30.09.2019

The process of making and implementing managerial decisions. by the number of decisions in the process of their adoption: static, dynamic, single-stage, multi-stage. c) Lack of funds and necessary conditions for the execution of the decision

Stages of developing a rational decision

Management problems and solutions

1. Management problems and solutions

Management decision- this is a deliberate conclusion about the need to carry out some actions related to the achievement of the goals of the organization, or, conversely, to refrain from them.

The object of the decision is always some problem, i.e., a complex theoretical issue or practical situation that does not allow, under given conditions, to obtain the desired result.

Causes of managerial problems most often are:

Firstly, incorrect rules, conditions for the organization's activities, for example, unrealistic plans that, in principle, cannot be fulfilled;

Secondly, erroneous requirements for work and its results. If they are overestimated, people will look for a problem where it really does not exist, and if they are underestimated, on the contrary, they will underestimate its danger;

Thirdly, accidental (and sometimes deliberate) violations in the activities of an organization or an individual employee;

Fourth, unforeseen circumstances, such as natural disasters.

Problems differ from each other in a number of ways.:

1) by degree of importance. Thus, important problems, for example, lack of funds for investments or an outdated structure of the production apparatus, affect not only the current, but also the future position of the organization. At the same time, from minor problems, say, from the lack of money for the timely payment of bonuses, as they say, do not die.

2) scale, characterized by the number of people who are affected by these problems to one degree or another or who have to solve them. The concept of scale is very relative. A large-scale problem for a small organization will be insignificant for a large one.

3) by degree of risk associated with their existence. It is measured by the probability of occurrence of undesirable consequences, major economic or other damage that undermines the stability of the organization or threatens its existence.

4) by the degree of clarity of their formulation, the possibility of dividing into separate elements(structuring). The clarity and structure of problems make it possible to describe them with the help of quantitative indicators, therefore, to apply them to solve mathematical methods.

5) Problems can also be considered depending on the possibility of their solution. Some problems (there are actually not so many of them) cannot be solved in principle (for example, to create perpetual motion machine); others cannot be solved only under given conditions, say, due to lack of funds; there are no third obstacles to solve at all.

2. Types of management decisions

Management decisions can be viewed from different points of view:

1. By the degree of influence on the future of the organization they are divided into:

- strategic- determine the main ways of its development. Strategic decisions are made at the highest level of management of the organization;

- tactical- concrete ways of promotion on them. Tactical decisions are made at the lower levels of the organization's management.

2. By scale solutions can be:

- global affecting the entire organization as a whole;

- local relating to only one part or side of the activity.

3. Consistent with time horizon you can talk about:

- promising solutions, the effects of which will be felt for a long time;

Current, focused on the needs of today.

4. Depending on duration of the implementation period taken to highlight:

- long-term(over 5 years);

- medium-term(from one year to 5 years);

- short-term(up to one year) decisions.

5. According to the degree of enforcement solutions are divided into:

- directive- are usually adopted by the highest authorities in stable conditions on the most important issues of the organization and are intended for mandatory implementation;

- guiding; are like a beacon for the rest.

6. By function can be distinguished:

- organizational;

- coordinating;

- regulating;

- activating;

- controlling solutions.

7. Decisions are made by people, and depending on from the number of participants in the work on them are divided into:

- sole proprietors;

-collective.

8. By way of acceptance the latter are:

- advisory. Consultative decisions suggest that the persons who make them finally consult with others - subordinates or experts, and then, taking into account the recommendations, make their own choice;

-joint. Joint decisions are made as a result of mutual agreement of all participants;

-parliamentary. Parliamentary decisions are made by the majority of persons involved in them.

9. By breadth of coverage stand out:

- are common relate to the same problems for all (for example, about the time of the beginning and end of the working day) and introduce an element of stability into the activities of the organization;

- special solutions refer to narrow problems that are unique to one department or group of people working in it.

10. From the point of view predestination management decisions are divided into:

Programmed - used in standard, regularly recurring situations, when the manager can only give a signal to start action. Such decisions are based on rules and procedures;

Unprogrammed - taken in new, extraordinary circumstances, when the required steps are difficult to accurately foresee in advance.

11. Finally, solutions can be classified by way of acceptance.

- intuitive The decision is based on the manager's assumption that his choice is correct. He is influenced by the so-called sixth sense, a kind of insight that visits the most experienced managers. Such a decision is made in conditions when the manager has minimal time, which does not allow him to think about the situation for a long time. When making such decisions, the risk of errors is very high, therefore they are permissible only as a last resort, rather as an exception rather than the rule;

- adaptive the decision is based on general knowledge, common sense, life experience, professional activity, a heightened sense of reality. It presupposes the implementation of those steps that were successful in a similar situation in the past, with the amendment, of course, today.

- rational. Although it is impossible in the full sense, because people cannot know all the alternatives and consequences of their actions.

3. Stages of developing a rational decision

A rational decision is prepared and adopted in several stages. The starting point of the whole process is to study the conditions in which the organization operates at the moment, and which are expected to take place in the future.

I. At the first stage by analyzing the situation in a general form, the problems of the organization are formulated.

II. Second stage search for a rational solution is the analysis of the problems themselves.

III. Third stage cycle of making a rational decision consists in setting specific management tasks.

IV. Fourth stage is to determine the feasibility and feasibility of finding a solution.

v. Fifth stage work on a rational solution involves determining the requirements for the selection of the final version.

VI. At the sixth stage cycle of making a rational decision is the formulation of its various options. They are aimed either at eliminating, limiting what is not desirable, but exists, or at acquiring what is desirable, but not available.

In terms of variance, there are several types of solutions: non-alternative, binary, multivariate and innovative.

A non-alternative solution is adopted if everything is extremely clear and there is only one way out of the existing situation, which is usually typical for simple, standard situations.

However, more often than not, problems have more than one solution. Therefore, the presence of only one of its variants indicates their poor elaboration. This is also evidenced by the presence of the so-called binary solution. It involves two opposite approaches (according to the “either-or” principle). It makes it hard to choose the best option, since both, as a rule, suffer from one-sidedness.

The way out is to develop a multivariate solution containing 5-7 ways to achieve goals.

However, it may happen that none of them will give the desired result, and then you can try to develop a so-called innovative solution. Its essence lies in the artificial combination of individual, most suitable and non-contradictory characteristics of those decisions that were generally rejected.

VII. seventh stage on the way to making a rational decision is to choose its final version.

VIII. Eighth stage on the way to making a rational decision is to agree on its main provisions with the performers and stakeholders, that is, with those whom it directly affects. This documents their commitment to implementing the decision and prevents possible conflicts.

IX. Finally, at the ninth stage the decision is approved by the management of the organization or unit, which manages the resources necessary for its implementation, and is personally responsible for the results.

4. Implementation of the solution

In practice, the implementation of the solution begins with the scheduling of its implementation and control over this process. The first shows what, when and with what resources should be achieved. The second graph provides a basis for checking the implementation of the decision and the results achieved in this case.

Verification allows you to determine what has been done and how well it has been done, whether the implementation of the solution should be continued, what can be improved.

Requirements for methods of implementing solutions:

1. Methods or methods for implementing the solution should be practically applicable, determined by its content and objective working conditions rather than the desires of managers and employees.

2. Another requirement for methods is economy, implying that the effect obtained from the implementation of the solution will be more associated with a decrease in these costs.

3. Methods for implementing the solution must have accuracy, which ensures that the result obtained matches what was expected.

4. Finally, the methods for implementing the solution should be reliable that allow no more than a specified number of errors and do not create situations with increased risk.

Success in solving problems is due to the influence of three groups of factors:

- organizational, which include:

a) the ability of the organization and employees to reorganize in a timely manner in accordance with changing conditions, to adapt to them;

b) timely detection and solution of the problem, as well as bringing the relevant task to the contractor.

c) the effectiveness of the implementation of the solution is largely influenced by the stability of the functioning of the organization, its stability in relation to various kinds of interference, threats, etc., creating the possibility of deviations from the intended path;

- material - availability of resources necessary for this - natural, technological, informational, etc. and the possibility of free maneuver by them;

- personal - the required level of qualifications, knowledge and experience, individual psychological features manager and employees, their attitude to business, to their duties, the general moral and psychological climate in the organization.

Topic 11. Strategy and operational management of the organization

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INTRODUCTION

1. GENERAL CHARACTERISTICS OF MANAGEMENT DECISIONS

1.1 The concept of a management decision, its essence, stages

1.2 Classifications of management decisions

2. TECHNOLOGY OF DEVELOPMENT, ADOPTION AND IMPLEMENTATION OF MANAGEMENT DECISIONS

2.1 Methods for developing management decisions

2.2 Models and methods of decision making

2.3 Algorithm for making a managerial decision

2.4 Implementation of management decisions

CONCLUSION

Bibliography

INMANAGEMENT

Relevance of the topic. Among the many problems of modern management, the most important are the adoption and implementation of a management decision, which is the main tool for managing influence. Effective decision-making is necessary for the performance of managerial functions.

The development and implementation of effective management decisions is the most important prerequisite for ensuring the competitiveness of the organization in the market, as well as creating the optimal structure of the organization, the implementation of rationalization and other aspects of the organization's activities. managerial market competitiveness

The core of the solution of any problem of the Russian economy is a managerial decision. A managerial decision is the result of a specific managerial activity of management. Decision making is the basis of management. Development and decision-making is a creative process in the activities of leaders at any level.

The efficiency and quality of management decisions are the main factor in the rational management of an enterprise. Moreover, each management decision affects the economic, organizational, social, legal and technological interests of the enterprise.

Management decisions play a huge role in the activities of any enterprise, therefore, knowledge and understanding of the processes of their adoption is of particular importance in the conditions of Russian reality. It is effective and high-quality management decisions that serve as a source of business development and gaining competitive advantages.

Thus, management decisions are a way of constant influence of the control subsystem on the controlled subsystem, that is, the subject of control on the control object. This impact ultimately leads to the achievement of the intended goals.

This problem is of very serious importance, which inevitably increases as the complexity of economic situations and managerial tasks that need to be addressed. This is also evidenced by the increasing scale of losses as a result of even small errors made in the decision.

Today, managers of various enterprises have to go through numerous combinations of potential actions in order to find the right action for a given organization in given time and in this place. Essentially, for an organization to clearly operate effectively, a leader must make a series of good choices from a number of alternative possibilities. Therefore, this topic is currently very relevant.

The degree of development of the topic. Management decisions are the subject of study by domestic and foreign scientists . Of these, several authors of scientific works can be named: Venedelin A.G. and Saak A.E. give the concept of a managerial decision; Saak A.E. and Tyushnyakov VN show the essence of management decisions; Suetenkov E.N. and Pasko N.I. determine the content of management decisions, classify them; Eddous M. and Stansfield R. consider decision-making methods; Litvak B.G. and Gasanov A.Z. represent the classification of decision-making models; Gerchikova I. N. shows the decision-making mechanism, etc.

object course work is a managerial decision.

Subject work are features of the technology of managerial decision-making.

Goal of the work is to study the technology of development, adoption and implementation of management decisions.

To achieve this goal, it is necessary to set a number of specific tasks:

reveal the concept of management decision, its essence, stages;

consider the classification of management decisions;

to study the methods of developing a managerial decision;

consider models, methods and decision-making mechanism;

show the algorithm for making managerial decisions;

consider the process of implementing a management decision.

Methodological basis. To obtain the most reliable information, such research methods as a system analysis of the study of management decisions were used. The classification method made it possible to single out managerial decisions on various grounds. With the help of the structural-functional method, we were able to consider the stages of a managerial decision. Thanks to system modeling, we considered the algorithm of managerial decisions.

Theoretical and ppractical significance is that this term paper is of great importance in conducting practical and lecture classes for specialists in the field of social work.

Work structure includes: introduction, two chapters, conclusion, bibliography.

The introduction reveals the relevance of the topic, its object, subject, goals and objectives. It also shows its practical significance, the degree of development of the topic and its methodological basis. The first chapter defines a managerial decision, considers its stages, and also presents a classification of decisions. The second chapter describes the technology of development, adoption and implementation of management decisions: methods for developing management decisions, models, methods and mechanism for their adoption are considered, as well as an algorithm is presented, and the implementation of management decisions is considered in detail. The conclusion reflects the conclusions of the entire course work.

CHAPTER 1.GENERAL CHARACTERISTICSMANAGEMENTTHEIR SOLUTIONS

1.1 The concept of managerial decision, itsentity,stages

The category of "management decision" has a multifaceted content. In a broad sense, a management decision can be understood as a concentrated expression of the management process at its final stage; as a command to be executed, coming from the control system to the controlled one; as a fixed management act expressed in writing or orally and implemented to solve a problem situation or a set goal.

Management decision (SD) always has a socio-economic nature. It is associated with the activities of a person who manages other people and uses all his knowledge, abilities, skills and abilities. Like no other type of managerial activity, the decision is determined by the psycho-physiological traits of the leader's personality. This explains the high demands placed on leadership personnel.

It should be clarified that not every decision made by the head is managerial. For example, decisions related to the technical side of the organization's activities, aimed at summing up or drawing up documentation, are not such.

A managerial decision is a decision made in social system and directed:

for the management of management activities;

designing the organization's management system (methodology, structure, process, mechanism);

· strategic planning;

personnel management;

management consulting;

· Interaction with the external environment.

Any SD is associated with the social, economic, organizational, legal and technological interests of the organization (see Table. 1.1.1. Essence of SD).

Tab. 1.1.1. Essence of SD

The social essence of SD lies in the personnel management mechanism, which includes ways to influence people in order to coordinate their activities. In order 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 SD is manifested in the goal. The priority in developing solutions should be to create a comfortable home and work environment, comprehensive development personality in professional and general cultural terms, the development of a system of participation in management.

The economic essence of SD lies in the fact that the development and implementation of any solution requires financial, material, time and other costs. Each UR has a real value. Effective and high-quality solutions should bring organizations ( municipality, country) income, and erroneous ones lead to losses. It is necessary to take into account the material interest of all participants in the development and implementation process, the efficiency of the use of all types of resources.

The organizational essence lies in the fact that employees of the organization participate in the process of developing and implementing a management decision. To organize effective work, it is necessary to form a workable team, develop job descriptions and regulations, empower employees with powers, rights, duties and responsibilities, provide a control system, provide the necessary resources and technical means, constantly coordinate work.

The legal essence of SD is manifested in the strict observance of legal norms in the preparation and implementation. Violation of the law in the process of development and implementation of SD can lead to its cancellation, as well as be the subject of consideration in court. The entire organization can suffer significant losses if the already developed solution is canceled, since resources have already been spent and it will be necessary to spend additional funds for a new development. For an illegally implemented solution, a fine may be imposed or criminal prosecution of one of the initiators may be initiated. Ignorance of the law does not exempt from liability. To avoid such situations, many organizations conduct legal due diligence of SD.

The technological essence of SD lies in the possibility of providing personnel with the necessary technical, information and communication tools and resources for the development and implementation of the solution. Sometimes developers don't have a clear idea of what the solution is targeting, or they use outdated, inaccurate, or incomplete information.

Firstly, a management decision is a type of activity that takes place in the management system and is associated with the preparation, selection and adoption of certain options for action. In this sense, a management decision is a type of work in the management apparatus, a certain stage in the management process.

Secondly, a managerial decision is a variant of the impact of the control system on the controlled one, the formula of the impact. In this sense, a management decision is a description of the proposed actions of the management system in relation to the managed one.

Thirdly, a management decision is an organizational and practical activity of a management system in a managed system.

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

development and goal setting;

study of the problem on the basis of the information received;

Selection and justification of criteria for efficiency (performance) and possible consequences the decision being made;

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

selection and formulation of the optimal solution;

· decision-making;

specification of the decision for its executors.

Management technology considers a management decision as a process consisting of three stages:

1) preparation of a decision;

2) decision making;

3) implementation of the solution.

At the stage of preparing a managerial decision, an economic analysis of the situation is carried out at the micro and macro levels, including the search, collection and processing of information, as well as problems that need to be addressed are identified and formed.

At the stage of decision-making, the development and evaluation of alternative solutions and courses of action, carried out on the basis of multivariate calculations; the criteria for choosing the optimal solution are selected; choosing and making the best decision.

At the decision implementation stage, measures are taken to concretize the decision and bring it to the executors, monitor the progress of its implementation, make the necessary adjustments and evaluate the result obtained from the implementation of the decision.

Each management decision has its own specific result, so the goal of management activity is to find such forms, methods, means and tools that could help achieve the optimal result in specific conditions and circumstances.

1.2 Classificationsmanagement decisions

Management decisions are diverse in form, content and are classified according to various criteria.

Suetenkov E.N. andPasko N.I. classifymanagerialsolutionsin the following way:

1) P about the degree of participation of managers of different levels and specialists:

collegiate (expert and by agreement) - decisions made by a group of managers and specialists;

Collective (democratic) - decisions made by the majority of employees of the organization, jointly by the labor collective or a small group;

individual (sole) - decisions that are made by the head alone.

2) P on the levels of planning and timing of the implementation of activities:

strategic - decisions that are made at the highest level of management for the long-term development of the organization;

Tactical - decisions that are made at the highest and middle levels of management for a year or a quarter and include activities necessary for the implementation of annual or quarterly plans: sales, production or provision of services;

· operational - decisions made in the middle and lower echelons of management, related to the organization of the work of direct executors, providing them with resources, materials, information.

3) P on the content of the management process:

social - decisions affecting the social structure of the organization, personnel, corporate culture, climate and shared values;

economic - associated with the management system, necessary for the growth of the economic efficiency of the organization, profitability, payback and liquidity of assets;

organizational - decisions related to management methods, ways to achieve goals;

technical - operational solutions that are necessary to ensure labor, production processes, supply with the necessary resources, materials, information.

4) P about the scale of the object :

global, covering all links of the managed system;

· local, addressed to a certain link or subdivision.

5) P about the nature of the goals :

strategic, defining general tasks;

tactical, in which more specific tasks are developed aimed at implementing a previously developed strategy;

operational, aimed at the implementation of priority tasks.

6) IN depending on the level of the hierarchy Distinguish between national economic, sectoral, intra-production solutions.

7) P on the scope of the decision classified into economic, organizational, social, technical, technological.

8) P about the development organization management decisions subdivided into individual, collegial, collective.

9) P on the degree of coverage of the decision divided into general, private, local.

10) P about organizational status specific-rigid, normative, flexible and orienting management decisions are distinguished.

11) IN depending on the reasons that determine the need to make a management decision, they are divided into program decisions, decisions by order of higher authorities, initiative and situational decisions.

12) P about the period of implementation :

prospective (long-term), calculated for a long period of time;

current (medium-term), which are part, detailing and clarification of promising ones;

· adjusting (short-term) aimed at ensuring the implementation of current and prospective decisions.

13) IN depending on the range of problems which are considered in the decision:

complex, associated with a change in many aspects of the activity of the managed object;

private (thematic), related to one of the parties of the activity of the managed object;

· in their structure on the prevailing maintenance distinguish technical, economic, social, organizational decisions.

14) P about justification methods (with a certain degree of conditionality):

formalizable, in the justification of which mathematical methods are widely used;

non-formalizable, which are justified mainly by heuristic methods.

15) P about the conditions under which they are accepted :

under conditions of certainty (they, as a rule, are well structured (deterministic));

Decisions made under conditions of uncertainty, related to the category of search (they are often associated with qualitative leaps in the development of production).

16) P about the method of influencing the controlled object - directive, which are communicated to the performer in the form of an order, an order that is obligatory for the implementation of an indirect impact, the development and implementation of which are carried out on the basis of the use of incentives to increase production efficiency.

The above classification can be supplemented with the help of N. V. Zlobina., TolassifiquotedmanagerialsolutionsI:

17) P about functional focus : planning, organizing, activating, coordinating, controlling, informing.

18) According to the degree of repeatability : traditional, non-traditional, innovative.

19) By the nature of development and implementation : balanced, impulsive , inert , risky , careful.

20) By processing methods information : algorithmic and heuristic.

21) According to the number of criteria : single-criteria And multicriteria.

22) In the direction of impact : external and internal.

23) According to the method of fixation : written And oral.

24) Nature of Information : deterministic And probabilistic .

AndLazarevthV.N.classifyingUR:

25) By number of alternatives:

binary decision (there are two alternatives of action - "yes" or "no");

Few alternatives (a small set of alternatives is considered);

· multi-alternative (there is a very large, but finite number of alternatives);

continuous (the choice is made from an infinite number of states of continuously changing controlled variables).

26) According to the degree of complexity of preparing a management decision:

standard or programmable;

non-standard or non-programmable.

27) According to the degree of uniqueness: innovative (innovative, creative, original) or routine.

28) Decision making approach: intuitive, based on judgment, based on rationality.

29) According to the form of reflection (plan, program, order, instruction).

30) According to the degree of achievement of goals: permissible (acceptable); optimal (best); effective .

This classification helps to identify typical solutions that are characterized by a certain set of features, and develop for them typical processes justification, acceptance and organization of implementation. Such a typification of processes makes it possible to determine the range of decisions developed in certain divisions of the management apparatus and adopted at various hierarchical levels, the composition of information used for this purpose, typical methods of information processing, a system for formalizing decisions made, processes for their control and stimulation of implementation.

In this chapter, we looked at what management decisions are. And we found out that they are divided into stages of development, decision-making and implementation, and are also classified according to various criteria.

CHAPTER 2. TECHNICALOLOGIADEVELOPMENT,ACCEPTANCESAND IMPLEMENTATIONSMANAGEMENTTHEIR SOLUTIONS

2.1 Methods for developing management decisions

In order to make an effective management decision, a manager needs not only to have rich experience, but also to apply skillfully enough in practice: management decision methodology; methods for developing management decisions; organizing the development of a management decision; assessment of the quality of managerial decisions .

Let's try to consider the manager's toolkit, which is typical for the sphere of decision-making.

The management decision methodology is a logical organization of activities for the development of a management decision, including the formulation of a management goal, the choice of methods for developing solutions, criteria for evaluating options, drawing up logical schemes for performing operations.

Methods for the development of management decisions include methods and techniques for performing the operations necessary in the development of management decisions. There are many methods by which a managerial decision can be made:

1) Program-target methods are most often used to justify strategic and such tactical decisions that are associated with the introduction of significant qualitative changes in the operation of a managed object. Any management decision is made to achieve certain goals. However, strategic decisions are most often aimed at solving a qualitatively new problem (a qualitative leap in the development of production).

When developing them, only to a minimal extent can one rely on tradition and experience. The solution of such a problem involves fundamental changes in production - its structure, the equipment and technology used, labor organization, etc. Program-target methods assume the dominant role of the goal, the search for means and ways to achieve it.

The use of program-target methods for substantiating decisions means a thorough detailed development of the goal that must be achieved as a result of the implementation of this decision. This goal is determined based on the tasks solved by the larger system that includes the managed object. Often such a goal is directly set by the governing organization with the participation of scientific and design organizations of the industry.

After the goal is determined, a program to achieve it is developed, including: the development of a "tree of goals" for individual departments of the management apparatus and production links; resource provision design, i.e. determination of the content and scope, the necessary resources and sources of their receipt and organizational support of the goal, i.e. the establishment of bodies that manage the development and implementation of the program and are responsible for achieving the goal within the approved time frame with the rational use of production resources.

Thus, strategic decisions in the process of developing and implementing a program for their implementation are concretized in a whole system of tactical decisions. They reveal certain aspects of the process of implementing strategic decisions aimed at achieving the general goal and take into account the specific conditions in which the managed object operates, i.e. the system of goals of tactical decisions is aimed at transferring the goal - a strategic decision to the state of a normative-standard model.

Identification in the process of analysis of ways to justify decisions developed using the program-target method makes it possible to assess the purposefulness, the real prospects of the management system.

2) Optimization methods justifications are characteristic of tactical and some operational decisions. They are based on the application of operations research methods, which include various methods of programming, queuing theory, mathematical statistics, probability theory, etc. Their application is most effective when developing solutions under the conditions of a predetermined and clearly defined goal (optimization criterion), when the main conditions for achieving it (limitations) are known and the choice of ways to solve the problem (tactics) is made, i.e. for well structured problems.

One of the optimization methods is selected depending on the nature of the analyzed processes and the established forms of communication. If the process is characterized linear connections, then linear programming methods are used; with non-linear connections - methods of non-linear programming; if the intensity of the links studied in the development of solutions changes - parametric programming; with the likely influence of factors on the selected criterion - methods of statistical programming; when included in the analysis of time factors - methods of dynamic programming. With increasing uncertainty, when the decision concerns a process with a large degree of randomness, i.e. less structured, queuing theory is successfully applied. To justify decisions that have a stable set of factors influencing the function under study, but a changing (probable) degree of change in factors, the apparatus of correlation and regression analysis is used. All these methods are linked in the methodology of substantiating decisions through operations research.

Modern production is a multipurpose system. In it, in a number of cases, several interrelated, and sometimes mutually contradictory goals are solved. In these cases, multicriteria optimization methods can be applied. However, in practice these situations are solved by carrying out a series of calculations, each of which is focused on achieving a certain criterion. And the choice of the best of them under the given conditions is carried out by the leader.

The proportion of decisions justified by optimization methods makes it possible to judge the extent to which the management of a given object or a certain subsystem is focused on achieving optimal production management.

3) Calculation and analytical method is used to develop solutions aimed at developing and improving the existing trends laid down in the course of the production activities of the managed facility. This method is a combination of analysis of the results of the activity of the control object in the area associated with the proposed decision, and predictive calculations of further trends in its development. For this purpose, predictive analysis is used. The results of the analysis make it possible to free the reporting data from random phenomena and prepare good-quality material for forecasting purposes. The meaning of justifying decisions using this method is to conduct an in-depth analysis of the actual data, select methods for approximating the phenomenon, establish the final formulation of the decision, determine programs for its implementation.

A variation of the calculation-analytical method is the factorial method. It is used to determine the development paths of those production processes, the results of which are influenced by a number of factors functionally related to the criterion.

4) Systematized methods can be of great effect in justifying many decisions that are not subject to quantification. They are based on logical thinking and expert experience. These include the method of expert assessments, in particular the "Delpha method", a feature of which is the consistent receipt of assessments with the gradual refinement of tasks for experts; method of "brainstorming", when collegially discussed possible options changes; heuristic approach, i.e. establishment of typical logical connections and interdependencies, etc.

5) Experienced Methods development of solutions is based on the personal experience of managers and specialists, generalization of situations and ways to resolve them that have taken place in the past.

This method is used in two ways. The first of these consists in identifying typical situations and selecting them after a thorough analysis of the decisions made in these situations earlier. On the basis of such an analysis, a bank of typical situations and a "standard" of the manager's behavior in them are created. This requires a strict classification of situations, a clear and concise description of them and a description of the decisions made. The presence of a set of such situations and their solutions allows them to be used in cases of similar situations occurring at a given time.

The second way is to focus on the personal, not fixed experience of the leader who makes the decision. At the same time, the quality of the solution depends to a large extent on the qualifications of the manager and specialist, the scope and nature of their experience. This kind of experimental method is especially applicable when making decisions that require a quick response of the control system. Justification of the decision by this method can be carried out solely by a specialist or manager. But in most cases, collective consideration of such decisions with the participation of a competent circle of specialists and representatives of public organizations is justified.

The application of each of the above methods of justifying decisions is based on the complex use of various statistical, mathematical and logical techniques. The predominance of a certain group of techniques forms each method. To justify decisions, it is necessary to highlight a number of specific techniques: technical and economic calculation, operations research, mathematical and statistical modeling, specific situations, business games, simulation modeling, network methods, etc. .

2.2 Models andmethodsdecision making

In concept "decision making technology" includes the following elements:

· What to do (quantity and quality of the object)?

What are the costs (resources)?

How to do (what technology)?

Who to do (performers)?

· When to do (terms)?

· For whom to do (consumers)?

· Where to do (place)?

· What does it give (economic, social, ecological, technical effect)?

If you answer all the questions quantitatively and link the elements in space, time, resources and performers, then you can develop a decision-making technology. In this case, it is imperative to take into account the requirements and apply methods.

Organizational problem solving model is primarily a representation of its problem management mechanism.

Here are the most generally accepted classifications of models of the managerial decision-making process :

1) Descryptic and normative models

Descriptive models are used to describe the properties and parameters of the decision-making process in order to predict its course in the future. The success of the application of these models largely depends on the accuracy of the description of the laws and patterns of functioning of the control object.

Regulatory models are used to manage the decision-making process, to form its essential elements and its development. They assume Active participation in the decision-making process and its modeling by participants in the decision-making process.

2) Inductive and deductive metersdressed

Inductive models are built by generalizing observations on single private facts that are considered important for making a managerial decision. The quality of this model is determined by how, on the one hand, it is possible to simplify the description of the decision-making situation, and on the other hand, how correctly it is possible to reflect the main properties of the simulated situation.

When developing deductive models, they proceed not from the analysis of specific facts, but from a simplified system of hypothetical situations. Here the way of creating a model is from an abstract representation of a managerial situation to its concrete reality.

3) Problem-Driven and Solution Models

Problem-oriented models are built on the introduction of new modeling methods in relation to a specific problematic decision-making situation. Here the main task is to adapt new methods for modeling a specific management process.

Solution models are developed taking into account the possibilities of conducting experiments with them, as well as the capabilities of modern management technologies and are aimed at solving the most important management problems.

4) Single-purpose and multi-purpose models

Often, to evaluate an alternative solution, it is necessary to use several rather heterogeneous, independent criteria aimed at achieving different, sometimes difficult to compare, goals. However, one decision must be made, and the most preferable solution must be determined.

Single-purpose models are called when there is one clearly defined goal that the organization strives to achieve, or several goals aggregated in the form of one integrated goal. In the latter case, the degree of achievement of the goal is determined using a specially developed complex criterion.

Multi-purpose models are called, which assume the desire to achieve several independent goals that cannot be reduced to one complex one.

5) Singleperiod and multi-period models

One-period models are based on the assumption that the sum of optimal single decisions in separate decision-making periods as a whole for the entire decision-making period also gives the optimal solution. This approach is not always justified. Sometimes winning at a particular stage can lead to large losses for the organization, if we consider the entire period in which decisions are made.

Multi-period models imply a comprehensive solution to a managerial problem, taking into account the entire period of making a managerial decision.

One-period models can be used in the development of a multi-period model in order to more adequately represent the decision-making situation.

6) Deterministic and stochastic models

In deterministic models, all factors influencing the development of a decision-making situation are uniquely determined and their values are known at the time of decision-making.

Stochastic models assume the presence of an element of uncertainty, take into account the possible probabilistic distribution of the values of factors and parameters that determine the development of the situation.

It should be noted that deterministic models, on the one hand, are more simplified, since they do not allow to fully take into account the element of uncertainty. On the other hand, they allow taking into account many additional factors that are often inaccessible to stochastic models.

Multiplicative factor models. Their purpose is to develop characteristics of the influence of the main factors on the development of the situation of making a managerial decision.

Here, too, the well-known regularity often turns out to be fair: taking into account some factors in modeling, we often forget about others. And it's natural. No model can take into account absolutely all factors. But a professionally developed model is different in that it allows you to take into account the most significant of them.

The professional use of decision-making models allows the manager, on the one hand, to control intuitive considerations when making a decision, and in particular to provide greater degree consistency, consistency and reliability of managerial decisions, on the other hand, to more fully realize intuition, experience and knowledge.

Decision-making methods, aimed at achieving the intended goals, can be different:

1) a method based on the intuition of the manager, which is due to the presence of his previously accumulated experience and the amount of knowledge in a particular field of activity, which helps to choose and make the right decision;

2) a method based on a scientific and practical approach, involving the selection of optimal solutions based on the processing of large amounts of information, which helps to justify the decisions made. This method requires the use of modern technical means and, above all, electronic computers;

3) a method based on the concept of "common sense", when the manager, when making decisions, substantiates them with consistent evidence, the content of which is based on his practical experience.

The problem of choosing a decision by a manager is one of the most important in modern management science. It implies the need for a comprehensive assessment by the leader of a specific situation and the independence of his decision to take one of several options for possible decisions.

Management technology has the following components:

1) General management of decision making assumes that the decision-making process is in the hands of one line (general) manager, who is in turn subordinate to a higher manager. Here a hierarchy is created in decision-making on line positions. Each leader solves his problems with his immediate supervisor, and not with higher managers, bypassing his immediate supervisor. This mechanism is typical for American management.

2) Acceptance rulesi decisions or regulations, usually developed and published by the firms themselves. They formulate the actions necessary to implement the decisions made under certain conditions. These rules are aimed at the implementation of coordination between various units and are divided into operational, strategic, organizational.

Operational rules are usually formed in the middle management link in the form of various instructions.

Strategic rules, or business policy, include such types of decisions as determining the type of products and services produced, the type of customers, organizing a distribution network, methods of setting prices, conditions and guarantees for the sale of company products, etc. Strategic rules are usually formed at the highest level of management with the participation middle management and have no time limits.

Organizational rules are based on local or state legislation. They relate to such issues as determining the purpose and nature of the firm's activities, its relationship with government agencies, legal form and company charter. These rules establish the owners of the company, their rights and responsibilities, as well as the amount of dividends, payment of top managers and bonus payments, official salary schemes, investment limits, within which managers can dispose of the company's financial resources.

3) Plans are a means of coordinating the activities of various departments in making managerial decisions. The plans define the available resources needed to achieve the intended goals within a specific period. The plans cover the activities of production departments, so management decisions are made within the framework of their plans. The advantage of plans over rules is that they are more flexible and easier to adapt to changing conditions. In American companies, plans are the most important tool for coordinating activities in large enterprises in order to link strategic and operational management.

4) Making bilateral decisions managers of the same level on the basis of individual interaction is carried out without coordination with their general leaders. Here, a horizontal way of coordinating decision-making within the framework of approved rules and plans is implemented.

For coordination purposes, quite often special persons are allocated in production departments located at the same level of the management structure. In some firms, the coordinator function is performed by the project manager, who is responsible for the implementation of a specific set of works and receives the authority to make appropriate decisions. Quite often, in manufacturing departments, managers responsible for the release of a particular product are appointed as decision coordinators. Most often this refers to the development of new products or the development and production of products whose parts and components are manufactured in different production departments. In such cases, the coordinator acts as a manager responsible for the release of the final product, and has the right to make decisions on technology, organization of production and marketing.

The coordinator-manager has the right to discuss draft decisions with the heads of other production departments and functional units, but he does not have the administrative power that line managers receive.

5) Target groups act on the basis of group interaction and make decisions regarding specific issues joint activities to achieve the set goals. Target groups can be created on a temporary or permanent basis and include representatives of different functional units and specialized production departments. At the head of the group, sometimes created in the form of a committee or commission, a leader (chairman) is appointed, who is empowered to make decisions without the consent of the top management of the company or the general leader. At the same time, the members of the group continue to be subordinate to their leader.

6) In matrix structures, unlike the two previous horizontal mechanisms, the project manager is granted linear rights similar to those given to the heads of functional units. A network structure is emerging that allows decisions to be made in increasingly complex conditions concerning increasingly complex problems.

The first three components provide a vertical relationship between management levels, the last three provide a horizontal connection in the coordination of decisions. A firm can use both a simple and a complex mechanism of interaction in management, which depends on the complexity of the decisions made and the possibility of their implementation.

The requirements for technology management can be summarized as follows:

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

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

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

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

Making managerial decisions involves the use of the following factors:

1) The use of hierarchy in decision-making is carried out by most firms in order to coordinate activities and strengthen centralization in management.

2) The use of target cross-functional groups in decision-making - such target groups are usually created on a temporary basis. Their members are selected from various departments and levels of management. The purpose of creating such groups is to use the special knowledge and experience of group members to make specific and complex decisions. Target groups are most often involved in the creation of new products. Then they include engineers, marketing specialists, production workers, financiers, and suppliers. Initially, they cook professionally high level information on the basis of which top management decides on the allocation of capital investments for the development and implementation of new products. The head of the target cross-functional group is one of its members or a higher head, who can be replaced by another specialist in the course of work.

3) The use of formal rules and procedures in decision making is an effective way to coordinate actions. However, regulations and rules stiffen the management system, which slows down innovation processes and makes it difficult to amend plans due to changing circumstances.

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

2.3 . Algorithmmaking a managerial decision

Tab. 2.3.1. Algorithm for choosing and making a managerial decision

Let us consider in more detail the procedure for accepting (algorithm) SD:

1 ) Analysis of the situation. For the need to make a management decision, a signal is needed about an external or internal influence that has caused or is capable of causing a deviation from the specified mode of the system's functioning, i.e. presence of a managerial situation. Therefore, one of the most important conditions for making the right decision is to analyze the situation. Analysis of the management situation requires the collection and processing of information. This stage performs the function of the organization's perception of external and internal environment.

Data on the state of the main environmental factors and the state of affairs in the organization are received by managers and specialists who classify, analyze information and compare the actual values of controlled parameters with planned or predicted ones, which in turn allows them to identify problems that should be solved.

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

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

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

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

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

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

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

...

Implementation of management decisions and control over their execution

Implementation of management decisions- this is a specific activity of the manager, completing the management cycle and requiring him to know people, their capabilities, forces, means and methods for implementing decisions.

the main problem This process consists in the fact that if at the stage of preparation and decision-making the manager operates with ideal representations of objects and phenomena, then in the process of implementing managerial decisions he is faced with a real production situation, which most often differs from the ideal one.

A leader without sufficient experience, mentally operating with things and events, gets used to the ease of handling ideal ideas and unconsciously allows for a simplification of the real production situation. As a result of such management, the adopted management decisions are unbearable and are not implemented in practice. Thus, it should be understood here that the leader organizes not his own activity, but the work of other people.

At the stage of implementation of the management decision, first of all, development of an implementation plan decision .

Development of a plan for the implementation of the decision- this is the process of developing a system of measures that ensure the achievement of the objectives of the decision at minimal cost, which is reflected in production plan.

Production plan- this is a division of the entire scope of work in spatial and temporal sections, i.e. by objects or groups of objects, by tasks and time intervals. It can be drawn up deployed and in the form brief schedule.

Expanded plan is developed only for the implementation of the most important decisions, designed for a long period of their implementation. Such plans are recommended to be specially drawn up and approved. When the decision is of a private, current nature, it is useful to draw up short schedule, which reflects only the main, key moments of the work.

The next stage in the implementation of management decisions is - selection of performers and bringing the logic of the solution to them.

Selection of performers- this is the process of determining the required number and quality of workers to perform a given volume and quality of work. At the same time, one should take into account the level of their qualifications, experience, organizational skills, authority, as well as the characteristics of the team in which they will work.

Performers need to be provided with the resources they need to implement the part of the work assigned to them. We also need a system of responsibility corresponding to the real importance of this or that link of work.

Bringing the logic of the solution to the performers- this is the process of choosing a way to timely and accurately explain the essence and significance of a management decision and influencing the consciousness and feelings of performers in the process of implementing this method. In this case, a huge role is played by such socio-psychological qualities of the leader as energy, organizational flair, knowledge of the strengths and weaknesses of subordinates and the ability to influence them.

Bringing management decisions to performers is closely related to propaganda And clarifications.

Propaganda- this is the dissemination among performers and other employees of the opinion about the importance of the work performed. Propaganda work should be wider, the more the circle of performers will participate in its implementation. It is necessary to familiarize with the decision not only responsible executors, but also other employees to whom this management decision is addressed, because this implies their active attitude towards its implementation.

clarification- this is work to explain to the performers the essence of a management decision, which makes it clear and understandable for them, i.e. what needs to be done and how. It is not uncommon for an assignment to require training of performers in relation to new situations and new methods of work.

In the course of advocacy and explanatory work, the leader must not lose sight of the various stimulating factors. Performers are interested not only in the amount of payment in money, but also in satisfaction with the results of the work. Many are attracted to tasks that require imagination, creativity, overcoming difficulties, so a certain freedom for action must be allowed. For this reason, in the general organizational plan, it is often not necessary to describe in detail the ways and means of completing the task. It, as a rule, indicates the essence of the task, responsible executors, resources and deadlines.

After all this, the stage organization of operational work on the implementation of management decisions - it is the process of directly completing the task and providing it with all the necessary resources. At this stage, the content and form of management of the performers are very diverse, i.e. from simple observation of the course of planned actions to significant work on issuing orders and applying certain management methods. It all depends on the experience of the leader and the style of his work.

However, along with all this, there are general principles, which are as follows:

- the clearer the plan and preparation, the less the burden on operational management;

- the more non-standard the process, the more chances to meet unaccounted for factors and the greater the load on the stage of operational management;

- the more active and creative the performers are, the more operational management will be reduced to coordination.

The main purpose of control is the timely detection of possible deviations from the given program for the implementation of the solution, as well as the timely adoption of measures to eliminate them. Thus, the main task of control is to timely identify and predict the expected deviations from the given program for the implementation of management decisions.

According to the results of the control, the initial goals of the mine can be improved, refined and changed, taking into account the additional information received on the implementation of the adopted management decisions. In the most extreme case, a decision can be made to cancel the implementation of a management decision, if it is clear in advance that at the end of its implementation the intended goal will not be achieved.

Summing up the implemented solution- this is a generalization of the experience gained during the implementation of a management decision in order to take into account in advance the mistakes that occurred in the past when implementing subsequent similar decisions.

Intuition is thinking that has already become unconscious, carried out on the basis of highly automated mental skills, generalized as a result of extensive experience in the field of their manifestation.

Introduction

The relevance of the study is due to the fact that in market conditions of management, entrepreneurship is the most important form of development of commercial organizations of various fields and scales of activity. To achieve and maintain a leading position in the market, business structures must develop effective management decisions in a timely manner.

In the study of decision-making processes, both in theory and in management practice, until recently, the main attention was paid to the stage of developing decision alternatives and issues related to finding the best option. It was even believed that it was the development of a solution that occupied most of the time and funds allocated to solve a problem that had arisen. But management practice shows otherwise. It is the implementation and control of decisions that is the most complex, laborious and lengthy stage, absorbing the bulk of time and resources in the process of management activities.

The gap currently observed in the practice of management between the adoption of a managerial decision and its implementation and control, expressed both in delaying the timing of implementation and in the lack of effectiveness of implemented decisions, is largely the result of insufficient attention of managers to such an important area of their work as personal management. . The fact is that not a single, even the most remarkable solution, is implemented automatically, for its implementation it is necessary to make certain efforts, to organize the implementation.

Currently, managers do not pay enough attention to the problems of control, despite the fact that it is an integral element in the formation of effective management in an enterprise, which reflects successful management activities aimed at finding solutions that help the organization survive in a dynamically changing environment in a competitive environment.

The purpose of the control work is to consider the implementation of management decisions and control over their implementation.

Objectives of the course project:

Consider the process of implementation of management decisions;

Describe the organization and control of the implementation of management decisions;

Conduct an analysis of the implementation of management decisions and control over their implementation in CJSC STF "Medtekhnika";

Show ways to improve the control of management decisions in CJSC NTF "Medtekhnika".

Implementation of management decisions

The organization must have a mechanism for the implementation of decisions. The difficulty here lies in the need to coordinate many interrelated, simultaneously performed management tasks that are at various stages of implementation. The stage of implementation of the management decision consists of the following procedures:

development of a solution implementation plan;

implementation management;

decision implementation control;

evaluation of the implementation results Golubkov E.P. Management decision-making technology. - M, 2005 .- P.123.

There are two groups of people: those who prepare the decision (P); those who implement it (H). These groups of people have a particular way of thinking. The developer, including the scientist, has a predominantly analytical-logical style of thinking (AL). The implementer of decisions, including the leader, has a style of thinking that could be called intuitive-synthetic (IS).

People from the first group must determine:

what should be done;

how and who needs to do it;

what should be done when there are clear instructions on the two previous issues, but the decision is not being implemented Golubkov E.P. Management decision-making technology. - M, 2005 .- P.124.

It is not uncommon for the former (P) to believe that they have found a reasonable solution, while the latter (H) find that the most significant issues remain undeveloped in the solution and it does not answer the question of how to do this.

Let us represent the initial stage of the decision implementation process as a matrix (Table 1).

Table 1

Matrix of interaction of people at the initial stage

Let us explain each cell of this matrix for the case when the situation occurs in the implementation of the simplest decisions carried out by order, or decisions for which there are developed instructions.

The developer should also see the problem from the perspective of the manager. AL -- the developer's thinking style should be temporarily replaced by the IS style. On the other hand, the manager should try to understand the developer who is trying to find a rational solution, i.e. he must have AL-style thinking skills. Full mutual understanding is achieved when the team participates in the development of solutions. Each solution must be proven, there must be no doubt about the need for implementation. Inertia and indifference arise in the absence of mutual understanding. Resistance appears in cases where there is no mutual understanding and there is distrust in the decision itself.

An important part of the analysis of the process of implementing decisions is the study of the motives that guide individual employees and structural units in the preparation and implementation of decisions. The possibility of consolidating motives is linked to the psychology of the behavior of individual workers. Problems of motivation are closely related to the theory of organization and require the involvement of psychologists and sociologists.

The main reasons for failures in the implementation of solutions:

the management of the organization, and especially the middle level, is poorly familiar with the terminology and logic of decision theory. It is not able to perceive many provisions of this theory and, consequently, to restructure its thinking. The main takeaway from this is the need for leadership training. modern methods management;

in a number of cases, the set of alternatives presented to managers for selection does not correspond to their needs (inaccurately understood goal, inaccurate criterion, the presence of unspecified but important factors, etc.). A direct consequence of this reason is the need to establish strong contacts between people of both groups (P and N);

many difficulties arise due to the fact that middle and lower level managers do not have the right to issue permissions to analyze the activities of the unit, even their own level of hierarchy;

to eliminate these difficulties in the organization, it is recommended to create special unit, whose main tasks should be to control existing procedures and develop and implement innovations in this area; such a division should prevent the emergence of undesirable changes in the established practice of preparing decisions that could lead to duplication or unjustified complication of decisions. In terms of new functions, the division develops and reports to the authorities its proposals for improving the decision-making process. In addition, the division should follow the main directions of development of competing companies Glushchenko VV, Glushchenko KI. Development of a management decision. - Zheleznodorozhny, 2007 .- P.83-84.

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The process of making and implementing managerial decisions. by the number of decisions in the process of their adoption: static, dynamic, single-stage, multi-stage. c) Lack of funds and necessary conditions for the execution of the decision

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2.1 Methods for developing management decisions

Let's try to consider the manager's toolkit, which is typical for the sphere of decision-making.

Methods for the development of management decisions include methods and techniques for performing the operations necessary in the development of management decisions. There are many methods by which a managerial decision can be made:

Identification in the process of analysis of ways to justify decisions developed using the program-target method makes it possible to assess the purposefulness, the real prospects of the management system.

The proportion of decisions justified by optimization methods makes it possible to judge the extent to which the management of a given object or a certain subsystem is focused on achieving optimal production management.

A variation of the calculation-analytical method is the factorial method. It is used to determine the development paths of those production processes, the results of which are influenced by a number of factors functionally related to the criterion.

5) Experienced Methods development of solutions is based on the personal experience of managers and specialists, generalization of situations and ways to resolve them that have taken place in the past.

2.2 Models andmethodsdecision making

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