Decision Models and Process

Models of management decision making 6

Management decision making process 8

Modern methods and methods of adoption

Modern methods of decision making 14

Decision making under risk
and in a state of uncertainty 15

Risk 15

Conclusion 17

References 18

Introduction

Managers of various enterprises have to sort through numerous combinations of potential solutions in order to find the right one for a given organization in given time and in this place. In essence, for an organization to operate clearly and effectively, the manager must make a series of correct elections from several alternative possibilities.

Adoption management decision is the choice of how and what to plan, organize, motivate and control.
Decision making is an important part of any management activity. Figuratively speaking, management decision making can be called the “center” around which the life of the organization revolves.

Management decision making

as an organizational process
The concept of “solution” is interpreted differently in the scientific literature. It is understood both as a process, and as an act of choice, and as a result of choice. The decision as a process is characterized by the fact that it occurs over time and is carried out in several stages. In this regard, it is appropriate to talk here about the stages of preparation, adoption and implementation of decisions. The decision-making stage can be interpreted as an act of choice carried out by an individual or group decision-maker using certain rules. The decision as a result of choice is a prescription for action (work plan, project option, etc.). A decision is one of the types of mental activity and a manifestation of human will. It is characterized by such features as: the ability to choose from a variety of alternative options (if there are no alternatives, then there is no choice and, therefore, there is no decision); presence of a goal (a purposeless choice is not considered a decision); the need for a volitional act of a leader when choosing a decision, since the subject of the decision forms it through the struggle of motives and opinions.

Speaking about the problems of the organization, it is impossible to ignore such important problem, as an organizational process of making management decisions.

This process occupies one of the central places in management. Considering organization to be a management tool, many sociologists and management theory specialists, starting with M. Weber, directly link its activities primarily with the preparation and implementation of management decisions. Management efficiency is largely determined by the quality of such decisions. The interest of sociologists in this problem is due to the fact that decisions record the entire set of relationships that arise in the process labor activity and management. Goals, interests, connections and norms are refracted through them.

Characterizing the full cycle of management activities, consisting of goals, goal adjustment, planning, organization, coordination, control, it is easy to notice that it is ultimately presented in the form of two management elements: the development and implementation of management decisions. This is why decisions are a central element of management and organization.

It is known that decision-making is always associated with a certain moral responsibility, depending on the level at which the decision is made. The higher the level of management, the higher the moral responsibility for decision. A management decision establishes the transition from what is available to what should be done over a certain period. In the process of preparing a solution, problems are identified, goals are clarified, alternative solutions are developed, the best option is selected, and its approval is completed.

In the sociological literature, there are various points of view on what decisions made by a person in an organization are considered managerial. Some experts classify as such, for example, the decision to hire a person, the decision to quit, etc. The point of view seems justified, according to which only those decisions that affect relations in the organization should be classified as managerial.

Management decisions, therefore, are always associated with changes in the organization; they are usually initiated by executive or the corresponding organ bearing full responsibility for the consequences of controlled or implemented decisions. The boundaries of competence within which he makes decisions are clearly outlined in the requirements of the formal structure. However, the number of persons involved in preparing the decision is significant more number persons in authority.

Management decisions can be: individual, collegial, collective, strategic (prospective), tactical (immediate), operational. Organizational decisions are made at all levels of management and are one of the functions of a manager; they are aimed at achieving a set goal or task. They can be programmed And unprogrammed.

Programmed decisions are the result of implementing a certain sequence of steps or actions, similar topics, which are taken when solving a mathematical equation. Typically, the number of possible alternatives is limited and choices must be made within the directions given by the organization. By defining what the decision should be, management reduces the likelihood of error. Management often programs solutions for situations that recur with some regularity.

Administrative bodies have organizational decision systems complex problems choice, which consist of approved rules for collecting and analyzing information (usually with deadlines), the procedure for considering options, coordination and approval. For example, the organizational process of preparing a five-year plan for a ministry or department may include: receiving directives from a higher authority, developing forecasts, collecting proposals from organizations, discussing proposals by special commissions or scientific councils, and final approval of commission proposals. In many cases, organizational processes for solving choice problems arise from experience in solving similar problems in the past. Considering these processes from the formal side, it should be noted that they provide for the necessary stages of discussing problems, attracting competent experts, and collecting information for the decision maker.

One of important factors influencing the quality of organizational management decisions is the number of tiers in the organization, an increase in which leads to distortion of information when preparing a decision, distortion of orders coming from the subject of management, and increases the sluggishness of the organization. The same factor contributes to the delay in information received by the subject of the decision. This determines the constant desire to reduce the number of management tiers (levels) of the organization.

So, the organizational decision-making process is a conscious choice among available options or alternatives for a course of action that reduces the gap between the present and future desired state of the organization.

Decision-making models and management decision-making process

Models of management decision making

The ability to make decisions is necessary for the implementation of management functions, therefore the decision-making process is the basis of management theory. Simulation is often used to solve complex problems because this process avoids the significant difficulties and costs of conducting experiments in real life. The basis of modeling is the need for relative simplification of a real life situation or event; at the same time, this simplification should not violate the basic patterns of functioning of the system being studied. The process of building models consists of several stages: problem statement; building a model; checking the model for accuracy of description this process, object or phenomenon; application of the model; updating the model during research or implementation. The effectiveness of the model can be reduced due to a number of potential errors, which include unreliable initial assumptions, information limitations, misunderstanding of the model by the users themselves, excessive cost of creating the model, etc.

All approaches used by managers for decision making are divided into two models: classical And administrative. The manager’s choice of model is determined by his individual preferences, the programmability of the solution, as well as the degree of risk, uncertainty or uncertainty of the situation.

Classic model decision making is based on economic assumptions. Indeed, a management decision must correspond to the economic interests of the organization. The classical model is based on the following assumptions:

1. 
   The decision maker strives to achieve known and agreed upon goals. Problems are identified and precisely formulated.
2. 
   The employee responsible for the choice strives for certainty, obtaining all necessary information, all permissible options and possible consequences are calculated.
3. 
   The criteria for evaluating alternatives are known. The decision maker chooses the option that provides the greatest economic benefit to the organization.
4. 
   The decision maker acts rationally and logically approaches the assessment of options, setting priorities, his choice best suits the achievement of the organization's goals.

Administrative model describes the real-life decision-making process in difficult situations (non-programmable decisions and situations of uncertainty and uncertainty) when managers, even if they wanted to, cannot make an economically rational decision.

Bounded rationality means that the activities of individuals in an organization lie within the limits or boundaries of acceptable rationality. Organization - extremely a complex system, and managers do not have the time or capacity to process all the information necessary to make an informed choice. Therefore, the decisions they make are not so much rational as they are acceptable. Acceptability means that the decision maker selects the first option that meets the minimum acceptability criterion. Instead of analyzing all the alternatives, choosing the one that promises the greatest economic result, managers settle on the first option that can solve the problem, even if they admit that other, more profitable solutions may exist. The principles on which the administrative model is based differ from the basic assumptions of the classical one, and are associated primarily with organizational factors influencing the decisions of individuals. The administrative model is more realistic in terms of making complex, non-programmable decisions.

1. 
   The goals of the decision, as a rule, are not clear and conflict with each other. Managers are often unaware of the problems and opportunities that exist in the organization.
2. 
   Rational procedures are not always used, and if they are used, they are limited to a simplified view of the problem that does not reflect the complexity of real events.
3. 
   Managers' search for alternative solutions is limited due to
   existence of human, information and resource limitations.
4. 
   Most managers settle for acceptable rather than maximizing solutions. This is partly due to the limited information available to them, partly due to the vagueness of the maximization criteria.

Often used in modeling game theory. It was originally developed by the military to take into account possible enemy actions. In business, it is used to model the behavior of a competitor, especially often in connection with problems of changing pricing policy.

Simulation modeling. Often used in situations too complex to use mathematical methods(a marketer can create a model for modifying consumer needs in connection with changes in prices of goods on the market and their design).

Expectations Model. It is based on a survey of consumers and generalizations of their opinions, etc.
Management decision making process
In the management of an organization, decision making is carried out by managers at various levels and is more formalized than is the case in privacy. The fact is that here the decision concerns not only one individual, most often it relates to a part or to the whole organization, and therefore the responsibility for making it increases organizational decisions. In this regard, there are two levels of decisions in the organization: individual and organizational. If in the first case the manager is more interested in the process itself, its internal logic, then in the second case the interest shifts towards creating an appropriate environment around this process.

The 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 values; the process of interaction between members of the organization; selection of alternatives within the social and political state of the organizational environment; Part general process management; inevitable part daily work manager; importance for all other management functions.

Most of the problems that arise in a manager’s work are not repeated so often, and therefore their solution is also a kind of problem - a problem of choice, which is not always easy to make. A decision is a choice of one of the alternatives that are available to solve a problem.

In turn, a problem is a situation that represents an obstacle to achieving the goals set by the organization. If life were monotonous and predictable, then no problems would arise and decisions would not have to be made to overcome them. But it is impossible to immediately predict how this or that situation will develop, and therefore in the planning process it is impossible to take into account all the deviations of the desired situation from the actual one. As a result of these deviations, problems arise. Making ineffective decisions is often the result of a lack of logical thinking skills. It is imperative to approach decision making as rational process. The purpose of decision making is to make the best choice from several available options in order to achieve a certain result.

There are many approaches to identifying different stages and phases of decision-making processes. Most of the differences arise over the issue of including the decision implementation stage in the process. In many foreign sources, the entire decision-making process in an organization is considered as a function of the problem, alternatives and implementation of the decision.

Consequence of the problem (capital intensity, efficiency, etc.);

Impact on the organization (what will happen as a result of solving the problem);

Urgency of the problem and time constraints;

Better use of the manager's abilities and time;

Life cycle of the problem (whether the problem can be solved by itself or in the course of other problems).

Studying these factors will allow the manager to determine the order in which problems will be addressed from most to least important. Ranking is an important step in the decision making process. The most important problems tend to be those with the following characteristics:

The problem receives strong support and external pressure to solve it (for example, senior management insists on completing the project within two weeks);

The problem is supported by the resources necessary to solve it (for example, additional budget funds are allocated);

Solving a problem opens up an opportunity that cannot be refused (for example, entering the market with a new product allows the company to improve its competitive position).

In practice, the number of problems rated as most important usually exceeds the manager's ability to solve them within the time available to him.

The stage of determining the criteria for a successful solution precedes the search for alternatives, which helps to avoid many mistakes that appear later. This includes issues related to attitudes toward goals, methods for developing decisions, and reducing emotional tension in the workplace. initial stages decision making process. According to experts, this stage begins with defining two types of criteria: the “we must” (or goals) criterion and the “we want” criterion. The first type of criterion must be resolved before any alternative is considered. For example, if the list of job responsibilities, or what the employee must do, does not correspond to his abilities, then he will not be considered as a possible candidate for this position. This criterion requires careful justification as it may eliminate the basis for developing options and alternatives. Thus, there may not be a single employee who meets the requirements. In practice, the definition of this criterion is often returned to again as part of the decision-making process.

Regarding the “we want” criterion, those goals are considered that are desirable, but for which no alternatives must necessarily be considered. For example, an employee wants to perform the duties listed in a job description, but this does not mean that he should be offered the position. The “we want” criterion forces the manager to think about everyone possible options, not excluding the ideal ones.
Solution development stage consists of the stages of developing, evaluating and selecting alternatives. Once the factors limiting a decision are identified, the manager begins the work of finding alternatives or possible courses of action to solve the problem. So, you can consider the possibility of taking the position by one of your candidates, hiring someone from outside, etc. Many of the alternative solutions are easy to discover. They are usually known from previous experience, are standard and easily fit into the criteria for the best solution.
However, new, unique problems often arise, the solution of which does not fit into the standard framework. In this case, a creative approach is required. The secret of a creative environment is skillful management. There are many methods for creatively searching for alternatives: brainstorming, the method of putting forward proposals, group analysis of the situation, opinion map, etc.
The choice of alternative is a kind of pinnacle in the decision-making process. At this stage, the manager is forced to make certain commitments to the future course of action. A good previous analysis of alternatives allows you to sharply narrow the scope of the upcoming choice. When choosing an alternative, three approaches can be used: past experience; conducting an experiment; research and analysis.

Drawing on past experience is the most used approach in choosing an alternative. Experienced leaders not only use this approach, but also have a strong belief in it. This underlies the argument that the higher the level of management, the more experience is required. To a certain extent, experience allows a manager to develop the skills to make the right decisions. The very fact that a leader has risen higher demonstrates the value and usefulness of gaining experience.

An experiment as a method of choosing an alternative is based on the fact that one or more alternatives are taken and they are tested in practice in order to determine what will happen next? The experiment is widely used in science. However, one should take into account the high cost of the experimentation technique.

Research and analysis involves solving a problem through understanding it. The method involves breaking down a problem into parts and studying each of them. The study and analysis themselves in this case are much cheaper than an experiment. An important tool of this method is the development and playback of various solution models.

Third, last stage in the decision-making process – implementation of the decision– consists of organizing the implementation of the decision, analyzing and monitoring the implementation and providing feedback. Organizing the implementation of a decision as a stage involves coordinating the efforts of many people. The manager here should be interested in the desire to make people interested and motivated in implementing the solution, to place people in order to make the best use of their abilities.
This stage consists of several steps necessary for the solution to begin to be implemented. This includes creating an action plan that forces the manager to think about specific actions that turn the decision into reality. It is necessary to distribute rights and responsibilities among participants. A communication network for the exchange of information should also be built and appropriate reporting relationships between participants should be adjusted.
The manager must show concern about conflicts of interest and the decision-making of its executors as a model of behavior.
The next stage is to build into the solution a mechanism for obtaining information about the progress of the solution. Those. the control function must be carried out - setting standards and measuring indicators in relation to these standards. With this anomaly tracking system, problems can be prevented before they occur.
The information obtained during tracking is necessary to correct actions. Tracking and feedback take up a lot of a manager's time. In this case, it is better for the manager to directly control the situation. This is proven in several ways. First of all, always better information first-hand. Secondly, this makes it possible to show subordinates the manager’s interest in the decision being implemented, which is important for leadership behavior.

However, when a manager spends too much effort monitoring and feedback, then quite dangerous situation, allowing, with the growing use of computers, to simply eliminate this function from the manager’s work. At the same time, information arrives so quickly and with such accuracy that underestimation occurs. personal factors. At the same time, a computer cannot replace a number of managerial functions such as leadership and personal contact.

Modern methods of decision making

The effectiveness of management depends on the integrated application of many factors, and not least on the procedure for making decisions and their practical implementation. But in order for a management decision to be effective and efficient, certain methodological principles must be observed. Methods for making decisions aimed at achieving intended goals can be different: 1) method based on manager's intuition, which is due to his previously accumulated experience and amount of knowledge in a specific field of activity, which helps to choose and make the right decision; 2) "common sense" method when the manager, making decisions, justifies them with consistent evidence, the content of which is based on his accumulated practical experience; 3) method based on a scientific and practical approach, which involves choosing optimal decisions based on processing large amounts of information, helping to justify the decisions made. This method requires the use of modern technical means and, above all, electronic computer technology.

There are also many other methods by which management decisions can be made.

2. Diagnostics. Search for the most important details in the problem, which are solved first. Used when resources are limited.

3. Experimental estimates. Any ideas are formed, considered, evaluated, compared.

4. Delphi method. Experts who do not know each other are given questions related to solving the problem, the opinion of a minority of experts is conveyed to the majority. The majority must either agree with this decision or reject it. If the majority disagrees, then their arguments are passed on to the minority and analyzed there. This process is repeated until the experts come to a common opinion, or until groups emerge that do not change their decision. This method is used to achieve the highest efficiency.

ControlEducation of the Nizhny Tagil City Administration

Nizhny Tagil State Social Pedagogical Institute (branch) of the Russian State Vocational Pedagogical University

MBOU Polytechnic Gymnasium of the city of Nizhny Tagil

NTF SAOU DPO SverDlovsk region "Institute for Educational Development"

POSITION

Oholding a city gaming competition in foreign languages

"Visiting a fairy tale– 2013"

Competition goals

Formation of a multicultural personality of schoolchildren in Nizhny Tagil.

Increasing the prestige of the school subject “Foreign Language”.

Strengthening the motivational component of the educational process in this field of knowledge.

A team of students in grades 4-5 who have been studying the same foreign language (English, French, German) since 2nd grade is invited to participate. The team consists of five people.

Time and place

November 8, 2013 (additional reserve day November 9), MBOU Polytechnic Gymnasium, st. Tagilstroevskaya, 1 A.

Solving organizational issues The activities are entrusted to the MBOU Polytechnic Gymnasium.

Prize fund

Based on the results of the competition, various nominations, three prizes and a Grand Prix are awarded in each language subgroup. Diplomas, certificates of participation and gifts are awarded.

To ensure the prize fund of the competition, participants are charged a team organizational fee in the amount of 300 rubles. The fee is paid on the day of the competition.

Applications applications for participation are submitted no later than November 1, 2013 to the email address svetlana2328@ mail. ru.

If you refuse to participate in the competition after submitting your application, we kindly ask you to immediately notify the organizing committee.

The competition is held in a team game format in 8 stages. Each team has its own order of passing the stages.

The jury consists of senior students of the Faculty of Philology and Mass Communications of the NTGSPI (branch) of the Russian State Pedagogical University and teachers of the Polytechnic Gymnasium.

1. Art competition "Rainbow"

The team must color the proposed template of a fairy-tale hero under the dictation of the presenter. For example: His hat is yellow. Decision making is collective. The executive part is one participant.

Assessed: listening skills and knowledge of lexical units on the topics “Clothing”, “Color”.

For each correctly colored item of clothing, the team receives 1 point.

2. Solving a crossword puzzle on the topic “Toys”

For each correctly found answer, the team receives 1 point.

3. Country studies competition

Christmas traditions (name in a foreign language words associated with the celebration of Christmas. (For example, “Christmas tree”).

Talk about other holidays of the countries of the language you are learning in Russian.

4. Oral vocabulary test

Select phrases with given lexical units from the proposed list.

The following are assessed: reading technique, pronunciation skills, knowledge of lexical units on the topic “Family”, and informative reading skills.

5. Description of the fairy-tale hero

Participants collectively compose a coherent monologue based on an illustration in the form of alternately pronouncing phrases.

Assessed: monologue speech skills, knowledge of lexical units on the topics “Parts of the body”, “Appearance”.

6. Space modeling

Participants collectively compose a coherent monologue in the form of alternate pronouncing phrases.

The following are assessed: monologue speech skills, knowledge of lexical units on the topic “Furniture”, knowledge of prepositions of space.

For each correctly completed proposal, the team receives 1 point.

7. Homework. Musical competition

Execution children's song in the target language.

The following are assessed: pronunciation skills, performance skills and originality of production. The maximum number of points is 10.

8. Homework. Team presentation competition (small theatrical performance/sketch)

Exercise: Help Tobby bring his toy, the Stuffed Bunny, to life.

The maximum number of points is 10.

Additionally, the compliance of the team’s appearance with the stated topic is assessed. The maximum number of points is 2.

We will be sincerely glad to see you inour students

at the “Visiting a Fairy Tale” competition!

Organizing Committee of the Competition

THE CONCEPT OF A MANAGEMENT DECISION

Decision making is a specific, vital process human activity oriented towards choice the best option actions.

Management decision - can be determined:

• firstly, as a logical, emotional, psychological, organizational, legal and social process carried out by the subject of management (manager or collegial body), the result of which is a project for any changes in the organization;
• secondly, as the main “product” (result) of the work of managers and specialists, implementing interrelated management functions and containing the setting of goals (tasks), justification of the means, methods and deadlines for achieving them;
• thirdly, as the most important function of a leader and at the same time component activities for the implementation of all other management functions (organization and implementation of management decisions). Hence, the process of making and implementing decisions should be considered as “end-to-end” and one of the most important connecting processes in the management of an organization.
• fourthly, as a process of establishing a connection between the existing and desired state of the system (organization), determined by management goals.

The quality of decisions is, first of all, determined by the effectiveness of management. Signs of high quality management decisions can be: timeliness, reliability, validity, quantitative certainty, effectiveness, efficiency. In a broader social context, the criteria for the quality of decisions include socio-psychological ones (for example, moral and psychological consequences, etc.).

SPECIFICITY OF THE PROCESS OF DEVELOPMENT AND MAKING MANAGEMENT DECISIONS

The process of preparing and making a decision includes the following stages:

• The first stage - problem statement - consists of analyzing the situation, identifying the need for a solution and includes: knowledge and formulation of the problem; goal setting, defining criteria for a successful solution. Knowledge of the problem is a necessary condition for solving it: if the problem does not exist for the one making the decision, then the decision will not take place.
• Solution Development Stage: Once the criteria and factors limiting the decision are identified, the manager can begin to work on finding alternatives or possible courses of action to solve the problem.
• The decision-making stage is carried out by the subject of management - the decision maker (DM), that is, the manager or collegial body making management decisions. The pinnacle of the decision-making process is the evaluation and selection of alternatives. At the same stage, the decision is drawn up, incl. if necessary, its approval or agreement.
• The decision execution stage consists of organizing decision implementation, monitoring and correction, which requires the coordination of the efforts of many people. The manager must strive to make the performers interested and motivated in implementing the solution in order to make the best use of their abilities.

Factors influencing the process of preparation and decision-making include:

• the environment (external and internal environment) in which the decision is made,
• characteristic social group, the group to which the decision is directed,
• traits of the decision maker (DM).

As can be seen from the above description, the need to study and practical application various methods for developing and making management decisions arises at the stage of forming alternatives. This is where most of them are used, but they may be present at other stages. For example, scenario planning or brainstorming can be used to develop alternatives. Having received possible alternatives, we begin to comprehensively evaluate the options using statistical and financial methods. By discarding all alternatives that are not suitable according to the relevant criteria, we can get two alternatives, between which it is extremely difficult to make a choice (due to the multi-criteria nature of the problem). To select the final solution, we will use one of expert methods, and if the time for making decisions limits us, then let’s turn to our intuition.

In management practice, the decision-making process is largely unified, which allows decisions to be made quickly and without special costs. Examples of such general rules are found throughout the organization. When communicating with clients, we focus on prescriptive instructions for working with the client; when working with documents, decisions are based on instructions for office work, i.e. We are surrounded everywhere by ready-made and verified solutions. Unified management rules are the result of management thought, based on decision-making methods. Being significant, but secondary to the method, the unification itself deserves special attention and consideration.

Organization of implementation of decisions

Implementation of management decisions is the most important management function. Making a decision and not following through is the same as not making a decision at all.

The solution implementation block includes the following substages:

1. Development of a solution implementation plan.
2. Selection of performers
3. Bringing the decision to the executors
4. Motivation.

Let us consider in more detail these types of activities of the manager in implementing management decisions.

1. Solution implementation management represents a planning process that addresses issues related to achieving project goals at each stage.
   Developing a solution implementation plan involves the following actions:
   • Distribution of solution implementation among performers in principle, i.e. by profession, skill level, The basis for the successful solution of many planning-related problems is the team working on this project. The term “team” reflects the concept of the people working on a project achieving the common goals formulated during problem setting and planning.

   For the command to work you need:

   Set project objectives. With proper leadership, a team is an inexhaustible source of information and brainstorming in the decision-making process.

   • Distribution of solution implementation according to deadlines/time boundaries.
   • Combining people and deadlines.
   • Administrative support. If the decision falls within the framework of the established powers, then there are conditions for implementing the decision; if there are no such powers, there are not enough, then additional powers are issued to carry out the duties of this employee/divisions/.
   • Resource, financial, material support.

Resource requirements. What resources are needed to implement the decision? What specific types of resources will be needed (eg, man-hours, financial costs, etc.)? Which team member will be most skilled at using each of the required resources?

2. Selecting performers requires knowledge of people. Sometimes a not very high-quality decision with the right, successful selection by the performer leads to a positive outcome, and, conversely, a good decision with bad performers can fail.
   Team leader selection:
   • Studying the work of team members and determining their potential capabilities.
     To do this you need:
     1. find out everything you can about the abilities and character of each of your subordinates;
     2. establish the technical competence of the subordinate;
     3. determine the ability of subordinates to perform and manage work;
     4. identify and use the character traits of subordinates, as formed under the influence of life influences and upbringing certain style behavior that expresses a person’s attitude to the world around him, to other people, to himself and to his business;
     5. find out the subordinate’s ability to complete the task;
     6. find out potential opportunities for subordinates to move up the career ladder.
   • Determining the feasibility and conditions for transferring powers to subordinates. To do this you need:
     1. explore the positive results of the risk of transferring part of the authority, i.e. it is necessary to determine what the manager will gain and lose from the transfer of part of his powers;
     2. determine the point of view of a senior manager on these issues;
     3. determine the consequences of not transferring part of your powers to your subordinates;
     4. study the impact of transferring authority to subordinates
3. Bringing the decision to the executor.
   There are several ways to communicate the decision to the executors:
   • in the prescribed manner: to his deputy, then to the head of the department, then to the head of the sector, etc. according to the managerial hierarchy;
   • the decision is transferred directly to the executor, bypassing immediate managers;
   • by involving performers in preparing the decision, so that the performer can tune in in advance to understand the importance this decision.
4. Motivation

Control is one of the most important functions of management.

Controlling, checking something, is the process of ensuring that an organization actually achieves its goal. The main task of control is to create conditions for the stability of a particular system.

Control is a management function and, therefore, manifests itself as a continuous management process. In this regard, any manager must arrange things in such a way that employees perceive the control procedure as a self-evident action, in fact, having neither beginning nor end.

In all cases, three things are usually controlled:

1. deadlines for completing the decision,
2. scope of decision implementation,
3. essence - the content of the execution of the decision itself. It happens that deadlines are met, but the content of the work is not completed, or, conversely, deadlines are violated for the sake of content, etc.

The methodological premises of control are that it is checked how the decision is carried out; how subordinates react to the decision made; what is the essence of the deviations that are allowed by employees. In no case should one proceed from the position that absolutely everyone needs to be controlled. The manager must identify the causes of deviation, choose the method and method of correcting behavior and evaluate the actions of subordinates in a certain way.

Theoretically, there are three types of control:

1. precautionary (preliminary) – here human, mate real, financial resources, their availability, their quality is assessed, etc.;
2. current - carried out in the course of work to implement the decision, the non-conviction of the correction of the decision itself or the implementation process is clarified;

finishing (final) - carried out during work after completion of work. Information based on the results of the solution serves as the basis for future decisions and assessment of the reality of planned targets.

Question 3. Organization of execution of management decisions

In the most general form, the organization of execution of management decisions is based on the use of appropriate principles and methods social management aimed at their practical implementation. At the same time, the level of management at which this activity is carried out largely determines the content of organizational work. For example, the Ministry of Internal Affairs of Russia is the level at which not only the requirements of directives of state authorities are detailed, but also their own management decisions are developed within the limits of the powers granted by law. Lower levels of management, including territorial and transport internal affairs bodies, organize the implementation of the instructions of the ministry and, within the framework of their own competence, make decisions addressed to subordinate structural units.

The Ministry of Internal Affairs of Russia carries out organizational activities aimed at creating the necessary conditions and prerequisites for the successful implementation of management decisions through personnel, logistics, financial, medical and sanitary support, as well as the organization of legal, educational, research and engineering services activities of internal affairs bodies.

Directly at the level of internal affairs bodies subjects of organization of execution of decisions superior bodies are: the head of this body, its management staff, management staff, as well as their employees, whose responsibilities include certain areas of organizational activity (material and technical support, ensuring mobilization readiness, maintenance of communications, technical control equipment, etc. ).

The criterion for assessing organizational work on the execution of management decisions is the overall efficiency of the functioning of the internal affairs body, which consists in the maximum use of available resources to achieve positive results of operational activities. One of the main requirements for organizational work is setting the main goal. At the same time, it is important to master the “main link” method, which allows the subject of management to concentrate the attention of subordinates on the main area of ​​​​work.

In the organizational activities of the subject of management, it is necessary to highlight the main means (methods) that it may have at its disposal. The very use of such means depends on the powers of the subject, which are broader for the head of the internal affairs agency and relatively limited for the individual employee responsible for the area of ​​organizational work. To streamline the arsenal of means of organizational activity in internal affairs bodies, the relevant legal acts differentiate the job responsibilities and rights of managers at all levels, as well as certain categories of employees of services and departments.

The fixed assets that allow any organizational activity to be carried out include:

Determining the criterion for assessing the successful execution of a management decision;

Understanding the main goal of a management decision and developing a plan (algorithm) for the necessary actions (measures);

Comprehensively ensuring the successful implementation of work aimed at implementing the decision;

Determining the responsibility of the subject of management for organizing the execution of the decision and delegating the powers necessary to take comprehensive organizational measures;

Ensuring coordination of work and control of activities at all stages of execution of management decisions.

In theory government controlled There are several stages of organizing the execution of management decisions. The content of activities at these stages generally coincides with practice, in particular with the recommendations of the Ministry of Internal Affairs of Russia for internal affairs bodies:

The stage of bringing the decision to the attention of the executors, first of all, has as its goal to familiarize performers with the content of the management decision. Management acts of higher-level entities can be received directly by internal affairs bodies in three main ways:

The stage of clarifying tasks and detailing the order of their execution . When familiarizing yourself with the content of a management decision, as a rule, questions of an organizational nature arise in which it is necessary to clarify the procedure for completing the assigned tasks. In some cases, the execution process requires agreement with the initiator of this decision, for example on issues of allocation additional forces and funds. For decisions of a complex nature (for example, when interacting with other bodies), it is necessary to hold a general instructional meeting of representatives of all implementing organizations with clarification and clarification of individual organizational issues. Similar questions may be considered at a meeting of the management staff of the internal affairs body, when the heads of services and departments are responsible for organizing the work. The main goal of such briefing meetings is to achieve a common understanding of the procedure for implementing the decision.

The stage of selecting performers, training and instructing them. This stage is necessary since individual provisions of the management decision indicate only the structural (industry) affiliation of the relevant performers. The head of each specific structure must set tasks for substantive performance activities for his subordinates, taking into account the fact that employees of any organizational structure differ in business, organizational, and psychological qualities. The manager’s task at this stage is to hire those performers who are most fully and efficiently able to complete the assigned tasks.

The degree of complexity of the task for a particular performer must fully correspond to the employee’s job responsibilities and his experience in operational activities in the entrusted area. Taking these factors into account is necessary because law enforcement the level of professional and business qualities is largely determined by length of service, and the improvement of professional skills occurs in the system of their professional training.

Stage of supporting the activities of performers serves to create conditions under which the goals set in the management decision can be achieved. The main conditions for implementing a management decision include the following:

1. Regulatory and methodological support is that the rights and obligations of employees of internal affairs bodies are based on the norms of legislation and job responsibilities. At the same time, additional regulatory legal acts(managerial decisions) make certain adjustments in the direction (goals) and improvement of the organization of operational and service activities.

2. Logistics and financial support are an important prerequisite for performing activities.

3. Moral and psychological support allows the performer to develop purposefulness and sustainability of activity.

4. Providing time.

5. Information support.

Stage of regulation of the process of execution of management decisions. It is essentially the exclusive competence of the manager and consists of introducing individual changes into organizational activities. The main means of a manager in regulating executive activities are: current control, coordination, adjustment.

1. Current control of the process of execution of the decision is carried out by authorized units (headquarters) or employees. The main task of current control is the regular collection of information on the progress of decision execution and monitoring of deviations in those indicators that serve as a criterion for assessing the effectiveness of execution.

2. Coordination of the process of execution of the decision is assigned either to a special body (temporary headquarters) or to the official responsible for coordination. The essence of this activity is to ensure constant interaction between performers in resolving issues that impede the implementation of individual tasks in the process of executing management decisions.

3. Adjustment corresponds to making changes in the process of executing a management decision. As a rule, adjustments do not affect the main goals and objectives that the subject of management sets for subordinate structures. It is caused by objective circumstances that are identified during control and coordination, and may affect changes in deadlines, replacement of performers, choice of other methods, connection of additional resources, etc.

Stage of summing up the execution of the decision. This is the final stage of the entire process of organizing execution. Summing up is carried out: at a general meeting of the operational command staff; at a meeting of the heads of those structures that were responsible for organizing execution; by bringing to the attention of performers at all levels the resolution of a higher management entity with an assessment of performance activities; by publishing materials discussing the results of the implementation of the decision and in other ways.

Summing up the results related to organizational processes in the structure of the internal affairs body, has two main goals. Firstly, give a general assessment of the result of the work, while assessing the contribution to the overall activity of individual performers. Secondly, point out the most significant mistakes and miscalculations that were made in the process of executing the management decision.

Solving organizational issues

I completed the first part in good faith. preparatory work, you can proceed to the second stage - solving organizational issues. Organizational issues include determining the time, place of the meeting, composition of team members, and rules of negotiations. Solving organizational issues should bring you closer to your intended goal and help solve your tasks. Of course, resolving these issues requires coordination of the actions of the parties involved. However, here you can save the efforts of the entire team: select experienced representatives from each side who will take responsibility for carrying out this preparatory stage. We advise the head of the delegation not to lose sight of some of the nuances of organizational issues, which may subsequently determine the course of the negotiations themselves.

Different approaches to negotiations

The approach to negotiations refers to the basic principle from which the participants proceed: they view negotiations as a continuation of the struggle or as a problem-solving process that involves joint efforts. There are two main approaches or two negotiation strategies: a confrontational approach (bargaining) and a partnership approach based on finding a joint solution to the problem.

Positional negotiations

The confrontational approach is based on the idea of ​​confrontation between the parties. Sometimes negotiations based on a confrontational approach are called positional, since they are based on the interlocutors defending their position. The positional negotiation table is a kind of battlefield. The participants, like brave soldiers, ready to fight for every position of their position, are guided by the motto: “for me to win, you must lose.” They are confident that the goal of negotiations is unconditional victory, and refusal of complete victory means defeat. As you understand, in such a negotiation scenario, further cooperation may be in question. “Winning” in one negotiation may lead to a partner’s desire to “take revenge” in others. You can choose a confrontational approach only when the advantage of your position is obvious and you have nothing to lose. However, before you decide to fight to the end, think through and weigh all the consequences of your victory. Answers to the following questions will help you with this: What will happen if I don’t win What will happen if I win What won’t happen if I don’t win What won’t happen if I win.

The main disadvantages of positional negotiations:

* Even if both parties strive, negotiations may not lead to an agreement at all. Defending his position, a person begins to identify himself with it, and it is difficult for him to move away from it at least a little, because it will seem to him that he is betraying himself;

* Positional negotiations create fertile ground for subterfuge: everyone takes a tough position in the hope of getting a larger piece of the “pie” and makes concessions only when there is a threat of breakdown in negotiations;

* Positional bargaining can end in a quarrel between the parties, as each of them tries to forcefully impose its own terms.

Principled negotiations

Another concept underlies the so-called method of principled negotiations, developed at Harvard University in the USA and described in detail in the book “The Path to Agreement, or Negotiating Without Losing” by Roger Fisher and William Urey. The method consists in demanding a solution to the problem based on its qualitative characteristics, i.e., on the essence of the matter. Partners strive to find mutual benefits where possible. And where their interests do not coincide, they achieve a result that would be justified by fair standards. In the literature, this approach is called partnership. It is based on the understanding of the need to find a mutually acceptable solution, in other words. In this approach, negotiating partners jointly analyze the problem and seek a mutually acceptable solution that will best serve the interests of both parties. Almost all authors of books on the art of negotiation emphasize one simple idea: if the parties are committed to cooperation, there is a likelihood that they will achieve a mutual win.

There are four basic recommendations in a principled negotiation strategy:

* Separate people from problems. You should not be concerned about the personal qualities of the negotiators; remember: you are discussing a problem;

* Focus on interests, not positions;

* Develop mutually beneficial options;

*Use objective criteria.

Of course, the most constructive option for interpersonal interaction is cooperation, but it is also the most difficult. The partnership approach to negotiations is based on:

* constructive dialogue;

* searching for joint ways to solve the problem;

* joint analysis of solution options;

* desire and ability to see the problem from the position of the other side.

Thus, with a partnership approach, a reasonable agreement should best meet the interests of each of the parties, be fair from the point of view of each of them, be long-term and not contain the basis for disagreements in the future. In practice, it is difficult to find “pure” versions of the approaches considered. Rather, we can talk about the orientation of the participants towards one of them. It is, of course, up to you to choose your tactics and negotiation style. I would like you to remember that the modern business world, improving and changing, is moving towards the development of partnerships.