision made under conditions of uncertainty, when a solution option is chosen that can give the result closest to the selected criterion for evaluating the optimal solution, but there is no certainty in its implementation.

) According to the nature of the information, programmable and non-programmable decisions or deterministic and probabilistic ones are distinguished.

Programmable solutions include standard and repetitive solutions, non-programmable - one-time, semi-structured solutions that require a creative approach, largely dependent on common sense and intuition.

A programmed decision is the result of the implementation of a certain sequence of actions. Such decisions are programmed for situations that repeat regularly. Having a bank of similar solutions saves time for managing recurring situations. Since in these cases it is impossible to draw up a specific sequence of necessary steps in advance, the manager must develop a decision-making procedure.

) According to the scope of action, decisions are divided into political, economic, organizational, social, technical, technological and complex. The need to make such decisions is due to the presence in any organization of the relevant subsystems, each of which has an original set of elements and operating conditions.

) According to the degree of uniqueness, routine, selective, adaptive and innovative solutions are distinguished.

Routine decisions are made in accordance with a well-established mechanism and an existing program of action. With selective decisions, the initiative is taken within limited limits (for example, when evaluating various known alternatives and choosing rational ones from them). Adaptive solutions are calculated for additional, unforeseen difficulties. Their development combines the use of a creative and non-standard approach based on ideas with previously worked out possibilities. Innovative solutions are associated with the complexity and unpredictability of events.

) In terms of legal execution, decisions can be in the form of a plan, order, order, instruction.

) According to the method of fixation, they are divided into oral and written.

The whole set of decision-making methods is divided into three groups.

Methods based on the intuition of the leader, which became possible due to the accumulated experience, knowledge in a particular field of activity. This allows you to make decisions without reasoned evidence, based on your inner instinct.

Methods based on "common sense", i.e. on logical judgments, consistent evidence based on practical experience.

Methods based on scientific and technical approaches, involving the choice of optimal solutions from among the options calculated using significant information arrays. This is inevitably associated with the use of modern computing tools.

And still it is necessary to designate one classification. Since decisions are made by people, their character largely bears the imprint of the personality of the manager involved in their birth. In this regard, it is customary to distinguish between balanced, impulsive, inert, risky and cautious decisions.

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

Inert solutions are the result of a careful search. In them, on the contrary, control and clarifying actions prevail over the generation of ideas, so it is difficult to detect originality, brilliance, and innovation in such decisions.

Risky decisions differ from impulsive ones in that their authors do not need to carefully substantiate their hypotheses and, if they are confident in themselves, may not be afraid of any dangers.

Cautious decisions are characterized by the thoroughness of the manager's assessment of all options, a supercritical approach to business. They are even less than inert ones, they are distinguished by novelty and originality.

The listed types of decisions are made mainly in the process operational management staff. For the strategic and tactical management of any subsystem of the management system, rational decisions are made based on methods economic analysis, substantiation and optimization.

The tasks that stand within the organization are usually called managerial tasks. The person responsible for solving the problems of the organization is the leader. The main content of the manager's activity is realized through the solution of managerial tasks at all stages of implementation managerial functions. What is a task in the psychological sense of the word?

A task is a goal given under certain conditions, which is achieved by a certain transformation of these conditions. The task includes:

‾ requirements - goal,

‾ conditions are known

‾ sought - the unknown, which is formulated in the question.

When solving a problem, general patterns of thinking appear - logical and intellectual. Comparison of these sides of the decision suggests that they do not match: the used (subjective side) information does not fully correlate with objective information. This led psychologists to the conclusion that in the process of solving a problem, all the information contained in it is not mastered immediately, but is obtained in the course of this solution.

Management tasks are more often creative tasks, and they can be seen as the development of the solution and as the development of the problem itself. A necessary prerequisite for successful problem solving is reflection, i.e., awareness of its significant aspects, which depends on the personality of the leader.

In the process of solving managerial problems, the intellectual and personal capabilities of managers are realized. The most typical styles of thinking of a leader can be distinguished:

‾ system style, in which the emphasis is on determining the method for solving the problem (problem), in this case the problem is more often divided into separate components;

‾ intuitive style, when the problem is recognized as a whole and possible methods for its resolution are considered;

‾ receptive style, which is characterized by focusing on individual details of the problem;

‾ perceptual style, which is characterized by the desire to establish relationships between the various components of the problem.

Management tasks have their own characteristic features:

‾ may contain vague or conflicting terms;

‾ there may be no information on possible means of solving it;

‾ there are no clear algorithms for solving such problems;

‾ managerial tasks are more often solved in conditions of lack of time.

There are three main types of managerial tasks:

) tasks of the conceptual plan (strategic, related to long term planning, forecasting);

) tasks related to the technical and technological side of the functioning of the organization;

) tasks associated with the action human factor(personnel, psychological climate, motivation, etc.).

To classify managerial tasks, you can choose the following criteria: content, feasibility, competence, complexity.

The criterion for the feasibility of tasks - all management tasks can be divided into solvable and not solvable.

The criterion of manager's knowledge - all managerial tasks are divided into those that are within the competence of the manager and those that are not included in this area.

The criterion for assessing the degree of functional costs - management tasks according to this criterion can be easy and difficult.

In solving managerial problems, each manager has his own subjective system of assessments regarding the essence and hierarchy of solving problems, so he evaluates:

‾ what are the managerial tasks to be solved in without fail;

‾ what management tasks in exceptional cases can not be solved;

‾ what managerial tasks can be completely ignored.

Based on this, there are two extreme zones of significance of managerial tasks:

) extremely significant managerial tasks;

) tasks of secondary importance (they can move from the 1st zone to the 2nd if they are not solved in time, and vice versa).

For each head of the organization, it is very important to set the degree of importance of managerial tasks for a specific period, however, some managers consider all managerial tasks to be significant - it depends on the level of management, which means that one must be able to choose a strategy for solving managerial tasks.

Managerial situation - a combination of conditions and circumstances that create a certain environment ( external environment) in which the management decision is made. The nature and sources of the emergence of managerial situations are different, therefore, the situations themselves are different. Some are resolved relatively easily, by analogy with existing practices, while others require a completely new approach. The degree of participation of the leader in solving certain problem situations is not the same. The main task of the manager is to identify, evaluate and analyze the most important management situations. The manager needs to determine the degree of his participation in each case, which will be aimed at resolving the problem in the most effective way.

There are two types of problem formulation, which can be conditionally called subjective and objective. Problems of the first type are fixed in terms of the needs of a given subject of management, reflecting the fact of their dissatisfaction. Problems of the second type are formulated on the basis of subjective ones and reflect the insufficiency of certain means and factors to solve the corresponding initial problem.

The need to classify management situations is due to the fact that their recognition is the first stage in the process of resolving situational management problems. To date, a large number of classifications of managerial situations have been developed, which differ in classification features and depth of decomposition. So yes. Pospelov highlights the current situations, corresponding to the structure of the control object and its functioning in this moment time, and complete, when the totality of emerging situations is taken into account and the state of the control system is taken into account. Each of the types of management situations is generalized according to a number of features. However, this approach is flawless only theoretically and does not allow a constructive study of emerging organizational and economic problems. Among other approaches, it is necessary to note the description of the characteristics of managerial situations based on the analysis of decision-making processes. The general scheme of the process of resolving managerial situations is as follows: identifying areas of activity where difficulties have arisen; description of the situation; ordering difficulties by complexity, their formulation and subsequent resolution. At the same time, the emphasis is on the source of the problem situation and forecasting its development, but the characteristics of the situation are not disclosed.

A model based on taking into account a number of sources of managerial situations in the external and internal environment of the enterprise, considering their meaningful characteristics and using several strategies for resolving situations can be used as a base model for the analysis and resolution of managerial situations.

A significant drawback of this model is that it does not include the interests of consumers, which enterprises should be oriented to in market conditions. The limited set of used strategies for resolving managerial situations does not allow adequately describing the activities of enterprises at the present stage of production development.

In the works of E.V. Paducheva considers the situation as some generalizing concept.

L.A. Vorobyov, L.A. Kazakevich and T.V. Kudryavtsev, when classifying managerial situations, they proceed from the stage at which life cycle the company is currently located. Then the sources of the emergence of the managerial situation are determined and their characteristics are given. The authors distinguish three stages of the life cycle of an enterprise: creation, operation and liquidation and, accordingly, three types of management situations: situations of development processes, operational situations, situations of transient processes.

Thus, the variety of classifications of managerial situations indicates that, depending on the goals of the situational analysis, various classification features can be distinguished. At the same time, the above list of possible classifications cannot be considered exhaustive, since each managerial problem necessitates the creation of an independent classification.

CHAPTER 2. TYPOLOGY OF MANAGEMENT DECISIONS ON THE EXAMPLE OF THE ORGANIZATION LLC "MEDENTA"

2.1 Characteristics of Medenta LLC

The object of my research was a society with limited liability Medenta LLC. This organization specializes in the sale of dental equipment, tools, materials at retail and small wholesale.

Address: 123308 Moscow, Novokhoroshevsky proezd, 25

Legal address: 119415, Moscow, st. Kravchenko, 9

This organization was founded in 2003.

At Medenta LLC as constituent documents advocate the Charter and Memorandum of association. The charter indicates the name of the organization, and the Basic provisions of the Charter of Medenta LLC.

Medenta LLC, hereinafter referred to as the "Company", is a legal entity established in accordance with the law Russian Federation. Rights and obligations legal entity acquires since state registration. The company owns separate property recorded on its independent balance sheet, can acquire and exercise property and personal non-property rights on its own behalf, incur obligations, be a plaintiff and defendant in court general jurisdiction, arbitration court and arbitration court. Address, legal status, goals and activities, and more. Certain types of activities, the list of which is determined federal laws, the enterprise can only be engaged on the basis of a license. Medenta LLC is a legal entity:

‾ the working language of the company is Russian, all documents related to the activities of the company are drawn up in the working language;

‾ the company has an independent balance sheet, the company has the right to open bank accounts on the territory of the Russian Federation and abroad;

‾ the property of the company consists of a paid authorized capital in the amount of 379,200 rubles, 100% of the authorized capital in equal shares is held by three individuals;

‾ the company is liable for its obligations with all its property, is a plaintiff and a defendant in an arbitration and arbitration court;

‾ the company may, on a voluntary basis, enter into unions, associations on conditions that do not contradict the antimonopoly legislation in force on the territory of the Russian Federation;

‾ the company carries out state activities for mobilization preparation in accordance with the current legislation of the Russian Federation;

‾ the company has a round seal, stamps and forms with its name, its own emblem.

As in any other organization of joint activities of people to achieve their goals, there are disagreements in various forms of interaction.

2.2 Practical use of the typology of management decisions on the example of the organization Medenta LLC

The practical use of the typology of managerial decision-making can be considered on the example of Medenta LLC. This organization specializes in the sale of dental equipment, tools, materials at retail and small wholesale.

At this enterprise at one time there was a need to increase the efficiency of work. To increase the profit received by the enterprise, it is necessary to reduce the cost of the enterprise's products, that is, to introduce effective cost control.

The first step on this path is the creation of a system for obtaining prompt, accurate and reliable information about the activities of the enterprise - a management reporting system.

Management reporting is a problem for almost all business leaders due to the lack of an appropriate system for recording, processing and presenting data. Some managers simply do not know what types of information they need to more effectively control the work of subordinates and more productive work of the enterprise. Often decisions are made on the basis of the tax reporting system. At many enterprises, there are two accounting systems in parallel - accounting and practical, that is, serving to ensure the fulfillment of everyday work tasks of employees and managers of the enterprise.

The consequence of this approach to the formation of a reporting system is that, as a rule, there is a conflict between the information that management wants to receive and the data that performers can provide. The reason for this conflict is obvious: different levels the hierarchy of the enterprise requires different information, and when building a reporting system “from the bottom up”, the basic principle of building an information system is violated - orientation to the first person. Performers either have the wrong types of data that management needs, or the right data with the wrong degree of reliability.

In order for the management of the enterprise to receive the data necessary for making managerial decisions, it is necessary to build a reporting system “from top to bottom”, formulating the needs of the upper level of management and projecting them to the lower levels of execution. This is the only way to get. Fixing at the lowest executive level of such primary data that, in a generalized form, can give the management of the enterprise the information it needs. The most important requirements for the management reporting system are the timeliness, uniformity, accuracy and regularity of obtaining information by the management of the enterprise.

Obviously, these requirements can be most fully implemented using an automated system. Use of technology electronic system accounting promised serious advantages in terms of the speed of obtaining and processing information, and, consequently, serious advantages in terms of the speed of making managerial decisions.

There is a problem, its misunderstanding on the part of management and the complete absence ready-made options solutions.

The automation department completed the first stage of making a management decision: all information related to this problem was collected, namely, the specialized equipment available on the market was studied. software products, their advantages and disadvantages. Several versions of our own automated reporting system have been developed.

As a result, several projects fell on the manager's desk. He did not make a single decision, but gathered all the specialists of the departments working on this problem. At a joint meeting, a solution acceptable to all was developed, namely, one of the projects was selected, and the automation department developed the necessary software.

In this example, all three stages of making a managerial decision are clearly traced: clarification of the problem, leaving the solution plan (development of alternative solutions) and implementation of the decision.

3Proposals to improve the efficiency of management decisions in the activities of the enterprise

Previously successfully applied 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 preventing the use of more advanced methods and decision-making procedures. The first of them is connected with the traditional prejudices of the 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 decisions (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; increased 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 low-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; adoption of "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, the consequence of which is 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;

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

‾ 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 issues through funds mass media to 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 right 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 spread 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

The purpose of the course work was to disclose the classification of management decisions.

In the course of the work, the following tasks were solved:

‾ the concept, essence and characteristic features of managerial decisions are considered;

‾ studied the main stages of development of management decisions;

‾ the factors influencing the adoption of managerial decisions have been identified;

‾ the classification of managerial decisions, tasks and situations was studied on the example of the organization "Medenta" LLC.

The following brief conclusions can be drawn.

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

Decision making is an integral part of human activity in any area: political, economic, cultural, personal life, etc. An essential distinguishing feature of a managerial decision is that it is made in the presence of an urgent problem. And since such problems arise when managing any object ( industrial enterprise, bank or government agency) constantly, then the decision-making function consists in the constant solution of a particular task in the management process.

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

Making a managerial decision is a choice of how and what to plan, organize, motivate and control.

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

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

Decisions are of various types, such as special, individual, political, economic, regulatory, staged, organizational and other decisions. It is important to know the decision-making methodology. It helps to structure this process and contributes to the adoption of effective management decisions. It must be remembered that decision-making does not take place in an organizational vacuum, but against the background of constantly changing events, both in the external and internal environment of the organization, and take into account the factors influencing the decision-making process that were considered in this paper.

LIST OF USED SOURCES

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Applications

Attachment 1

Management structure OOO "Medenta"

Real management decisions differ from each other. Managers in charge various posts in organizations involved in various functional areas, accept solutions of various types. Even in one subdivision, for example, in the personnel department, one manager can solve the tasks of recruiting, and the other - the development of those already employed in the organization, their professional training.

Both department managers will make substantially different decisions. Implementation rapid growth policies organizations and, accordingly, reception a large number of new employees will require different solutions than when it is necessary to carry out cost reduction policies, decrease in sales volumes and layoffs of some staff.

Thus, some classification of decision types to differentiate one decision from another and improve the methods of making certain decisions.

The complexity and diversity of solutions not only presupposes, but also requires the use of different criteria for classifying solutions.

Important premise analysis of such a classification of decisions is to establish subject or the part of the organization that is responsible for the decision. At the same time, an “organization tree” is developed in relation to the decisions made, which will closely correspond to its organizational structure. When implementing this approach, the subjects of decision-making in the main functional areas are identified.

These are, for example, controlling specialists, production managers, financial managers, marketing or human resources specialists. All of them are responsible for specific branches of organizational activity.

(CONTROLLING(eng. controlling) - a tool for planning, accounting, analyzing the state of affairs in a company, used to make decisions based on a computerized system for collecting and processing information ...

It is also necessary to define the overall scope of solutions, which reflect their general nature without focusing on the specifics of a particular solution.

To the number main factors that influence the decisions made, include the following (Fig. 9).

Management Hierarchy Levels at which the decision is made include the institutional level, the level of the strategic center of management, the center of profit or cost, etc.

Functional areas in which decisions are made include marketing, manufacturing, personnel management, financial management.

Classification of solutions is possible according to various criteria. On fig. 10 shows an example of applying some of the classification criteria.

Management decision- is the result of analysis, forecasting, optimization, economic justification and selection of alternatives from a variety of options to achieve a specific goal of the management system.

Complex problems should be formalized, i.e. quantitatively determine the difference between the actual and desired states of the object according to its parameters, as well as perform the structuring of the problem by building a tree of goals for its solution. The development of effective solutions is the most important component of the organization's management process.

Changes in the internal and external environment give rise to the need to make a variety of management decisions.

The main factors influencing the organization and functioning of the system are:

technical and technological,

Socio-economic and

Regional factors.

In this regard, there are 2 groups of tasks that need to be solved:

functional,

Situational.

Functional due to the division of labor in the organization, the powers of individual workers and are mostly standard.

situational appear as a result of violations of the interaction of subsystems and elements in the organization, or under the influence of these factors.

Depending on the difficulty of the problem being solved, to reduce the risk of error, I use 4 levels of decision making ; corresponds to each your type solutions:

- Routine type: does not require a creative approach, because according to typical, often recurring situations, a program of behavior has already been developed in practice. Such similar situations are typical for small enterprises.

- Selective type: requires key skills (setting goals, analyzing information), initiative (within limits). The effectiveness of the decision depends on the manager's ability to choose the most economical and efficient among alternative options (personnel, resources, quality, etc.).

Classification of management decisions:

1. According to the degree of influence on the future of the organization:

A) strategic (determine the general directions of development of the organization and its long-term goals)

B) tactical (specific methods to achieve the first)

2.by scale:

A) global - cover the entire organization as a whole

B) local - affect some aspects of the enterprise.

3. by the duration of the implementation period:

A) long-term (more than five years)

B) medium-term (from 1 year to 5 years)

C) short-term (less than 1 year)

4. according to the direction of impact:

A) external

B) internal

5. according to the obligation to fulfill:

A) directive - accepted senior management and are mandatory

B) orienting - determine a single direction of activity of the subsystems of the organization

6.by function:

A) regulatory - determine the method of performing actions

B) coordinating - concentrate efforts around the problem

C) controlling - aimed at evaluating the results

7.by breadth of coverage:

A) general - apply to the entire company

B) special - consider individual issues

8. according to the degree of programming:

A) programmed - accepted in standard situations

B) unprogrammed - accepted in new conditions

9. in the field of implementation: scientific and marketing research, production.

10.According to the ways of making:

A) intuitive - are accepted by the manager based on his ability to foresee the results

B) adaptive - taken in accordance with the professional and personal knowledge of the manager

C) rational - based on scientific analysis Problems.

At the core decisions based on judgment knowledge, meaningful experience of the past and common sense. Typical for operational management.

Rational Decisions are based on the methods of economic analysis, justification and optimization. Characteristic for strategic and tactical management.

A manager who focuses only on intuition becomes a hostage to chance, and his chances of choosing the right solution are not very high.

Management decisions are made by people, and therefore their nature largely depends on the personality of the manager directly involved in their development.

Balanced Decisions accepts a manager who is attentive and critical of his actions, put forward hypotheses and their testing.

impulsive decisions are characteristic of a manager who easily generates a wide variety of ideas in unlimited quantities, but is not able to properly verify, clarify, and evaluate them.

Inert solutions is the result of a careful search for a manager. In them, clarifying and controlling actions prevail over the generation of ideas, where it is difficult to detect originality, innovation, brilliance.

If the manager does not need a thorough justification of his hypotheses, is confident in himself, then he may not be afraid of any difficulties and accept risky decisions.

Cautious Decisions appear when the manager carefully evaluates all options, approaches the matter critically. Solutions are not new and original.

Algorithm for making managerial decisions.

Decision development algorithm - a logical sequence of operations for the development of a management decision. Decision making algorithm in traditional management

Such an algorithm may include the following operations:

• problem detection;
• collection of information;
• information analysis;
• determination of management objectives in solving the problem;
• development of a criterion for the effectiveness of the solution;
• identification of a problem with a previous one in this or another organization;
• the study of techniques and their consequences used in solving a similar problem;
• forecasting by analogy with the previously observed consequences of using the studied techniques (when forecasting by analogy, it is believed that the use of those
• the same techniques will lead to the same, similar results as in the previous case);
• evaluation of solutions;
• adoption, execution, communication to the executors of the decision, its execution and, finally, control over the implementation of decisions.

Delegation of powers in the decision-making process.

In a dynamic business environment, it is impossible to do without delegating authority to other employees.

Sooner or later, there comes a moment when all the ways to optimize your time have been exhausted, the process is out of control - you urgently need to delegate part of your functions and powers!

For the optimal solution of this problem, ten principles of delegation have been developed.

Clear end goal

Managers must clearly state the results they expect from the empowered subordinate. A clear idea of ​​what needs to be achieved and why it is important is necessary prerequisite delegation with simultaneous granting of rights.

We cannot work, study, or perform any other activity until we are aware of the goals and consequences of our activities.

Delegation of authority should be comprehensive

In addition to the desired end results, the manager needs to clearly define the conditions under which the task must be performed.

manager must set clear deadlines and reporting schedule.

the manager must clearly set the limits in which the employee can show own initiative.

The levels of manifestation of initiative differ depending on the degree of control over the timing and scope of the task:

A. Wait for instructions on what to do. You take certain actions only after you receive the appropriate command. This form of delegation is least related to the granting of rights, since it does not allow the subordinate to exercise his own initiative. In this case, there is no need to control the timing (when completed) or the amount of work done (what is done).

B. Ask what to do. Subordinates are given some freedom in deciding on the timing of the assignment, but not on its content. Subordinates can formulate their ideas about how best to complete the task, however, since they cannot take action without the manager's approval, their scope of authority is extremely limited.

C. Get recommendations, then take action. This option gives subordinates more rights, since in this case they get some freedom in setting the timing and content of the task delegated to them.

D. Complete the task and immediately report the results. Subordinates are given the right to be guided own initiative, but they are required to report their actions to the manager so that he can make sure that the decisions they make are correct and do not contradict other tasks of the organization.

D. Get down to business, and report only as planned. Subordinates themselves control both the timing and the volume and content of the assigned task.

Invite the employee to participate in the consideration of the issue of delegation of authority

Establish parity between rights and responsibilities

most famous and general principle delegation of authority. In order for subordinates to succeed, they should be provided with all the rights necessary to perform the task assigned to them.

In no case should a manager give subordinates excessive rights, that is, give them excessive power, freedom, resources and information. Such a discrepancy leads to a decrease in the level of responsibility, abuse of authority. The manager can assign primary responsibility to subordinates, that is, responsibility for short-term (intermediate) results. They will bear this responsibility to the manager who has delegated the appropriate authority to them.

Work within existing organizational structure

The variety of solutions is a certain complex, the understanding of which is facilitated on the basis of a systematic approach, which makes it possible to reveal a rigorous system of solutions. In such a system of decisions, both general features and specific features inherent in certain types of decisions should be manifested.

The most general classification of problems is the classification proposed by G. Simon, according to which all problems are divided into three classes:

1) Well-structured or quantified problems, in which the essential dependencies are clarified so well that they can be expressed in numbers or symbols, receiving, in the end, numerical estimates;

2) Unstructured or qualitatively expressed problems containing only a description of the most important resources, features and characteristics, the quantitative relationships between which are completely unknown;

3) Loosely structured or mixed problems that contain both qualitative and quantitative elements, with the qualitative, obscure and uncertain aspects of the problems tending to dominate.

Another possible classification is presented in Table. 1.2.

Table 1.2

Management decisions
By functional orientation	Planning Organizational Activating Coordinating Controlling Informing
By organization	Individual Collegiate Corporate
End of table 1.2.
For reasons	Unexpected: situational and initiative Planned: by prescription, programmatic, seasonal
According to the degree of repeatability	Traditional Non-traditional Innovative
By scale of impact	General Private
By duration of action	Strategic Tactical Operational
By implementation time	Long-term Medium-term Short-term
By the nature of development and implementation	Balanced Impulsive Inert Risky Cautious
By processing methods	Algorithmic Heuristic
According to the number of criteria	Single-criteria Multi-criteria
In the direction of impact	External Internal
According to the forms of application	Sole Collegial
By sphere of influence	Global Local
According to the method of fixation	Written Oral
Nature of Information	Deterministic Probabilistic

Let's consider the classification in more detail.

Functional orientation determined common function management, which initiates the development of management decisions. Solutions can be developed for the implementation of planned activities - planning decisions. These decisions define the necessary parameters for the strategic or tactical planning of the organization's activities. A large group of management decisions is devoted to the organizational problems of managing an organization, (for example, improving the organizational structure of management) - are organizational management decisions. For effective management personnel develop solutions on various aspects of revitalizing the activities of employees of the organization - These are activating management decisions. Coordinating Management Decisions necessary to harmonize the changing conditions of external and internal environment to ensure coordination in the activities of the organization, (for example, decisions related to changes in the organization's purchasing and marketing policy, changes in staffing). Controlling management decisions are aimed at ensuring the timely implementation of production plans and planned development milestones (for example, decisions on the methodology for conducting internal audit, accounting and control of execution of orders). Informative management decisions aimed at streamlining the information field for employees of the organization and providing them with necessary information(for example, information mail head of the organization to the staff with a message about his trip to the economic forum in Davos).

The process of organizing the development and reorganization of management decisions is based on the choice of priority in an individual or collegial (group) approach. An individual approach to the development of management decisions is very typical for organizations. This approach requires the leader to be self-confident, professional and creative. It takes less time to develop such solutions. The developer of this type of solution is personally responsible for the results of its implementation. The group approach to the development of management decisions is characterized by greater validity, the development of original approaches, and the involvement of developers in its implementation. This approach increases the solution preparation time. This approach limits the freedom of choice of management decisions for managers and requires maintaining a balance of interests of the specialists involved in its development. Solutions are called corporate, which are taken both by individuals and collectively (i.e. part of the decision is made by an individual).

The reasons influencing the development of management decisions are very diverse, but come down to two groups: unexpected and planned. Unexpected managerial decisions include situational and initiative ones, and planned ones include prescription, program and seasonal decisions. Situational decisions are triggered by events that can disrupt the planned course of an organization's activities. Decisions of this type refer to the day-to-day decisions of the manager. Initiative decisions are the creative contribution of the leader to the activities of the organization within the framework of the powers given to him. These decisions should complement the main decisions of senior managers - in functional responsibilities subordinate manager and are determined by the relevant regulations. Program management decisions are program-targeted technological process, according to which the manager at a given time must decide on the further work of his unit, replenishment of resources, etc. Seasonal management decisions, which are more stable in time than program ones, are associated with calendar dates (for example, by spring - preparation of a vacation schedule, by autumn, decisions to carry out work on warming rooms, etc.).

The repeatability of the implementation of management decisions is important for correct installation governance standards in the organization. Traditional Solutions- These are solutions that have been encountered earlier in management practice. AT this case it is only necessary to make a choice from the already available alternatives . non-traditional are called such solutions, for the solution of which it is necessary to search for new alternatives. Innovative Solutions usually relate to the process of restructuring and reforming the organization to increase its competitiveness - these are complex solutions and their labor intensity is even higher than that of non-traditional ones.

The scale of the impact of management decisions can be limited to one person, one team, or the entire team of the organization. Each decision has a target orientation, which determines the objects of management decisions. If decisions are developed for mandatory execution by all personnel, such decisions are called general. A private solution is called designed for one person(for example, it is unethical to reprimand an employee with the obligatory familiarization of all employees of the organization, but it is advisable to bring gratitude to the employee to the attention of all employees).

The duration of a decision is determined by its importance. Allocate strategic, tactical and operational management decisions. Strategic decisions are developed for a long period (5 ... 10 years) covering key strategic decisions and are developed for a shorter period (1 ... 3 years) with a grip on some of the key elements of the organization. Operational decisions are developed when possible or when situations arise that change the course of implementation of tactical decisions. Operational management decisions are short-term.

There are long-term, medium-term and short-term solutions in terms of implementation. The results of the implementation of promising long-term solutions can be for several years. If, however, between the adoption of a decision and the completion of its implementation, a relatively short term- the decision will be short-term.

The nature of the development and implementation of managerial decisions strongly depends on the personal characteristics of a person. They can be divided into the following groups: balanced, impulsive, inert, risky, cautious. Balanced decisions are made by people who are attentive and critical of their actions, put forward hypotheses and their testing. Such people usually have a formulated idea before making a decision. Impulsive decisions are made by managers who easily generate a wide variety of ideas in unlimited quantities, but are not able to properly test, refine and evaluate them. The decision in this case is insufficiently substantiated and reliable, i.e. taken in bursts. Inert solutions are the result of a careful search. They are dominated by control and clarifying actions over the generation of ideas; it is difficult to detect originality, brilliance, and innovation in such decisions. They weakly activate the staff for their implementation. Risky decisions are made without justification for actions by a leader who is confident in his abilities. Typically, such leaders have good rears in the form of constantly supporting their superiors or subordinates. They are not afraid of any danger. Cautious decisions are characterized by the thoroughness of the manager's assessment of all options, a supercritical approach to business, and a large number of approvals.

According to the methods of information processing, decisions are divided into algorithmic and heuristic. Algorithmic solutions involve a strict formalization of the execution of procedures and operations based on rules, algorithms, formulas, statistical data (for example, calculation economic efficiency new production should be carried out according to the developed algorithms). But in management, not everything can be quantified. Something is valued qualitatively. You can process and evaluate information based on intuition, generalizations, ideas, experience, associations. Through conversation, discussion, asking leading questions, you can get new information from the client, partner. Such solutions are called heuristic.

Determining the number of criteria for evaluating options (alternatives) of management decisions is a difficult task. The criteria can be such parameters as comfort in the workplace: light, heat, etc. Simple managerial decisions are usually compared according to one criterion and are called single-criteria, while complex ones are compared according to several and are called, respectively, multi-criteria.

According to the direction of influence, management decisions are divided into decisions aimed at the internal or external environment of the organization, i.e. internal and external solutions .

According to the form of making managerial decisions, they can be individual and collegiate.. Sole decisions are decisions made by one person. Group or collective decisions are called collegial (in the conditions of market relations, situations and problems increasingly arise, the solution of which requires complex analysis, i.e. participation of a group of specialists).

According to the sphere of influence, management decisions are divided into global and local. Decisions that affect one or more departments of the organization are called local, and decisions that affect the organization as a whole are called global.

The method of fixing managerial decisions can be oral or written.. Managers provide written decisions for legal examination and further for execution. Oral management decisions also have legal force, and they can be challenged in court if there are at least two people who have heard these decisions.

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 conditions of uncertainty and risk). Deterministic decisions are made in the presence of complete reliable information regarding the problem being solved (for example, the decision to release a new type of product assumes that the manager knows (in the short term) the level of production, since the cost of rent, building materials and labor force can be calculated quite accurately). Decisions made under risk include information about the problem, you can try to get additional information and re-analyze the problem in order to reduce its novelty and complexity. When there is not enough time and / or funds, then the collection additional information, when making decisions you have to rely on past experience and intuition.

The composition, structure, content and form of management decisions are determined by the specified principles and classification features.

The main requirements for management decisions and ensuring the reasonable efficiency of their implementation and understanding by the performers are feasibility (reality); timeliness; consistency (interconnection with other solutions); rationality (efficiency, optimality); legitimacy (validity); authority (compliance with the level of rights); consistency; continuity (connection with previous decisions); simplicity; clarity; brevity of presentation.

If a managerial decision is considered as a result of managerial activity, then the process of obtaining it represents the actual managerial activity itself. Naturally, as in any activity, the basis is the technology of its implementation.

The main means of management activity that determine the technology for its implementation are Information Systems, including information support, organizational management techniques, conditions for management activities (organization, jobs) and, of course, professional, business, socio-psychological and others personal qualities the subject of the activity.

Solution classification

The management process is dynamic. Changes in the external and internal environment give rise to the need to make a variety of management decisions. The main factors influencing the organization and functioning of the system are technical and technological, socio-economic and regional. In this regard, there are two groups of tasks that need to be solved: functional and situational. Functional - due to the division of labor in the organization, the powers of individual employees, and are mostly standard. Situational - appear as a result of violations of the interaction of subsystems and elements in the organization or under the influence of the above factors.

The speed of reaction to sudden changes in the situation (functioning conditions) characterizes the adaptive properties of the organization, the limit of its managerial capabilities. If the situation changes faster than the response time of the enterprise, then it becomes unmanageable.

There is a point of view that the structure of the enterprise should (taking into account the provision of adaptability) be formed based, firstly, on the traditional functional specialization managerial work, secondly, from the need to have problem-oriented units. These situational units can function temporarily and, if necessary, be abolished.

By origin decisions are divided into initiative, by prescription, by proposal "from below". In the psychological aspect, the most difficult situation is the development of a decision according to the prescription, since the systematic "imposition" of decisions can harm the manifestation of people's initiative.

By legal arrangement decisions can be in the form of a plan, order, order, instruction; according to the method of fixation, they are divided into oral and written. Classifying managerial decisions on the basis of legal registration, it is worth remembering the difference between an order and an order.

An order is the most categorical form of a decision, obliging subordinates to accurately fulfill the decision on time. The basis for the order are decisions or orders of the government, decisions of higher authorities, leaders.

An order is a kind of order aimed at solving private issues, coming not only from leaders, but also from other persons within their competence.

For the decision maker solutions stand out:

individual, collective and collegiate. The first are accepted personally by the leaders, the second - by the collectives of enterprises and organizations, the third - by collegiate bodies (councils, boards, etc.).

According to the degree of uniqueness solutions are divided into routine and innovative. An innovative solution is distinguished by specificity in the construction of the decision-making process and in the content of its individual stages.

By development methods distinguish between quantitative solutions, including methods of mathematical programming, statistical methods; as well as heuristic solutions based on the use of logic, intuition, experience, knowledge of the decision maker. The use of mathematical programming methods makes it possible to find the optimal solution according to predetermined parameters.

According to the degree of uncertainty depending on the amount of information available to the decision maker, decisions are divided into deterministic - taken under conditions of certainty, in the presence of complete information; probabilistic - accepted in conditions of probabilistic certainty (risk); uncertain - decisions made under conditions of uncertainty, i.e. in the absence of the necessary information on the problem.

Management decisions can also be classified in terms of the number of goals under consideration - as single-purpose and multi-purpose.

By degree of regulation that is, how strictly the terms and conditions for the action of subordinates are set, there are decisions regulating, orienting and recommending.

Regulatory decisions fully direct the activities of subordinates, excluding their independence. From subordinates in this case, only unconditional diligence is required.

Orienting decisions unambiguously determine only the main points of activity, while in solving secondary issues, the manifestation of the independence of subordinates is allowed.

By functional feature (content) solutions are economic, social, technical, political, organizational.

Economic decisions are related to increasing the efficiency of production, improving the activities of the enterprise.

Social solutions are aimed at improving the working and rest conditions of the members of the enterprise team, etc.

Technical decisions are made to improve technical policy and production technology, reduce the use of manual labor, etc.

Organizational decisions are aimed at improving the organization of work of employees, improving standards, norms, and introducing NOT.

Considering that any management decision is based on preliminary forecasting, decisions are distinguished by periods of validity: long-term (long-term) and operational.

Promising solutions are defined in general terms, they only set directions for the implementation of a specific goal. In trade, for example, achieving an indicator of increasing labor productivity, quality of service, etc.

Operational decisions provide for measures to implement forecasts for the development of events (specific types of work, deadlines for their execution and performers).

2.2. Solution typology

The whole variety of managerial decisions, depending on the nature of the problems and methods for their resolution, can be divided into types (Fig. 6).

So, taking into account the stereotype of situations and the method used, programmable and non-programmable solutions are distinguished. Programmable solutions usually include standard and repetitive solutions. According to foreign practice, about 90% of decisions are made according to typical situations. Such situations include those related to the purchase of goods, the formation of an assortment, the selection of personnel, etc. To solve them, a well-known model is used with the necessary adjustments for specific features. This is done because there is practically no absolute repetition of all the nuances of the situation.

Non-programmable decisions include decisions made in new situations. They can be one-time, creative in nature, largely dependent on common sense and intuition (for example, the development of new technologies, products, the formation of a new structure).

routine, selective, adaptive and innovative.

The first level is routine decisions. They are adopted in accordance with the established mechanism and the existing program of action. It is important to study the specifics of the situation, correlate it with accumulated experience, and take responsibility for specific actions. There is no need to be creative, since all the solution procedures are known.

The second level is selective decisions. Initiative and freedom of action at this level is manifested within limited limits. For example, when evaluating various well-known alternatives and choosing the optimal ones.

The third level is adaptation solutions. They count on additional, unforeseen difficulties. As a rule, their development combines the use of a creative non-standard approach based on new ideas with previously developed capabilities. What matters is the personal initiative of the leader to find a new solution to a known problem.

The fourth level is innovative. Decisions at this level are associated with the complexity and unpredictability of events. This necessitates the adoption of extraordinary decisions containing innovations.

The nature of the problem also underlies the application of system analysis as one of the methods for substantiating decisions. There are three types of problems associated with its use:

Well structured;

Weakly structured;

Unstructured.

Structurization is understood as the possibility of quantitative expression of dependencies between the elements of the situation. The degree of formalization of the problem as a sign of typification was first proposed by American specialists G. Simon and A. Newell.

Well-structured problems are those in which the dependencies between the elements of the situation can receive numerical values ​​or symbols. When solving well-structured problems, quantitative methods are used

analysis: linear, non-linear, dynamic programming, queuing theory, game theory, the methodology of which is known as "operations research".

Weakly structured are the problems, as a rule, complex, differing, first of all, in the qualitative dependencies of the elements of the situation. However, weakly structured (or mixed) problems contain both qualitative and quantitative elements, with the former predominant. This is the scope of systems analysis. In solving such problems, the possibility of building models is excluded, but not always. It all depends on the specific situation and the acceptability of a combination of quantitative and heuristic methods.

Unstructured (or qualitatively expressed) problems contain only descriptions of the most important resources, features and characteristics, the quantitative relationships between which are completely unknown. Solving unstructured problems is carried out using heuristic methods based on intuition, logic, theoretical reasoning, experience, professionalism of a person or a collegial body of a management entity. This is the most numerous class of problems.

In the process of structuring problems, it is necessary to minimize the number of non-formalizable elements in such a way that the problem becomes more specific. The problem to be solved, regardless of its type, should be linked to the goals of enterprise management, and on this basis it is advisable to form a procedure for resolving the situation.

Problems and solutions

Problem (Greek) literally means a barrier, a difficulty, a task. As a concept, it expresses a question or set of questions that objectively arises in the course of the development of knowledge, the solution of which is of significant practical or theoretical interest. The whole course of the development of human knowledge can be represented as a process of transition from the formulation of problems to their solution, and then to the formulation of new problems.

It should be noted that there is no consensus on the definition of the concept of "problem" in the methodology of science. There are more than twenty definitions in the literature, in which, together, a number of common properties of problems are noted:

If this is a problem, then it should definitely be addressed;

The uniqueness of the situation of choice (situations absolutely do not repeat);

The presence of difficulties in considering alternatives for solving the problem;

Uncertainty of the consequences of the decision;

The need to take into account many factors;

The presence of a human factor (DM or a group of people developing a solution)," and, consequently, subjective arguments about the choice of solutions.

The internal structure of the problem make up such elements as subject, object, subject, connections, purpose of the solution.

The subject of the problem characterizes the main contradiction that has arisen, which is expressed in the question: "What is the essence of the problem?"

The problem object answers the question: "Where did the problem occur?" (In the brigade, on the site, in the workshop, equipment, team, etc.).

The subject of the problem is the one who is associated with the problem (its social, intellectual element).

Problem links characterize both structural interelement links (limitations) and relationships with other problems. They are reflected in the question: "What is the problem?"

The purpose of solving the problem is expressed in the question: "Why is it necessary to solve the problem?"

The description of the problem should reflect these elements. For example, with a large overstocking of store No. 2 (director Ivanova M.I.), the components of the problem will be:

subject - excessive accumulation of commodity stocks;

object - store 2;

subject - Ivanova M.I., director;

communications - damage to goods, an increase in storage costs (internal), an increase in the organization's distribution costs (external);

the goal of solving the problem is to bring inventory to the standard, reduce trade costs, increase the profit of the store and the organization as a whole.

Each problem element can have sub-problems, i.e. lower level problems. It is extremely important to formulate the problem correctly in order to solve it. In this regard, it should be noted that the problem distinguishes "name" and "formulation". They cannot be mixed. The name, that is, the name of the problem, as a rule, is short, symbolic.

A.V. Shevyrev, deeply exploring the "problem of problems", offers a diagram of the structure of the problem in the context of the technology for solving it. In a slightly interpreted form, it looks like this:

Problem solving, like management, is a process that includes a sequence of interrelated steps. The specific features of the problem are the key to its solution. For in-depth study and clarification of the features of the problem, it is useful to adhere to certain ways of thinking through it and the sequence of reasoning.

Ways to think through a problem include:

1. Dividing the problem into parts.

2. Identification of the main and secondary characteristics of the problem.

3. Establishment of cause-and-effect relationships for all possible options for solving the problem.

4. Forecasting and analysis of required actions.

When thinking through a problem, it is useful to ask a number of control questions.:

1. Is it possible to reduce the volume of the problem, to simplify it?

2. What does the situation resemble (what associations does it cause)?

3. Are there any analogies in business practice?

4. Were there precedents in the activity of the enterprise?

5. Is it possible to change the term, quality?

6. What can be replaced, compressed, compacted?

7. What are you risking? What is the risk?

8. What do you have?

9. What are possible options problem solving? Holding scientific research" in the creation area artificial intelligence increased attention to the study of problems, in particular, to modeling the process of their formulation. Despite the fact that work in this direction has been carried out since the 1960s, no serious progress has yet been made. As experts note, "even the logical structure of the problem as a form of thought has not been analyzed." A well-known specialist, Academician Bekhtereva N., exploring the mechanism of human mental activity, as a working hypothesis, admits the possibility of participation of the cosmos in this process.

When choosing a method for solving a problem, you should first answer the questions:

Does the problem require a comprehensive solution?

Is this a problem or an opportunity?

How to classify a problem?

Is this a real or imagined problem?

Is it a financial problem or is it related to relationships between people?

What happens if you don't make any decision?

Is this problem unique?

Is there a sequence for solving the problem?

The scheme of the sequence of judgments for specifying the problem from these positions is as follows:

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