Necessary for making management decisions. Summaries: Making management decisions in the organization. Conditions under which the decision is made

Management Decision - Implementation Conclusion concrete actions, enshrined in the minds of the subject, the object of management, in management documents.

Requirements for a management solution:

1. targeting;

2. validity;

3. timeliness;

4. competence.

The assessment of a manager's work is carried out on the basis of the number and value of decisions made by him. A decision can be judged as good or bad according to either of two criteria:

1. It meets the objective requirements for good decisionwhile it is being taken. 2. It turns out to be correct later.

Management decisions are classified according to the types presented in table. 6.1.

Table 6.1

Views management decisions

The management solution has a number of features. It should be:

efficient and pragmatic, clearly define what, when and how will be done on the problem;
developed in the interests of achieving the goals of the organization;
implemented efficiently, that is, its implementation brings certain benefits to the organization.

The decision-making process includes the following stages:

1. Isolation and definition of the problem.

2. Search for information and alternative solutions.

3. Choice among alternatives.

4. Making a decision.

The general decision making model is shown in Fig. 6.1.

Figure: 6.1. Decision making model:

Problem - significant discrepancy between the desired and the actual state of the control object and external environment.

A task - the desired specific result, expressed in quantitative parameters or description.

The need to make a particular management decision arises under the following specific conditions:

there is a gap between the desired and the current level of achieving goals (a certain discrepancy between the organization's activities and its goals);
the gap is large enough to be noticed and therefore noteworthy;
the decision maker seeks to close the gap;
the decision maker is confident that the gap can be closed.

Isolation and a fairly accurate definition of the problem to be solved occurs, in particular, when:

the efficiency of the firm or unit is decreasing compared to the previous period;
the results do not meet the planned goals;
the results of comparisons with similar enterprises are not satisfactory.

The need for appropriate action is indicated by the likely negative consequences in the event that the problem remains unresolved.

The identification of the problem and the establishment of its causes is followed by the stage of searching for information and alternative solutions.

Suppose it turns out that the size of the company's profit in certain period narrowing, the gap between the cost of production and the selling price begins to narrow. The information collected by the manager indicates that the reason for the narrowing of the gap is the increasing cost of production due to the growth of costs for raw materials, equipment operation and labor costs. Possible solution alternatives are as follows:

reducing the cost of raw materials by improving methods of purchasing them;
reducing the cost of raw materials by switching to its own production;
reduced production costs through the use of more efficient equipment;
hiring cheaper labor.

If the problem is new, one should actively seek and develop a sufficient number of alternatives to ensure the greatest validity of the intended path.

The methods for choosing a solution are divided into satisfactory and unsatisfactory. The selection process itself can be based on rational evidence, intuitive ideas, on a combination of both.

3a the act of making a decision follows the transfer of it for use, the organization of its support, the allocation necessary resources, creating a feedback system.

The stages of identification described above are influenced by various factors, the entire internal and external environment of the organization. Let us first of all point out the factors of the immediate situation causing the decision.

the significance of the decision;
time pressure.

The relative importance of a solution is determined based on, for example, criteria such as the number of people exposed to this decision; the amount of money spent and the degree to which the decision affects the survival or profitability of the enterprise.

Another factor influencing the decision-making process and its quality is the amount of time the manager has to make a decision (time pressure).

When time pressure is significant, managers may not be able to obtain sufficient information or consider the required number of alternatives. The pressure of time also affects the decision-making process itself. For example, research has shown that managers, when they are pressed for time, pay more attention to negative than positive circumstances and consider only a few factors when making a decision.

The conditions in which the decision-maker operates are also influencing factors. To describe the environment, concepts such as "certainty - uncertainty" are used.

In conditions of certainty, the decision-maker knows all the alternatives and the consequences of each of them. The solution is to choose an alternative that maximizes the expected result. In such cases, linear programming and models can be effectively applied.

Under risk conditions, the results of various alternatives can be foreseen. The only unknown is the probability of achieving each result. The task is to identify the probability of each outcome and, on this basis, make decisions, keeping in mind the final state of the desired result. In situations of risk, methods and tools such as statistical quality control and game theory can help make decisions.

Under uncertainty, the likelihood of different outcomes is unknown. There are many other ways to rank environmental conditions. For example, the characteristics "simple - complex", "statics - dynamics" are used (Table 6.2). Simple ones are those conditions under which there are several factors to consider and a small number of possible solutions. In difficult conditions, many factors and a large number of alternatives have to be dealt with. In static conditions, the considered factors remain basically the same over a long time, change predictably and gradually. Under dynamic conditions, the degree of change in factors is very significant.

Table 6.2

Ranking Decision Conditions

Simple

Complex

Faintly Perceived Uncertainty:

factors and components are similar to each other;
factors and components remain largely the same and do not change

Moderately Faint Perceived Uncertainty:

a large number of factors and components in the environment;
factors and components remain largely the same

Dynamics

Moderately strongly felt uncertainty:

a small number of factors and components in the environment;
factors and components are similar;

Strong Perceptible Uncertainty:

a large number of factors in the environment;
factors and components are not similar to each other;
environmental factors and components are in a constant process of change

Most studies have shown that factors "statics - dynamics" have a greater impact on the decision-maker than simple-complex factors. The table shows the characteristics of the degree of uncertainty in "simple" and in "difficult" conditions that affect the methods and process of making managerial decisions.

If, in conditions of certainty, standard, previously proven methods and techniques of decision-making are mainly used, then with uncertainty, experience, intuition, and creative abilities of the leader are most often involved.

Decision makers use several strategies:

avoid uncertainty (ignore sources of uncertainty and bet on the best option;
reduce uncertainty to certainty (imagine that the future will be the same as the past, and make decisions as in the past);
reduce the uncertainty of the environment (negotiate with sources of uncertainty, consistently clarify unknown circumstances, etc.).

It is customary to distinguish between the ways of making decisions depending on what the decision-maker is focused on: rational, when the whole process of justifying the decision is aimed at the maximum result; administrative, when, within the authority of the head, a decision is made that meets the minimum requirements; intuitive, when making decisions are guided by analogies, verbal conceptual associations, foresight.

The rational method provides that all alternatives are considered, as well as the consequences that may arise in each possible case. The choice falls on the alternative that provides the maximum payoff.

In order to make rational decisions, the subject of the decision must:

know your goals and rank them in order of importance;
know all possible alternative solutions to the problem;
know the relative pros and cons of each alternative;
always choose an alternative that maximizes goal achievement.

A rational way of making decisions in general form can be represented as follows (Fig. 6.2).

Figure: 6.2. Rational decision making model

The use of an administrative method of decision-making is expressed in the fact that the manager explores alternatives until he finds a satisfactory solution, that is, ensuring the achievement of the goal at a minimum level.

With intuitive decision making, there is no systematic approach to choosing alternatives. This method is often used by creative people. Research shows that the characteristics of these individuals include a great need for independence, business egoism, erudition, broad interests. This does not mean that only such leaders are creative individuals. They can also be those who use other ways of making decisions. The intuitive form occurs when a decision is made by chance. Most decisions are justified using a combination of rational and intuitive methods.

Who should make the decision - an individual or a group? There are several possible schemes:

· The leader can make a decision alone;

· The decision can be made by the leader after consultation with others;

· Those who are influenced by the decision can accept it as a group (the leader acts as one of the group members).

At the same time, the literature on management also notes possible disadvantages of group decision-making: it can be longer, groups can be less decisive and more often compromise, often fall under someone's influence, individuals can use the group to increase their influence; sometimes groups cannot make a decision at all due to internal conflicts and disagreements.

With the help of research, a number of methods for group decision making have been developed.

Brain attackis undertaken by the group as an idea-generating process when all possible alternatives are considered critically.

Nominal group method limits discussion or communication with each other to a certain limit. Group members attend the meeting but act independently. The problem is posed first, and then the following steps are taken:

Before the discussion begins, everyone independently writes down their thoughts or ideas on the issue.
All ideas are recorded by each member of the group.
The group discusses ideas in order to clarify and evaluate them.
Each member of the group independently determines the significance rating of all ideas. The final decision is defined as the idea with the highest cumulative rating.

Main advantage this method is that it allows the group to formally hold a common meeting, but does not limit the independence of thinking of each.

\u003e The most difficult and time consuming is to use delphi method... It is similar to the nominal group method, with the difference that physical presence of all group members is not required. The Delphi Method excludes group members face to face with each other. This method is characterized by the following steps:

The problem is determined; group members are asked to possible solutions by answering a carefully designed questionnaire. Each member of the group answers the first questionnaire anonymously and independently.
The results of the first questionnaire are collected in the center, deciphered and summarized.
Each team member receives a copy of the results.
After reviewing the results, the experts are asked to give their solutions again. As a rule, new solutions are given or changes in the initial position appear.
These steps are repeated as often as necessary until a consensus is reached.

The advantage of the method is the independence of the opinion of experts located at a spatial distance from each other.

Between group and individual decision-making is the way in which the leader constantly relies on trained counselors before making a decision. He understands the need for advice and consultation and knows how to use the potential of the group to address an urgent issue in an informed and timely manner.

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

1 The concept of management decisions …………………………………….… .5

The concept of management and management decisions ………. …… ..5

Classification of management decisions ……………. …… ..… ..8

The process of making management decisions ………………… ... 11

Methods for making managerial decisions ………………………… ..13

Limitations and criteria for making a decision ………………… ..….… ..15

Conclusion ………………………………………………………….… .... 19

References …………………………………………….…. …… .20

Introduction

Decision making is an important part of any management activity. Figuratively speaking, decision making can be called the "center" around which the life of the organization revolves.

Decision making is a conscious choice among the available options or alternatives of course of action that bridging the gap between the present and future desired state of the organization. Thus, this process includes many different elements, but it certainly contains elements such as problems, goals, alternatives and solutions - such as choosing an alternative. This process underlies the planning of the organization. A plan is a set of decisions about the allocation of resources and how they are used to achieve organizational goals.

Distinctive features of decision-making in an organization are the following: conscious and purposeful activity carried out by a person; behavior based on facts and value orientations; the process of interaction between members of the organization; choice of alternatives within the framework of the social and political state of the organizational environment; part of the overall management process; inevitable part daily work manager; importance for all other management functions.

The amount of information that needs to be processed to develop effective management decisions is so great that it has long exceeded human capabilities. It was the difficulties of managing modern production that led to the widespread use of electronic computers, the development of automated control systems, which required the creation of a new mathematical apparatus and economic and mathematical methods.

In all areas of life, management plays a huge role. Any organization needs rational and effective management. Organization is an integral part of management activity, which is an association of people and material resources to achieve a certain goal. The main task for any organization is to maximize profit.

Decision making, as well as information exchange, is an integral part of any management function. The need for decision-making arises at all stages of the management process and is associated with all areas and aspects of management activities. Therefore, it is so important to understand the nature and essence of decisions.

The decision-making problem is fundamental, which is determined by the role that decisions play in any area of \u200b\u200bhuman activity.

Any individual or collective action is preceded by decision... Decisions are a universal form of behavior for both individuals and social groups. This universality is due to the conscious and purposeful nature of human activity. However, despite the universality of decisions, their adoption in the process of managing an organization differs significantly from decisions taken in private life.

The relevance of the chosen topic is due to the fact that in the modern, dynamically developing world, more and more importance is attached to the study of management, as a result of which there is a need to study the foundations of making management decisions.

The aim of the research is to study issues related to management, as well as to making management decisions.

In accordance with the purpose of the study, the following tasks were identified:

identify the main stages of making management decisions;

analyze the activities of the organization and identify problems;

reasonably choose the most rational management decision.

1 Making management decisions

1.1 The concept of management and management decision

Management came along with people. Where at least two people united in an effort to achieve a common goal, the task of coordinating their joint actions arose, the solution of which one of them had to take upon himself. Under these conditions, he became a leader, a manager, and the other became his subordinate, an executor. (1, p. 58-59)

At all stages of the formation of society, the problem of governance was quite acute, and many people tried to solve it, but their works were scattered and did not constitute a generalized theory.

And only in the second half of the last century, after the victory of the industrial revolution in the West, the situation changed dramatically. Market relations owned all spheres of society. Large firms grew rapidly, requiring a large number of senior and middle-level managers who were able to make intelligent, rational decisions, who knew how to work with large masses of people.

Control is understood as the purposeful influence of the subject on the object in order to transfer the object to a qualitatively new state. The subject is the governing link of the organization. Object - a person, a group of people, technical means.

Talking about the problems of the organization, it is impossible to ignore such an important problem as management decisions.

It occupies one of the central places in the sociology of organization. Considering organization as a management tool, many sociologists and specialists in management theory, starting with M. Weber, directly associate its activities primarily with the preparation and implementation of management decisions.

The effectiveness of management is largely due to the quality of such decisions.

Characterizing the full cycle of management activity, consisting of goal setting, planning, organization, coordination, control and adjustment of goals, it is easy to see that it is ultimately presented in the form of two elements of management: preparation and implementation of management decisions. This is why decisions are central to management and organization.

Decision-making is a function of a manager of any level; employees of this and related organizations, possibly specialists of consulting organizations, take part in its preparation. The head implements his managerial activity through solutions, so they are his main "product". Decision making is a task for a leader, solved in the management process. In this regard, knowledge of technology, decision-making methods is a necessary element of the professional qualifications of a manager.

Making effective decisions by managers of any rank is one of the most important conditions for the successful development of an organization, its survival in competition, and successful adaptation to changes in the external environment.

A managerial decision is a conscious choice of one best (optimal, most preferable) alternative (or several of the best out of the set of all initial alternatives), or the ordering of the selected best (or all) alternatives, which are carried out (or approved after the specialists of the project - the solution), by a person, making a decision, as a result of an analysis of alternatives, based on the goals set and taking into account the limited resources in the process of performing management functions and solving specific problems of the organization.

Making a managerial decision is an adequate response to the situation that has developed in the course of the object's operation - a problem.

The concept of "problem" means a state of the control object in which any indicators of its functioning differ from the planned ones. A problem situation requires intervention in the operation of the system, which is implemented by providing an appropriate control action on the object.

Problematic situations can be:

Standard, i.e. have a clear structure and cause-and-effect relationships;

Well structured, in which you can select separate blocks of questions with their own sets of solutions;

Poorly structured, in which the cause-and-effect relationships in the development of the situation are not traced and the decision-making task itself is not clearly formulated;

Unstructured, i.e. unparalleled situations for which it is almost impossible to formulate the problem of making a decision.

The term "managerial decision" is used in two main meanings: as a process and as a phenomenon. As a process, a management decision is a search, processing and analysis of information, development of alternatives, selection of the best one, approval and implementation. As a phenomenon, a management decision is an action plan, order, program, decree, oral or written order.

Any managerial decision is related to the social, economic, organizational, legal and technological interests of the organization.

The social essence of managerial decisions lies in the mechanism of personnel management, which includes methods of influencing people in order to harmonize their activities. To successfully influence subordinates, the leader must clearly represent their interests and needs, motives and incentives, attitudes and values, fears and anxieties, the informal structure of working groups. The social essence of management decisions is manifested in the goal.

The economic essence of a managerial decision lies in the fact that the development and implementation of any solution requires financial, material, time and other costs. Every management decision has real value. Effective and high-quality decisions should bring the organization income, and wrong ones lead to losses.

The organizational essence is that the employees of the organization are involved in the development and implementation of a management decision. To organize effective work, it is necessary to form a workable team, develop job descriptions and regulations, empower employees, rights, duties and responsibilities, provide a control system, provide the necessary resources and technical means, constantly coordinate work.

The legal essence of the management decision is manifested in the exact observance of legal norms in the preparation and implementation. Violation of the law in the process of developing and implementing a managerial decision may lead to its cancellation, as well as be subject to consideration in court. To avoid such situations, many organizations conduct legal expertise of management decisions.

The technological essence of a management solution is the ability to provide personnel with the necessary technical, information and communication tools and resources to develop and implement the solution. Sometimes developers do not clearly understand the object at which the decision is directed, or use outdated, inaccurate or incomplete information. (2, p. 157-159)

A number of requirements are imposed on the management decision, which include:

Comprehensive validity of the decision;

Timeliness;

Optimality and flexibility;

Sufficient competence of managers making management decisions;

Consistency with previous decisions.

Adopting SD requires high level professionalism and presence, certain social and psychological qualities of the individual, which are not possessed by all specialists with professional education, but only 5-10% of them.

Modern office equipment, including computer networks, are a powerful factor that activates the decision-making process. This requires a high level of culture in the field of mathematics and programming, technology of using technical means. However, the process of making a decision, choosing a specific option will always have a creative character, and depend on a specific person.

Leaders spend a significant portion of their time making management decisions. In many cases, the real possibilities of achieving the goals of the organization and its effective activity depend on these decisions. Evaluation of a manager's work is based on the number and significance of decisions made by him. The nature of decisions made in organizations is evidenced by the data in Table. 16.1.

Table 16.1

Classification of decisions made by the organization

Decisions can be rated as good or bad in either of the two common criteria: 1) compliance with the objective requirements for a good decision at the time when it is made; 2) the correctness of the decision, revealed later. Compliance of the solution with the general criterion assumes that the specified solution:

Effective and pragmatic, clearly defines what, when and how will be done on the problem;

Developed in the interests of achieving the goals of the organization;

Implemented effectively, that is, its implementation brings certain benefits to the organization.

The decision-making process includes the following stages:

Identification and definition of the problem,

Search for information and alternative solutions,

Choice among alternatives,

Decision-making.

The general decision making model is shown in Fig. 16.1.

The need to make a particular management decision arises under the following specific conditions:

There is a gap between the desired and existing levels of development (a certain discrepancy between the organization's activities and its goals);

The gap is large enough to be noticed and therefore noteworthy;

The decision maker seeks to close the gap;

The decision maker has confidence in the possibility of closing the gap.

At industrial firms identifying and defining the problem, requiring a decision, is carried out, in particular, in cases when:

The efficiency of the firm or division is decreasing compared to the previous period;

Results are not in line with planned goals;

Comparisons with similar enterprises are not satisfactory.

The need for appropriate action is indicated by the likely negative consequences of the problem remaining unresolved.

The identification of the problem and the establishment of its causes is followed by the stage search for information and alternative solutions... Suppose it turns out that the size of the company's profit in a certain period is shrinking, the gap between the cost of production and the selling price begins to narrow. The information collected by the manager indicates that the reason for the narrowing of the gap is the increasing cost of production due to increased costs of raw materials, equipment operation and labor costs. Possible solution alternatives are as follows:

Reducing the cost of raw materials by streamlining the methods of purchasing them;

Reducing the cost of raw materials by switching to its own production;

Reduced production costs through the use of more efficient equipment;

Hiring cheaper labor.

The extent to which you search for the information you need depends on whether the problem is recurring, routine, or new. If the problem is old, the manager can use the old programs and solution models. If the problem is new, the search should be intensified and a sufficient number of alternatives developed in order to ensure that the intended path is most justified. An analysis of the external environment of the enterprise in the current and future periods should provide significant assistance in the accumulation and accounting of the necessary information (Fig. 16.2).

The ways choice of solution among the alternatives are divided into satisfactory and maximizing. In the first case, the solution is designed to simply satisfy the emerging need, in the second, the best solution is selected from a large number of alternatives. The selection process itself can be based on rational evidence, intuition, and a combination of both.

Behind the act decision making it should be transferred for implementation, organization of its support, the allocation of the necessary resources, the creation of a feedback system.

The stages of problem identification and decision-making described above are influenced by various factors of the internal and external environment of the organization. Let us first of all point out the factors of the immediate situation causing the decision. It is the significance of the decision and the pressure of time. It is wrong to assume that all decisions are of equal importance. In fact, some of them are of the greatest importance, others are minor, and still others are of medium importance.

Relative significance of the decision determined based on, for example, criteria such as the number of people affected by the decision; the amount of money spent and the degree to which the decision affects the survival or profitability of the enterprise; the time that managers spend on justifying and implementing a solution.

Another factor affecting the decision-making process and its quality is the amount of time the manager has to make a decision ( time pressure). When the time pressure is significant, managers may not be able to obtain sufficient information or consider the required number of alternatives. The pressure of time also affects the decision-making process itself. For example, research shows that when they are pressed for time, leaders pay more attention to negative than positive circumstances and consider only a few factors when making a decision.

The conditions in which the decision-maker operates are also influencing factors. For description environmental conditions concepts such as “certainty – uncertainty” are used. In conditions of certainty, the decision-maker knows all the alternatives and the consequences of each of them. The solution is to choose an alternative that maximizes the expected result. In such cases, linear programming and models can be used effectively.

Another thing is taking into account the possible risks associated with the adoption of a particular decision. In the management literature, the most common classification is one that provides for such risks as capital, selective, temporary, the risk of legislative changes, liquidity risk, credit, inflation, interest. Naturally, under conditions of risk, the results of various alternatives can be foreseen. The only unknown is the probability of achieving each result. The challenge is to identify the probability of each outcome and, on this basis, make decisions, keeping in mind the final desired outcome. In a situation of great complexity and risk, decision-making can be helped by methods associated with the use of mathematical apparatus. Attempts to optimize solutions led to the development of a new specific mathematical apparatus and the emergence of such areas of mathematics as linear and dynamic programming, game theory, inventory control theory, theory large systems, general systems theory, etc. (Table 16.2).

In a conflict-competitive environment, some results are controlled by competitors or other groups. Under uncertainty, the likelihood of different outcomes is unknown.

There are many other ways to rank environmental conditions. For example, the characteristics “simple – complex”, “statics – dynamics”, etc. are used. Simple conditions include those conditions under which there are several considered factors and a small number of possible solutions. In difficult conditions, you have to deal with many factors and a large number of alternatives. In static conditions, the considered factors remain basically the same for a long time, change predictably and gradually. Under dynamic conditions, the degree of change in factors is very significant. Studies have shown that the factors "statics-dynamics" have a greater impact on the face of the decision-maker than the factors "simple-complex". Table 16.3 shows the characteristics of the degree of uncertainty in "simple" and "complex" conditions that affect the methods and process of making managerial decisions.

If in conditions of certainty, mainly standard methods and techniques of decision-making that have proven themselves in practice are used, then in uncertainty, experience, intuition, and creative abilities of managers are most often involved.

Decision makers use several strategies:

Avoid uncertainty (ignore sources of uncertainty and bet on the best option);

Reduce uncertainty to certainty (imagine that the future will be the same as the past, and make decisions as in the past);

Reduce the uncertainty of the external environment (negotiate with sources of uncertainty, consistently clarify unknown circumstances, etc.).

It is customary to distinguish between the ways of making decisions depending on what the decision-maker is focused on: rational, when the whole process of justifying the decision is aimed at the maximum result; administrative, when, within the authority of the head, a decision is made that meets the minimum requirements - intuitive, when decisions are made guided by analogies, verbal conceptual associations, and foresight.

Rational way provides that all alternatives are considered, as well as the consequences that may arise in each possible case. The choice falls on the alternative that provides the maximum payoff. In order to make rational decisions, the subject of the decision must:

Know your goals and rank them in order of importance;

Know all possible alternative solutions to the problem;

Know the relative pros and cons of each alternative;

Always choose an alternative that maximizes goal achievement.

A rational way of making decisions in general form can be represented as follows (Fig. 16.3).

Using administrative way decision making is expressed in the fact that the leader explores alternatives until he finds a satisfactory solution, that is, ensuring the achievement of the goal at a minimum level. He chooses the first alternative that meets the goals. This choice is limited by the values, experience and level of training of the leader. If the manager does not have alternatives that meet the minimum level of the set goals, he reduces the value of this level and accepts the first alternative. He is guided only by the specific circumstances of the situation and his powers.

When intuitive way decision making, there is no systematic approach to the choice of alternatives. This method is often used by creative people. Research shows that the characteristics of these individuals include a great need for independence, business egoism, erudition, broad interests. This does not mean that only such leaders are creative individuals. They can also be those who use other ways of making decisions. The intuitive form occurs when a decision is made by chance. Most decisions are justified using a combination of rational and intuitive methods.

Who should make the decision: an individual or a group? There are several possible schemes: 1) the leader can make a decision alone; 2) the decision can be made by the leader after consultation with others; 3) those who are influenced by the decision can accept it as a group (the leader at the same time acts as one of the members of the group). In all cases, it is important to follow the established procedures, the implementation of which ensures the necessary validity and reliability of a decision (Table 16.4).

Group decision-making ensures the participation of those who are affected by the decision and increases their willingness to consciously implement the decision. Coordination of subsequent work is facilitated, communications are improved, the variety of alternatives considered increases, and the amount of information used is expanded. At the same time, the literature on management also notes possible disadvantages of group decision-making: it can be longer, groups may be less decisive and more often compromise, often fall under someone's influence, individuals can use the group to increase their influence; sometimes groups cannot make a decision at all due to internal conflicts and disagreements.

Groups are best used for decision making when accuracy is critical. Efficiency is more important in some situations, accuracy in others. The group is often more accurate than the individual. Equally important is group cohesion, with a recognized coordinating leadership role. There are many situations where a solution requires many skills and experience that cannot be shared by one person.

On the basis of scientific research and extensive practice of managerial decision-making, a number of methods of group decision-making have been developed in recent decades, which have sharply increased the objectivity and validity of this process. Among them are brainstorming, nominal group method, Delphi method.

Brain attack is undertaken by the group as an idea-generating process when all possible alternatives are considered critically.

Nominal group method limits discussion or communication with each other to a certain limit. The members of the group will attend the meeting and will act independently. The problem is posed first, and then the next steps are taken.

1. Before the discussion begins, everyone independently writes down their ideas on the issue.

2. All ideas are recorded by each member of the group.

3. The group discusses ideas in order to clarify and evaluate them.

4. Each member of the group independently determines the importance of all ideas. The final decision is defined as the idea with the highest cumulative rating.

The main advantage of this method is that it allows the group to formally hold a common meeting, but does not limit the independence of thinking of each.

The most difficult and time consuming is the use of the Delphi method. It is similar to the nominal group method, with the difference that physical presence of all group members is not required. The Delphi Method does not involve group members having to meet each other face to face. This method is characterized by the following steps.

1. The problem is determined; group members are asked to provide possible solutions by responding to a carefully designed questionnaire.

2. Each member of the group answers the first questionnaire anonymously and independently.

3. The results of the first questionnaire are collected in the center, deciphered and summarized.

4. Each team member receives a copy of the results.

5. After reviewing the results, the experts are asked to give their solutions again. As a rule, new solutions are given or changes in the initial position appear.

6. These steps are repeated as often as necessary until a consensus is reached.

The advantage of the method is the independence of the opinion of experts located at a spatial distance from each other.

In between group and individual decision-making is the way in which the leader constantly resorts to the help of qualified consultants before making a decision. He understands the need for consultation and knows how to use the potential of the group for an informed and timely solution of an urgent issue.

Not a single person, growing up, can not learn in practice the decision-making process. Each of us makes hundreds during the day and thousands and thousands of decisions throughout our lives. Choice of clothing, transport, recreation, etc. However, in management, decision-making is a more systematic process than in private life. Private choice the individual affects primarily the life of his own and the few people associated with him. The manager chooses a course of action not only for himself, but also for the organization and other employees. Responsibility for making important organizational decisions is a heavy moral burden, which is especially pronounced at the highest levels of management. However, leaders of all ranks deal with property owned by other people and through it influence their lives. Therefore, the leader, as a rule, cannot make ill-considered decisions.

The art of decision-making by a leader is not to make decisions that are not relevant at the moment, not to make decisions prematurely, not to make decisions that cannot be implemented, and not to make decisions that others should make.

Prerequisites for decision making

An essential distinguishing feature of a management decision is that it is made when there is an urgent problem. And since such problems arise constantly during the management of any object, the decision-making function determines the activities of each manager.

The need for a management decision arises when there are differences between the actual and the desired state of the control object or there is a need to improve it, in other words, when there is a problem. Thus, the problem is a prerequisite for a decision.

Problems always have a certain content, they are associated with some specific place and time of occurrence, they have quantitative parameters; as a rule, the circle of persons involved in them is known.

Problems are usually difficult to identify:

Causes of occurrence;

Ways to overcome them;

Both at the same time.

Finding solutions to problems requires special research, on the basis of which it is possible to understand the structure of the problems themselves and internal relationships their individual elements.

Problems can be classified according to the following criteria:

The degree of importance to the organization;

Scale;

The degree of risk;

Urgency;

Possibilities of their solution.

All employees take part in the implementation of management decisions. The main method by which the management involves subordinates of various levels of management in their implementation is delegation. Delegation means the transfer of authority to a subordinate person who assumes responsibility for their implementation. It should be borne in mind that the manager himself does not relieve himself of responsibility, transferring it and powers to another person. Powers are delegated to positions, not to individuals.

Preparation and adoption of management decisions

Management solution is the cumulative result of the creative process of the control system and the actions of the control object, aimed at resolving a specific situation caused by the functioning system. It defines what actions are to be taken under actual or projected conditions.

The process of developing management decisions includes their preparation and adoption.

Preparation of solutions assumes:

1. An in-depth analysis of the situation and comparison of a company's previous activities with its goals in emerging markets can reveal dozens of problems. Therefore, it is important to prioritize or reach agreement on the priority and importance of each issue.

The phase of preparation of a management decision is aimed at justifying

decision options and consists of the following stages: identifying the need for a decision; formulation of the problem; information support of the solution and justification of its alternatives.

2. Identifying the need for decision making. The need to make a decision in an organization can be caused by the following main reasons: instructions from higher authorities, malfunctions in the controlled system, the expiration of the previous decision, the need to correct an earlier decision, a new state of the object of management relations.

3. The problem statement describes the current undesirable situation and must meet the following requirements:

with a statement of the situation. It states what is wrong, not why is wrong (who, what, when, but not why). Problem statement should not imply any solutions. Therefore, statements such as "the absence of something" should be avoided. They always involve solutions.

focusing on the difference between what is and what should be. This difference can represent a change or deviation from the norm, standard or client's expectations.

with measurability. Asserted how often, how much, and when something happens.

with precision. Ambiguous categories such as "morality" are avoided.

with wording in a positive manner. The problem statement should not sound like a question, as it might imply that the answer to the question is a solution.

with a focus on the inconvenience caused to people. The problem statement indicates what its effect on people is.

4. Information Support solutions - collection, processing and analysis

information that should meet all necessary requirements (reliability, unambiguity, timeliness, frequency, consistency, useful redundancy), providing the best opportunities for making management decisions. Information is needed to clarify the essence of the problem, clarify the goal, develop and analyze solution options.

5. Justification of alternatives for management decisions includes the definition of a goal, the establishment, separation of criteria and the development of alternative solutions.

At the stage of implementation of managerial decisions, first of all, methods of attracting to the execution of decisions and methods of influencing the activities of performers are used.

Making a management decision is carried out through a set of actions associated with the organization of this process, and includes:

1. discussion of acceptable options, choosing the best from them;

2. coordination of the chosen option with external organizations;

3. approval by responsible persons.

The classification of management decisions allows you to better understand their meaning, assess their degree of impact on a larger scale, allocate resources more rationally and, ultimately, improve their quality.

Classification of management decisions:

l by functional orientation:

predictive, planning, organizational, activating, coordinating, controlling, informing;

ь by organization:

individual, group, collegial (corporate);

for reasons:

situational, by proposal, by prescription, program, initiative, seasonal;

b by the repeatability of execution:

the same, the same type, different types, innovative (there are no alternatives);

b by coverage:

general, private;

by the time of action:

strategic, tactical, operational;

b according to the predicted results:

with a definite result, with a probabilistic or uncertain outcome;

b by the nature of development and implementation:

balanced, impulsive, inert, risky, cautious;

b by methods of processing the initial information:

algorithmic, programmable, non-programmable;

b by the number of criteria:

single-criteria, multi-criteria

b in the direction of impact:

internal, external (in relation to the object of influence);

b by the depth of impact:

single-level, multi-level;

b by the resources used:

with restrictions, without restrictions;

b by the method of fixation:

written, oral, virtual;

in scale:

for one person, department, company, industry, country.

Breaking down decisions by types is necessary to analyze the structure of a manager's activities: it is necessary to reduce the number of random and crisis decisions, spending more time on research decisions on the choice of opportunities. The types of decisions are considered in pairs, since each of them reflects a certain aspect of the manager's activity when making a decision.

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

1 The concept of management decisions …………………………………….… .5

The concept of management and management decisions ………. …… ..5

Classification of management decisions ……………. …… ..… ..8

The process of making management decisions ………………… ... 11

Methods for making managerial decisions ………………………… ..13

Limitations and criteria for making a decision ………………… ..….… ..15

Conclusion ………………………………………………………….… .... 19

References …………………………………………….…. …… .20

Introduction

Decision making is an important part of any management activity. Figuratively speaking, decision making can be called the "center" around which the life of the organization revolves.

Distinctive features of decision-making in an organization are the following: conscious and purposeful activity carried out by a person; behavior based on facts and value orientations; the process of interaction between members of the organization; choice of alternatives within the framework of the social and political state of the organizational environment; part of the overall management process; an inevitable part of a manager's daily work; importance for all other management functions.

The decision-making problem is fundamental, which is determined by the role that decisions play in any area of \u200b\u200bhuman activity.

Any action of an individual or a collective action is preceded by a decision. Decisions are a universal form of behavior for both individuals and social groups. This universality is due to the conscious and purposeful nature of human activity. However, despite the universality of decisions, their adoption in the process of managing an organization differs significantly from decisions taken in private life.

The aim of the research is to study issues related to management, as well as to making management decisions.

In accordance with the purpose of the study, the following tasks were identified:

identify the main stages of making management decisions;

analyze the activities of the organization and identify problems;

reasonably choose the most rational management decision.

1 Making management decisions

1.1 The concept of management and management decision

At all stages of the formation of society, the problem of governance was quite acute, and many people tried to solve it, but their works were scattered and did not constitute a generalized theory.

Talking about the problems of the organization, it is impossible to ignore such an important problem as management decisions.

The effectiveness of management is largely due to the quality of such decisions.

Making a managerial decision is an adequate response to the situation that has developed in the course of the object's operation - a problem.

Problematic situations can be:

Standard, i.e. have a clear structure and cause-and-effect relationships;

Well structured, in which you can select separate blocks of questions with their own sets of solutions;

Poorly structured, in which the cause-and-effect relationships in the development of the situation are not traced and the decision-making task itself is not clearly formulated;

Unstructured, i.e. unparalleled situations for which it is almost impossible to formulate the problem of making a decision.

Any managerial decision is related to the social, economic, organizational, legal and technological interests of the organization.

A number of requirements are imposed on the management decision, which include:

Comprehensive validity of the decision;

Timeliness;

Optimality and flexibility;

Sufficient competence of managers making management decisions;

Consistency with previous decisions.

The adoption of SD requires a high level of professionalism and the presence of certain socio-psychological qualities of the individual, which are not possessed by all specialists with professional education, but only 5-10% of them.

Necessary for making management decisions. Summaries: Making management decisions in the organization. Conditions under which the decision is made

1 Making management decisions

1.1 The concept of management and management decision

1 Making management decisions

1.1 The concept of management and management decision

The last

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