Ability to find organizational and management solutions. Development of management decisions in tourism organizations. Need help studying a topic?

Educational activities the college is organized on the basis of the Federal State Educational Standards of Secondary vocational education. If you read the standard, it will become quite obvious that the main role in the content of the standard is played by state requirements for educational outcomes.

Since Russia has adopted a competency-based approach, the result of education is described and measured in COMPETENCIES. In the Federal State Educational Standard for Secondary Professional Education, there can be three types of them - professional (they are formed by students in modules), special (they are set by variable modules at the request of employers in the region) and general (they are “responsible” for the presence of professionally suitable qualities in students for the specialty for which they are preparing )

Until recently, all the attention of teachers and students was focused on professional competencies. Now we have begun to better understand the ideology and requirements of the standard, so we realized that each competency of the Federal State Educational Standard for Secondary Professional Education must be assessed. Each competency should have its own BIRTHDAY. Modern employers also contribute to this important process (at the last round table with them at KhMTPK they simply chanted in unison: educate us to be devoted to their profession and workers' organization a responsible specialist who is able to learn and change along with production, and we will teach him everything else...)

Therefore, the educational department of the college together with the curators paid attention to the formation of general competencies among KhMTPC students. Since April 2017, a new direction in the system for assessing the educational achievements of students has started - self-assessment and assessment at a meeting of the student group of general competencies.

How to understand what GENERAL COMPETENCIES are? Where can I read about them?

The list of general competencies (there are currently nine of them) is contained in the Federal State Educational Standard for Secondary Professional Education for all specialties and professions implemented in the college. They sound like this:

This is the list of mandatory personal manifestations that ordered educational organization the state, and precisely if these qualities are present in a graduate of a professional educational organization, gives him a document state standard– DIPLOMA OF PROFESSIONAL EDUCATION.

It is logical for us all to assume that a graduate of a professional program can be admitted to graduation qualifying work only if teachers have considered the general competencies he has developed.

How can a student show teachers that he has professional qualities to work in his specialty (profession) - GENERAL COMPETENCIES?

To do this, you must first of all understand that all nine competencies can be formed during the implementation of the professional program (3 years 10 months, 2 years 10 months), that the entire annual activity plan of KhMTK is drawn up by the Administration in such a way as to provide for all students the conditions for the formation and presenting general competencies to the educational community (all competitions, trainings, activities of student government bodies, exhibitions, general meetings, control events, cleanup days, etc.). In other words, if a student is active in terms of college work and takes a subjective position in his own development, then he can, without special labor Ensure credit for all nine general competencies. To help the student see whether the process of developing competence is underway, college teachers have developed criteria for the manifestation of competencies that each student can determine for himself or see in himself:

Dear curators and students, the link to the portfolio is for students studying according to an individual curriculum. The pedagogical observation skills of teachers and the communicative competence of students give us ample opportunities for face-to-face communication at meetings of student groups regarding the manifestation (testing) of general competencies.

Exactly the same as for intermediate certification professional competencies, a package of Protocols has been generated, stored in the personal folder of each student group with the heads of departments - for general competencies, two types of Protocols have been generated (general for the group and individual).

Summary statement of the development of general competencies
students gr. No. 536 specialty “Music education”

Group leader:

Group curator:

Individual statement of the development of general competencies (professional suitability) of a student gr. No. 536 “Music education” Kokh N.G.

The summary statement is stored in the group folder with the heads of departments and the second copy is kept by the deputy director supervising the process - N.I. Fedorova. The individual statement is attached to the student’s personal file and is the substantive basis for all types of characteristics about him requested by organizations from the college.

The most valuable thing in the procedure for assessing general competencies is the student’s right to self-assessment of his progress in mastering the specialty. The student himself declares at the group meeting (April of each academic year) about those general competencies that everyone should already notice and there is evidence of this. An active role in this process is played by the group curator and all teachers teaching in the group; they have the right to agree with the student’s application or postpone it until a more understandable state of the process (this is if the evidence is not clear, dubious).

It is important for all students and teachers to understand that only those students who have completed all syllabus, that is, they presented both professional and general competencies to the educational community.

The quality of the activities of teachers and college students in assessing general competencies can be considered the efficiency of pedagogical response to the manifestation of students’ competence and the absence of conflict situations in the methodological association of curators and teachers working in a professional program with students.

April 2017 began. The period for assessing general competencies in KHMTPK has begun.

The college’s regulations “On the assessment of general competencies” are available on the website.

Good luck and interesting pedagogical observations to all of us!!!

All management decisions can be divided into two types:

• - traditional solutions that have taken place many times before, in this case you should choose one of the existing ones alternative options;
• - non-traditional, non-standard management decisions, their development is associated with the search for new alternative options.

In this regard, traditional, typical, repetitive management decisions can be formalized, that is, they can be made and implemented according to a predetermined algorithm. Consequently, a formalized management decision is the result of performing a pre-established sequence of actions. For example, when a repair schedule for machinery and equipment is drawn up, they proceed from a standard that determines the relationship between the amount of equipment and the number of repair workers. So, if in machine shop If this organization operates one hundred units of equipment, and the standard for its maintenance is 10 units per repair worker, then this workshop should contain ten repair workers. Further, if the issue of investing in securities is being decided, then a choice is made of their individual types based on which securities provide the opportunity to receive the maximum profit per invested capital.

As a result of the formalization of decision-making, the level of management efficiency increases by reducing the likelihood of making an error, as well as by saving time, since there is no need to develop this solution starting from scratch.

As a result, the management of the organization tries to formalize management decisions in case of those situations that are systematically repeated in the activities of this organization. Formalization management decisions consists in developing certain rules, instructions, standards that allow making and implementing competent management decisions.

Along with recurring situations, there are also atypical situations that have not been encountered before and cannot be resolved formally.

Most management decisions are between these two types, which makes it possible to use both formalized methods and the own initiative of the developers of these decisions when making these decisions.

The quality and effectiveness of management decisions are determined by the degree of validity of the methodology for solving problems, namely approaches, principles and methods.

Analysis of organizational management makes it possible to determine the need to use different approaches.

The systems approach to management assumes that any system or object is considered as a set of interconnected components that has an output, that is, a goal, an input, a connection with the external environment, and feedback. In such a system, the “input” is transformed into an “output”.

In terms of use integrated approach enterprise management must take into account technical, environmental, economic, organizational, social, psychological, political, demographic areas of management, as well as their relationships.

If at least one of these areas is not taken into account, then a complete solution to this problem will not be achieved. Unfortunately, in reality, as a rule, an integrated approach is not followed. Thus, in the context of the construction of new enterprises and organizations, the solution social problems is often postponed. This delays the commissioning of this facility or causes its partial use. Other examples can be given. Thus, in the process of designing new equipment, insufficient attention is paid to its environmental friendliness, which leads to the non-competitiveness of this equipment.

The integration management approach involves studying and strengthening the relationships between individual subsystems and elements of the management system, as well as between the stages of the life cycle of a management object, between individual vertical management levels, and, finally, between individual horizontal management subjects.

The marketing approach of management provides for the orientation of the management subsystem towards the consumer in the context of solving any problems. Main criteria marketing approach are:

• - improving the quality of the management object in accordance with consumer requirements;
• - saving money for the consumer by improving quality;
• - saving resources in own production due to factors of production scale, scientific and technological progress, as well as the use of a scientifically based management system.

The functional approach to enterprise management is that any need is considered as a set of functions that should be performed to satisfy it. Once functions are defined, several alternative objects are created to implement those functions. Then, one of these objects is selected that requires a minimum of total costs during the life cycle of this object per unit of its beneficial effect.

The essence of the dynamic management approach is that when it is applied, the control object is considered in its dialectical development, in its cause-and-effect relationships. Here, a subsequent retrospective analysis is carried out for 5-10 or more past years, as well as a prospective (forecast) analysis. The reproduction approach to enterprise management is focused on the constant resumption of production of this type of product in order to meet market needs. Wherein this type products must have lower total costs per unit of beneficial effect than the best similar product on the given market. The main elements of the reproductive approach are the following:

• - use of a leading comparison base when planning the renewal of this type of product;
• - saving the amount of past, living and future labor during the life cycle of a given type of product per unit of its beneficial effect;
• - consideration of the relationship between manufactured, designed and future models of this type of product;
• - reproduction of elements proportional in quantity external environment(mainly the macroenvironment of a given country and the infrastructure of a given region);
• - integration of science and production in large organizations.

The process approach to organization management considers management functions in their interrelation. The management process is total amount all functions, that is, it is a series of continuous interrelated actions. The normative management approach consists of establishing management standards for all its subsystems. These standards should be determined by the most important elements:

• - target subsystem (it covers indicators of quality and resource intensity of products, market parameters, indicators of the organizational and technical level of production, indicators social development team organization, environmental protection indicators);
• - supporting subsystem (standards for providing employees, as well as individual divisions of the organization, with everything necessary for successful work, for fulfilling the tasks facing them, standards for the efficiency of using certain types of resources in the organization as a whole);
• - functional subsystem (standards for the quality of plans, organization of the management system, standards for the quality of accounting and control, standards for stimulating high-quality work).

The listed standards must meet the requirements of complexity, efficiency, and prospects.

As for the standards for the functioning of elements of the external environment, the organization does not control these standards; however, it must have a bank of these standards and strictly comply with them, especially legal and environmental standards.

The organization must also take part in the formation and development of a system of environmental standards.

The essence of the quantitative management approach is the transition from qualitative to quantitative assessments using mathematical and statistical methods, engineering calculations, expert assessments, point system and etc.

The administrative (directive) approach to enterprise management involves the regulation of functions, rights, responsibilities, and quality cost standards.

The main task of the behavioral approach to managing an organization is to increase the efficiency of the organization by improving the use of its labor resources. The use of behavioral science helps improve the performance of both individual employees and the organization as a whole. The fact is that as a result of the application of behavioral science to the management of an organization, individual employees are helped to understand their capabilities and creativity, which ultimately leads to increased efficiency of the organization.

The essence of the situational approach to enterprise management is that the degree of suitability of individual management methods is determined by the specific situation.

Since there are many factors influencing the activities of an organization, both internally and externally, it is impossible to find a single best way management. The most effective method in a given situation will be the one that best suits the current situation.

These are the main approaches that determine the quality and effectiveness of management decisions.

In the process of economic and financial activities of organizations, situations constantly arise when there is a need to choose one of several possible options for action. As a result of such a choice, a certain solution appears.

In order to correctly determine the effectiveness of management decisions, it is necessary to carry out separate accounting of income and expenses trade organization in the context of individual product groups. However, in practice, maintaining such records is very difficult. As a result, it is advisable to use the so-called specific quality indicators in the analysis, namely profit per 1 million rubles of turnover, as well as distribution costs per 1 million rubles of inventory.

The effectiveness of management decisions in a trade organization is manifested in a generalized way in quantitative form as an increase in the volume of trade turnover, acceleration of the turnover of goods, and a decrease in the amount of inventory.

The final financial and economic result of the execution of management decisions is manifested in an increase in the income of a trading organization and in a reduction in its expenses.

Definition economic efficiency management decisions, as a result of which the execution increased, and, therefore, increased, can be carried out using the following formula:

Eph = P*T = P * (Tf - Tpl),

• Eph— economic efficiency (in thousand rubles);
• P— profit per 1 million rubles of turnover (in thousand rubles);
• T— increase in trade turnover (in million rubles);
• Tf- actual trade turnover that takes place after the implementation of this management decision;
• Tpl— planned turnover (or turnover for a comparable period before the implementation of this management decision).

In the example under consideration, the economic efficiency of making and executing a management decision is expressed in a reduction in the amount (selling expenses, or commercial expenses) attributable to the balance of goods. This leads to an increase in the amount of profit received. This efficiency can be determined by the following formula:

Ef =IO*Z = IO*(Z 2 - Z 1),

• Eph— economic efficiency of this management activity (in thousand rubles);
• AND ABOUT— the amount of distribution costs per 1 million rubles of inventory (in thousand rubles);
• 3 — amount of change (decrease) in inventory (millions, rubles);
• 3 1 — the amount of inventory before the implementation of a management decision (event) (million rubles);
• 3 2 — the amount of inventory of goods after the implementation of this management decision.

In addition, the economic efficiency of the implemented management decision affected the acceleration of commodity turnover. This influence can be determined by the following formula:

Eph = Io*Ob = Io (Ob f - Ob pl),

• Eph— economic efficiency of management decisions (thousand rubles);
• And about— simultaneous value of distribution costs (thousand rubles);
• About— acceleration of goods turnover (in days);
• About pl— turnover of goods before the implementation of a management decision (in days).
• About f— turnover of goods after the implementation of a management decision (in days).

Methods for analyzing management decisions

Let's consider the procedure for applying the basic methods and techniques of analysis when assessing the effectiveness of making and executing management decisions.

Comparison method makes it possible to evaluate the activities of the organization, identify deviations of the actual values ​​of indicators from the basic values, establish the reasons for these deviations and find reserves for further improvement of the organization’s activities.

Index method used in the analysis of complex phenomena, the individual elements of which cannot be measured. As relative indicators, they are necessary to assess the degree of fulfillment of planned tasks, as well as to determine various phenomena and processes.

This method makes it possible to decompose the general indicator into deviation factors.

Balance sheet method consists in comparing interrelated indicators of an organization’s performance to identify the influence of individual factors, as well as to find reserves for improving the organization’s performance. In this case, the relationship between individual indicators is expressed in the form of equality of results obtained as a result of certain comparisons.

Elimination method, which is a generalization of the methods of index, balance sheet and chain substitutions, makes it possible to isolate the influence of a single factor on a general indicator of an organization’s performance, based on the assumption that the remaining factors acted under other equal conditions, i.e. just as planned.

Graphical method is a way to visually illustrate the activities of an organization, as well as a way to determine a number of indicators and a way to present the results of the analysis.

Functional cost analysis(FSA) is a systematic research method used in accordance with the purpose of the object being studied (processes, products) in order to increase the beneficial effect, that is, the return per unit of total costs for life cycle object.

The most important feature of functional cost analysis is to establish the feasibility of a list of functions that the designed object must perform under certain specific conditions, or to check the necessity of the functions of an existing object.

Economic and mathematical methods of analysis are used to select optimal options that determine management decisions in existing or planned economic conditions.

• assessment of the production plan developed using economic and mathematical methods;
• optimization production program, its distribution between workshops and certain types equipment;
• optimization of distribution of available production resources, cutting materials, as well as optimization of norms and standards for reserves and consumption of these resources;
• optimization of the level of unification of individual component parts of the product, as well as technological equipment;
• determining the optimal size of the organization as a whole, as well as individual workshops and production areas;
• establishing the optimal range of products;
• determination of the most rational routes for in-plant transport;
• determination of the most rational periods for the operation of equipment and its repairs;
• comparative analysis of the economic efficiency of using a unit of a type of resource from the point of view optimal option management decision;
• determination of possible intra-production losses in connection with the adoption and implementation of the optimal decision.

Let's summarize this chapter. The effectiveness of an organization's functioning depends to a very large extent on the quality of management decisions. This makes it important for all responsible employees of the management apparatus, and above all heads of organizations, to acquire theoretical knowledge and practical skills in the development and implementation of optimal management decisions.

Development and adoption of management decisions- This is, as a rule, a choice of one of several alternative options. The need to make management decisions is determined by the conscious and purposeful nature of human activity. This need arises at all stages of the management process and forms part of any management function.

The nature of management decisions made is greatly influenced by the completeness and reliability of information available on a given situation. Based on this, management decisions can be made both under conditions of certainty (deterministic decisions) and under conditions of risk or uncertainty (probabilistic decisions).

Management decision making process is a cyclic sequence of actions of a management subject aimed at resolving the problems of a given organization and consisting in analyzing the situation, generating alternative options and choosing from them the best option, and then - the implementation of the chosen management decision.

The practice of preparing and executing management decisions provides numerous examples of errors at all levels of economic management. This is a consequence of many reasons, since economic development consists of large quantity various situations that require resolution.

The most important place among the reasons for the adoption and implementation of ineffective management decisions is ignorance or non-compliance with the technology for their development and organization of their implementation.

An important role is played by the cybernetic approach to the development of management decisions, which has become known as a theory of decision making. It is based on the widespread use of mathematical apparatus and modern computer technology.

1. Classification of management decisions

Describe the presented classifications of management decisions:

Based on the basis of acceptance: intuitive, based on judgment, rational;

According to the degree of impact on the object: operational, tactical and strategic;

By order of adoption: individual, collective and collegial;

According to the criterion of novelty: routine, selective, adaptive and innovative;

According to the degree of regulation: directive, guiding and recommending;

According to the style of decision-making - according to the ratio of efforts at the stage of developing alternatives and their selection: inert, cautious, balanced, risky, impulsive.

Present and characterize three more approaches to the classification of management decisions (10 classifications in total).

Give examples of each listed classification of management decisions.

The classification of management decisions according to the degree of impact on the object is presented in Fig. 1.1.

Rice. 1.1 - Classification of management decisions according to the basis for adoption

Intuitive solutionsis a choice made only on the basis of the feeling that it is right. In a complex organizational situation, thousands of choices are possible. A manager who relies solely on intuition, from a statistical point of view, has a chance of right choice without any application the logic is low.

Example:

When making a purely intuitive decision, people base it on their own feeling that their choice is correct. There is a “sixth sense” here, a kind of insight, usually visited by representatives of the highest echelon of power. Middle managers rely more on computer information and assistance. Despite the fact that intuition becomes sharper along with the acquisition of experience, the continuation of which is precisely high post, a manager who focuses only on it becomes a hostage to chance, and from a statistical point of view, his chances of making the right choice are not very high.

Decisions Based on Judgmentis a choice based on knowledge or accumulated experience. A person uses knowledge of what has happened in similar situations previously to predict the outcome of alternative choices in an existing situation. However, we note that a leader who is overly committed to judgment and accumulated experience may consciously and unconsciously avoid interaction with new technologies and developments, which leads to irrational decision making.

Example:

A decision to give the competent secretary the authority to respond to all routine correspondence without external oversight. The manager's decision on where to build a warehouse for finished products.

Rational decisionis a decision that is based on the basis of the analytical process, and is often independent of previous experience.

Stages of making a rational decision: diagnosis of the problem, formulation of restrictions and criteria for decision-making, identification of alternatives, analysis and evaluation of alternatives, final selection of an alternative, implementation of the solution, feedback, evaluation of results.

Example:

Choosing (purchasing) a car. Selecting a product market based on the conducted marketing research.

The classification of management decisions according to the degree of impact on the object is presented in Fig. 1.2.

Rice. 1.2 - Classification of management decisions according to the degree of impact on the object

Strategic management decisions- these are decisions that are made at the highest level of management for the long-term development of the organization. Such decisions are followed by the development of: a strategic plan, the production program of the organization. Strategic decisions involve fundamental changes in the organization: changing the directions of financial flows into product groups or target segments, transforming the structure, entering new regional markets, expanding or reducing activities, changing assortment policy. Strategic management decisions are made at the level of directors, vice-presidents of the company, deputy. directors, managers production units and workshops. In a small business, all responsibility for making strategic decisions is concentrated in the hands of the manager and his team.

Strategic are directive acts that direct, organize and motivate the collective actions of people to achieve strategic goals. Strategic planning includes:

developing policies in various areas that determine the life of the organization;

development of programs and projects, forecasting and determination of socio-economic development.

Strategic management decisions are designed to ensure that the organization fulfills its mission and, due to this, its survival in a highly competitive environment.

Example:

A car manufacturing plant is deciding whether to produce any spare parts for the cars itself or find a supplier from which to purchase them.

Operational management decisionsperform a corrective role directly during production activities enterprises, solving sudden and urgent problems.

Operational management decisions are made daily based on the conditions of production activities, resource availability, market demand, prices, social demands, events in the political, economic, social, environmental environment. Feature: operational decisions are sensitive to emerging unforeseen situations, and therefore they are called situational.

Subject of operational decisions: organizational measures, urgent orders, replenishment of emerging losses, damages, replenishment of missing material, labor, financial resources, adjustment of planned, program activities, obtaining current benefits.

Programmed decisions have the greatest weight in the totality of operational management decisions, since operational decisions are fleeting, urgent, and require the fastest possible execution and immediate response to the situation.

Example:

Repairing a broken machine in the workshop. Repairing a computer in the office. Software installation.

Tactical management decisions, as a rule, are focused on the short and medium term and problems of a production and technical nature.

Tactical management decisions are associated with medium-term problems, the development of a line of action for a relatively short period of time in accordance with the developing situation in production and markets. Tactical decisions are a way of concretizing a strategy, translating it into specific measures to be implemented during a certain planning, program period.

Orientation of tactical management decisions: as a rule, such decisions are aimed at achieving intermediate goals, solving problems that contribute to promotion and general goals.

Example:

Decisions of the company (manager) on the terms on which the enterprise will agree on supplies necessary equipment(software).

Operational and tactical decisions are related to the implementation of current goals and objectives. In terms of time, they are designed for a period not exceeding a month.

The classification of management decisions according to the order of adoption is presented in Fig. 1.3.

Rice. 1.3 - Classification of management decisions by order of adoption

Collegial decisionis a decision made by a group of managers and specialists.

As a rule, decisions are made by the head of the organization in agreement with leading top managers and specialists, collectively. This happens in most companies. The manager delegates parallel powers or uses the technique of mandatory approval, which is stated in administrative documents as “agreed”. With mandatory approvals, responsibility for making significant decisions partially rests with the managers who assume such authority. Parallel powers increase the responsibility and rights of managers, and the decision becomes collective. For example, many companies use parallel powers to control financial expenses, and in the case of large purchases, two or three executive signatures are required.

Collective decisions are usually made at business meetings and during the work of the commissions by leading managers and specialists. At such meetings there is already a known balance of power, which significantly influences the management result, the decision.

Example:

The manager attracted external law firm for advice on any legal issues.

Collective (democratic) decisions- these are decisions made by the majority of the organization’s employees, jointly by the work collective or by a small group. Unlike collegial ones, democratic decisions are a clear expression of the will of the majority of members of the work collective, small or large. Such decisions are made through secret voting, using expert assessment methods, for example, nominal group technique, Japanese ring techniques. The use of such methods is possible with a high level of staff motivation, the use of a democratic leadership style, and a developed and transparent corporate culture.

Collective decisions are also made when significant problems and issues that affect the entire staff are raised.

Example:

Election of the director by competition, implementation new system wages, etc.

Individual management solutionsThese are decisions that are made by the manager alone. Small business organizations have a small number of management levels and a high risk of losing competitive status. Such an organization is led by an entrepreneur who bears full responsibility for its further functioning in unstable market conditions. An entrepreneur is afraid to delegate authority on financial and other significant issues to his subordinates and makes decisions alone. The positive aspect of an individual solution is its creative, extraordinary nature.

The disadvantages of individual decisions appear when they acquire an authoritarian character. The leader usurps power, individually manages resources, determines personnel policy organization and puts pressure on subordinates. Decisions made by the manager alone allow the organization to remain in the market for some time and be successful. However, in the future, the leadership style used by the leader hinders the development of the organization. A leader must be able to maneuver and be flexible, use the art of delegating decision-making powers to other people in the organization.

Example:

The manager decided to prepare presentation material for the meeting on his own, without resorting to the help or cooperation of employees.

The classification of management decisions according to the criterion of novelty is presented in Fig. 1.4.

Rice. 1.4 - Classification of management decisions according to the criterion of novelty

Routine solutionsare adopted in accordance with the existing program, the manager must identify the situation and take responsibility for starting certain actions. Difficulties can arise here if the manager is incompetent, misinterprets existing indications of a particular situation, acts illogically, or shows indecisiveness. A leader who correctly perceives the situation, draws the right conclusions, acts intelligently and controls the consequences, achieves what is expected of him. At this level, no creativity is required since all procedures are pre-prescribed.

Example:

Where to place the computer on the desktop.

At selective solutionsa certain amount of initiative and freedom of action is required, but within certain limits. Selective decisions imply that the manager evaluates the merits of a whole range of possible solutions and tries to choose those actions that best suit the given problem and are the most effective and economical.

Effectiveness depends on the manager's ability to select the course of action with the highest probability and whether it turns out to be acceptable, economical and effective.

Example:

Selection (rather than development of a new) system of motivation and incentives for personnel.

Adaptive solutionscause difficulties, since here the manager is looking for a new solution to a known problem, must be able to abandon the usual, but already outdated approach to the problem and develop a creative solution. The success of a leader depends on his personal initiative and ability to make a breakthrough into the unknown. Such solutions provide an answer that could have existed before, but in a different form. A manager is looking for a new solution to a known problem.

Example:

Innovative solutionsare the most complex, the leader needs to find ways to understand completely unexpected problems, and solving such problems requires new ideas and methods, the ability to think in new ways, the ability to creatively solve the problem by discussing and using creative ideas other specialists.

A manager must be able to understand completely unexpected problems, the solution of which requires the manager to develop thinking in relation to changing conditions. It is possible that solving today's complex problems may require the creation of a new branch of science or technology.

Development of a new (innovative) approach to organizing and conducting conference calls, for example, via IP telephony or Skype.

Classification of management decisions by content in Fig. 1.5.

Rice. 1.5 - Classification of management decisions by content

Solutions with quantitative characteristics, are accepted on the basis of mathematical and statistical methods. The assessment of quality and efficiency in this case is simplified, since the achieved level is compared with the planned one.

Example:

Reduction of finished product defects by 5%.

Solutions that are not quantitative, are subjective in nature, as they are determined by the personality of the subject receiving them. Assessing their quality is complex and quite controversial, since it is also subjective.

Example:

Carrying out the procedure for rotation (rearrangement) of personnel of the enterprise

The classification of management decisions by degree of regulation is presented in Fig. 1.6.

Rice. 1.6 - Classification of management decisions by degree of regulation

Policy decisionsmust be carried out and do not imply any initiative. They establish a clear relationship between certain parameters and specific solution options.

Example:

Making a decision on the introduction of information and communication technologies in the field municipal government will be directive for those responsible for its implementation.

Orienting solutionsdetermine possible options activities of employees upon the occurrence of certain conditions.

Example:

The decision will be a guide for archive workers, as it tells them that soon the work of many of them will not be in demand. At the same time, it provides for the training of specialists to work with municipal information system.

Example:

The same decision for different categories of performers can be directive, guiding and recommending.

The classification of management decisions by decision-making style is presented in Fig. 1.7.

Rice. 1.7 - Classification of management decisions by decision-making style

The nature of the development and implementation of management decisions strongly depends on the personal characteristics of a person.

Balanced Solutionsaccepted by managers who are attentive and critical to their actions, put forward hypotheses and their testing. They usually have an initial idea formulated before making a decision.

Example:

Despite the complaints of some members of the team against their immediate supervisor, the director does not apply sanctions against him, since the complaints turned out to be rumors spread on purpose.

Impulsive decisionsare accepted by managers who easily generate a wide variety of ideas in unlimited quantities, but are unable to properly test, clarify and evaluate them. Therefore, decisions turn out to be insufficiently substantiated and reliable; they are made “at once”, “in jerks”.

Example:

Dismissal of a manager against whom there are unverified complaints from his subordinates.

Inert solutions- the result of a careful search. In them, control and clarifying actions predominate over the generation of ideas, so it is difficult to detect originality, brilliance, and innovation in such decisions. They weakly motivate staff to implement them.

Example:

Conducting an internal audit

Risky decisionsare accepted without careful justification of actions by a leader who is confident in his abilities. Typically, such managers have good support in the form of constantly supporting superior managers or subordinates. They may not be afraid of any dangers.

Example:

Careful decisionsare characterized by the manager’s thorough assessment of all options, a hypercritical approach to business, big amount approvals. Such management decisions are effective in resolving problems relating to human life and their environment.

Example:

The decision to increase travel expenses for the company's lawyer after conducting all possible comprehensive analysis of his presence and absence at preliminary hearings on various lawsuits and the consequences of these trips.

Classification of management decisions by content management process shown in Fig. 1.8.

Rice. 1.8 - Classification of management decisions according to the content of the management process

Economic solutionsassociated with the management system, necessary for increasing the economic efficiency of the organization’s activities, profitability, payback and liquidity of assets. How best to manage resources, make the enterprise profitable, increase profits - these and other questions will confront the manager making economic decisions.

Economic management decisions are manifested in the fact that the development and implementation of any management decision requires financial, material and other costs. Therefore, every management decision has a real cost.

The implementation of an effective management decision should bring direct or indirect income to the company, and an erroneous decision or a decision misunderstood by subordinates leads to losses and sometimes to the cessation of the company's activities.

Example:

If a manager decides to fire a negligent employee, the latter may suffer greatly, and if he does not fire or take other measures, the entire organization may suffer.

Social solutions- these are decisions affecting the social structure of the organization, personnel, corporate culture, climate and shared values. Social solutions can be associated with optimizing the work of personnel, improving the motivation system and social support employees, the image of the organization in society, the implementation of the mission.

Example:

Promotion wages, introduction of environmentally friendly equipment, improvement of sanitary conditions, strengthening of safety requirements, conflict resolution.

Organizational decisions- these are decisions related to management methods, ways to achieve goals. Such decisions are an integral part of the management process.

The essence is that company personnel are involved in this work. To work effectively, it is necessary to form an efficient team, develop instructions and regulations, vest workers with powers, rights, duties and responsibilities, establish a control system, allocate the necessary resources, including information, provide workers with the necessary equipment and technology, and constantly coordinate their work.

Example:

Organize workers to complete the task, redistribute functions and powers, carry out general meeting.

Technical solutions - these are operational decisions that are necessary to ensure labor and production processes, supply the necessary resources, materials, and information.

Example:

Install software in the department, replace a broken machine, pay travel expenses, direct the employee to an important production area.

The classification of management decisions according to the method of fixing the management process is presented in Fig. 1.9.

Rice. 1.9 - Classification of management decisions according to the method of fixing the management process

Management decisions can be expressed in in writingHow administrative documents in the form of orders and instructions. Managers provide written decisions for legal review and subsequently for execution.

Example:

Order for hiring a new employee

In extreme circumstances, the oral form is used. The disadvantage of this method is that performers sometimes distort the content, and not always consciously, and interpret the decision in their own way.

Verbal management decisionsalso have legal force, and they can be appealed in court if there are at least two people who heard these decisions.

Oral management decisions occur during meetings, conferences and business conversations. Meetings and deliberations are collective events (public or involving a wide range of participants); conversations are mostly conducted individually or with a small number of people gathered.

Example:

Verbal order to establish a work schedule on a day off

Electronic solutions involves recording decisions on electronic media. This method allows you to use all the capabilities of information and communication technologies. After acceptance Federal Law No. 149-FZ of July 27, 2006 “On information, information technology and on information protection" was widely disseminated electronic method fixing decisions.

Example:

Providing by a manager to a subordinate through Email documentation for negotiations

In the practice of enterprises from the position legal registration management decisions The most common are written management decisions.

The classification of management decisions by information processing method is presented in Fig. 1.10.

Rice. 1.9 - Classification of management decisions by information processing method

Algorithmic solutionsinvolve strict formalization of the implementation of procedures and operations based on rules, algorithms, formulas, and statistical data.

Example:

Calculation of the economic efficiency of new production should be carried out using developed algorithms.

But in management, not everything can be measured quantitatively. Something is assessed qualitatively. You can process and evaluate information based on intuition, generalizations, ideas, experience, and associations. Through conversation, discussion, and asking leading questions, you can obtain new information from a client or partner. Such solutions are called heuristic.

Example:

Receiving information from a partner about discounts received on office paper from the same supplier stationery.

2. Target and processor technologies

management business processor

Target technologies

Provide examples of the use of each of the target technologies both in business and in the field of educational and extracurricular activities at the university. Provide at least two examples for each area.

Processor technologies

Provide at least two examples of the use of each processor technologies.

Target technologies

Target technologies are technologies based on the priority of goals over situations. Target technologies focus decisions on achieving a goal, rather than eliminating disturbing influences.

The classification of target technologies is presented in Fig. 2.1.

Regulatory technologyconsists of issuing tasks (goals, tasks) for execution, indicating the means and their possible limitations, recommended methods and the estimated time for their implementation. The technology provides for strict control of the process of approaching the target.

The professionalism of completing a task is determined by the qualifications of the manager who issued the task and the performer. This implies strict control over the positive dynamics of the task completion process.

Regulatory technology can lead to two main results:

achieving tangible positive results from the process of achieving the goal;

lack of significant positive results within an acceptable time (treading water).

Regulatory technology involves development by the head ultimate goal management and strategies with possible limitations of various resources (material, human, financial, etc.). In this case, the goal will definitely be achieved, but within a time frame that is difficult to determine in advance. Achieving the goal is guaranteed only with strict internal or external control of the progress of the process of realizing the set goals.

the time for completing the goal or its component tasks should not be precisely specified (the process of achieving the goal itself is important);

there may be a significant and unpredictable limitation of resources (financial, technological, raw materials, etc.);

innovative and long-term nature of developments;

The estimated time to achieve the goal is over 1 year.

This technology is based on statistical methods, fuzzy set theory, and the theory of developing solutions under conditions of uncertainty. The authorship of the program and the results obtained belongs to the director and performer.

Example:

Writing a book. Preparation and writing of student work (graduation project, course work and etc.).

Drawing up a business plan.

Initiative-target technologyis based on issuing tasks without specifying the means and methods for their implementation and is designed for an initiative and professional performer.

Initiative-target technology involves the development by the manager only of the final goal of the task for an employee or department, as well as the deadline for completion, without indicating the mechanism for achieving it. In this case, the goal may not be achieved for some reason, it may be achieved within the stipulated time frame or earlier, or it may be achieved outside the established period.

Initiative-target technology gives great scope for initiative decisions of subordinates.

Basic conditions for using this technology:

the staff of the organization or its division is no more than 10 people;

the time required to complete the assignment should not exceed one month from the date of its issuance;

high professionalism of the staff or great confidence in them on the part of the manager;

production of new goods, services, information or knowledge;

the presence of stable informal relationships in the team.

The professionalism of the task is determined by the qualifications of the task performer, and the qualifications of the manager play a secondary role. Technology does not guarantee achievement of the goal.

Example:

In the process of completing the task assigned by the manager to the employee, the specialist quit, which resulted in a significant reduction in the necessary resources.

For decreasing occupational diseases The company's management decided to purchase technology that does not use asbestos as fillers for building blocks, and they decided to “freeze” the construction of a new technological building.

Software-targeted technologyused most often in organizations. It consists of issuing tasks (goals, tasks) for execution, indicating the means, methods and time for their implementation, there are instructions on external or internal control intermediate states of this execution.

The professionalism of completing a task is determined by the qualifications of the manager who issued the task, and the qualifications of the performer play a secondary role. Software-targeted technology usually guarantees the achievement of the goal.

The use of software-targeted technology can lead to three main results:

achieving the goal within a given time frame with acceptable deviations from the given intermediate values;

achieving the goal within a given time frame with significant deviations from the specified intermediate values;

consistent failure to achieve a goal within a given time frame.

This technology involves the development by the manager of management goals, means and methods for their implementation, as well as the timing and states of intermediate process values. If any given intermediate value is not achieved, then additional resources are allocated for its implementation; if the given intermediate value exceeds the planned one, then part of the resources is transferred to other needs and the goal will be achieved within the stipulated time frame.

Program-target technology is based on modern knowledge, economic and mathematical methods and information technologies.

Basic conditions for using this technology:

certainty and availability of management and production resources;

clearly expressed separation of management and production;

a large volume of standard procedures, situations and solutions.

Example:

When developing a political platform for a political organization in which its leader is the ideologist and conductor of a set of activities. In this case, the qualifications of the performer play a secondary role, and the professionalism of the task is determined by the qualifications of the manager who issued the task.

Development and implementation, for example, of the Federal Target Program " State border Russian Federation»

Processor technologies

For successful implementation, each target technology for developing management decisions has its own set of processor technologies that represent the mechanism for implementing the target technologies.

The processors include six control technologies (see Fig. 2.2).

Rice. 2.1 - Classification of target technologies

Results-based management technologybased on the priority of final results over planning and forecasting. The main function performed by managers is coordination (adjustment) of actions and decisions depending on the results obtained.

This technology is well implemented for medium and small organizations or divisions in which:

the time between decision-making and the result of their implementation is minimal (hours, several days);

there are no insurmountable difficulties in quickly acquiring the required resources or returning unclaimed ones;

the professionalism of the head of the organization or the project manager is quite high;

The nature of production is predominantly mechanized.

The basis of this technology is a business plan and developments for making management decisions under conditions of possible uncertainties. It is known that the most necessary factors for developing an effective management decision are either unknown or precisely indeterminable.

This technology is the cheapest among other technologies, since it does not require the development of detailed plans and the calculation of funds for the implementation of solutions.

Example:

1. solution and writing independent work on the exam.

Planning a report on the annual sales volume of products (services).

Management technology based on needs and interestsis based on the priority of interpersonal relationships over other means and methods for forming interaction between employees participating in the implementation of the goal.

Interaction between a manager and a subordinate when implementing this technology can only occur if the impact affects the needs and interests of both the manager and the subordinate. All other options lead to resistance from the subordinate.

This technology is effectively implemented in large and medium-sized organizations in small regions (cities, towns, etc.), where the organization’s activities significantly affect the municipal infrastructure.

The number of personnel involved in this technology is not limited. The main function performed by managers is planning and organizing interaction between participants in the labor process; a positive result is guaranteed.

Example:

Creation of an enterprise in cities and towns with developed textile industry, where one large organization gives birth to a number of smaller service enterprises.

Opening of a new city library in a place where there is no public transport

Control technology through constant checks and instructionsis based on the priority of control and strict personnel management over other means and methods for forming interaction between employees participating in the implementation of the goal. Control and strict management are justified by the fact that in this case a person better realizes his needs for self-expression, self-display, stability and order.

This technology is effectively implemented in small organizations in which the authority and professionalism of the manager is beyond doubt, especially in new knowledge-intensive organizations, educational institutions or in enterprises where consultant-managers work on a contractual basis.

Example:

1. Conducting testing, certification, exams, testing the knowledge of students by the teacher.

Choreography for the play. In this case, the group leader (choreographer) is the authority who regulates and controls every movement of the dancer (actor).

Control technology in exceptional casesis based on the priority of the professionalism of performers or proven and well-executed production technology over other means and methods for the successful completion of assigned or selected tasks.

This technology is effectively implemented in small organizations that work either using strictly regulated technology or in organizations with a trust (functional) management structure.

In this structure, the manager exercises linear influence in all areas production process in administrative functions, and in economic, technological and other functions, provides the required assistance to subordinates and colleagues. The leader is in a situation: an equal among equals. The contractor can also transfer part of his work to a lower level and act in relation to him as a line manager and as an adviser.

Example:

1. The accountant fulfills the instructions of the chief accountant to prepare and submit reports to the director of the enterprise.

Instruction from the teacher to the student to carry out public lesson.

Control technology based on “artificial intelligence”is based on the priority of proven practice, statistics and modern economic and mathematical methods, implemented in the form of knowledge bases or databases using modern information computer technologies.

This technology is especially effective for any organizations with a large volume of standard complex procedures.

Example:

Filtering email using a computer. In this case, the most important letters are first submitted for consideration to the head of the enterprise.

Maintaining logs of student progress in universities.

Management technology based on the activation of personnel activitiesis based on the priority of incentives and rewards for the employee over other means and methods for the successful completion of assigned or selected tasks. It is mainly effective when manual production, when labor productivity and quality of products are mainly determined by the mood, psychology and health of the employee, as well as the socio-psychological climate in the team. The number of employees is unlimited. Technology requires a system for monitoring the effect of incentives and rewards on the activities of each employee or team.

This technology influences the satisfaction of the needs and interests of employees not directly from the manager, as in management technology based on needs and interests, but through the decisions of the employee himself. Technology requires high level vocational training HR specialists.

Example:

Incentivizing an employee by giving him a responsible task or paying remuneration in cash and (or) commodity forms.

Writing essays, independent study of educational literature as a student’s motivation to receive automatic final grades for the semester (year).

List of used literature

1.Abryutina M.S., Grachev A.V. Analysis of the financial and economic activities of the enterprise. - M.: Publishing House “Business and Service”, 2010. - 256 p.

2.Baldin K.V., Vorobiev S.N., Utkin V.B. Management decisions: Textbook. - M.: Dashkov and K, 2007. - 496 p.

.Batrick R. Techniques for making effective management decisions: Textbook. - 2nd ed. - St. Petersburg: Peter, 2010. - 416 p.

.Vertakova Yu.V., Kozyeva I.A., Kuzbozhev E.N. Management decisions: Tutorial. - M.: KnoRus, 2009. - 352 p.

.Vertakova Yu.V. Management decisions: development and choice: Textbook. - M.: KNORUS, 2010. - 422 p.

.Garkusha N.M. Models and methods of decision making in analysis and audit: Textbook / Ed. N.M. Garkushi, O.V. Tsukanova, O.O. Goroshanskaya. - 2nd ed. - K.: Knowledge, 2012. - 591 p.

.Golubkov E.P. Technology of management decision making: Textbook. - M.: Delo, 2010. - 544 p.

.Zlobina N.V. Management decisions: Textbook. - Tambov: TSTU, 2007. - 80 p.

.Kokoreva T.A. System analysis decision-making procedures. - M.: Timber Industry, 2009. - 290 p.

.Litvak B.G. Development of management decisions: Textbook. - 3rd ed. - M.: Delo, 2011. - 288 p.

.Litvak B.G. Development of a management solution. - 4th ed., rev. - M.: Delo, 2012. - 392 p.

.Mashchenko V.E. Systemic corporate governance: Tutorial. - M.: Sirin, 2013. - 251 p.

.Raizberg B.A., Lozovsky L.Sh., Starodubtseva E.B. Modern economic dictionary. - 5th ed., revised. and additional - M.: INFRA-M, 2007. - 495 p.

.Smirnov E.A. Development of management decisions: Textbook. - 2nd ed., add. - M.: 2012. - 271 p.

.Smorchkov A.V. Development of management decisions: Textbook. - Part 2. - Bryansk: BSTU, 2011. - 44 p.

.Travin V. Preparation and implementation of management decisions: Textbook. - M.: Delo, 2008. - 80 p.

.Fatkhutdinov R.A. Management decisions: Textbook. - 5th ed. - M.: INFRA-M, 2008. - 314 p.

.Shemetov P.V., Radionov V.V., Cherednikova L.E., Petukhova S.V. Management decisions: Textbook. - 2nd ed., add. and revision - M.: Omega-L, 2012. - 400 p.

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The main properties of a management decision are that it (Fig. 1.4):

• 1) always aimed at solving the problem;
• 2) has the power to concentrate efforts on solving a problem. This is exactly how it is perceived by the staff. Even if it is aimed, say, at eliminating a unit or dividing it into several units, it requires concentration of effort on this action. The solution is the quantum of effort leading to change;
• 3) relieves or reduces tension in people’s activities. It answers the question: “What to do?”;
• 4) is organizational factor joint activities, bears order and responsibility.

Rice. 1.4.

The basic requirements for management decisions are presented in Fig. 1.5.

Rice. 1.5.

The purposefulness of the decision, compliance with its goal. Each decision must be specific and clear regarding the purpose of management. The goal answers the question: why is the decision made, what is its significance in the development of the organization, how does it lead to achieving the goal? The goal, as stated earlier, systematizes management decisions.

Addressability. This characteristic (property) answers the question: who is it intended for, who, what links in the management system are the object of influence, who implements the decision and is responsible for its implementation?

Organizational clarity. The decision carries a certain organizational potential, sometimes it changes the organization of activities. At the same time, there should not be, and sometimes this happens, elements of disorganization. Let us remember the formula: “The road to hell is paved with good intentions.” Does this formula occur in the implementation of some management decisions?

Specificity. Vague, half-hearted solutions that have not been worked out on the problem and situation, general ones (such as “strengthen, multiply, pay attention”) cannot be effective.

Timeliness. As a rule, decisions are made when the situation and problem become clear. But the processes in which these problems are observed can become irreversible if the appropriate decision is not made in time. But what does “on time” mean and how is timeliness defined and measured? The maturity of the problem, the highest severity of its manifestation, the possibilities of solving it in a given situation. All this can be established during the analysis process. But a timely solution is not only a solution at the peak of the problem, at the maximum level of risk of irreversibility. Timeliness differs from prematureness in that it takes into account not only the state of the problem, but also the conditions and possibilities for its solution. Clearly there is a range of success along the impact trajectory various types management decisions, i.e. cluster of timeliness of management decisions.

Authority. This requirement reflects the perception of the decision by the organization (performer, group, socio-economic system, etc.) from the standpoint of performance, importance, and responsibility. After all, management decisions are made not only by the manager, but also by the staff. And here it is important what powers are behind the management decision, how “strong” these powers are. Of course, the decision can be of an informal type, but it must also be authoritative, only here the role of authority is played by the authority of the leader, this is a kind of “informal authority”.

Feasibility. It means the availability or provision of the necessary resources, taking into account the situation or the competent capabilities of the personnel. Practice shows that decisions may not be enforceable or may only be partially implemented. The decisions reflect the possible or only the desirable. Often decisions can hide the manager's hidden intentions. For example, you can give a performer a obviously impossible task (decision) in order to check his attitude to the matter or to obtain an additional “argument” of his incompetence. This technique is sometimes used.

Controllability. Each decision must include the possibility of monitoring its implementation. It depends on other characteristics - specificity, targeting, etc., but at the same time it can be a separate subject of analysis and evaluation. There are decisions in practice that are difficult to control or that do not involve control.

Resource intensity. It's hard to overestimate her. Different solutions require different resources (time, information, human, economic, technical, etc.) and in different quantities and proportions.

Functional certainty. Any decision is implemented within the framework of certain management functions, therefore, as a characteristic of a management decision, one can also name the functions that it covers, how it “fits” the functional structure of the management system, and whether it carries certainty regarding the answers to these questions. After all, it is possible that there is no function in the control system to implement the solution. Then methodological and organizational difficulties arise, because management decisions are the main element of every management function: planning, organization, coordination, motivation and control, since their implementation also requires decision making.

Validity. When developing it, such a period must be calculated. It can also be presented in the form of a phased implementation of the solution, when each stage provides for a certain duration.

Responsibility system. In general, there is a constant system of distribution of responsibility. A management decision may either fit into it or require some adjustment or addition. It all depends on the type of decision, its importance, nature and content. This characteristic also makes it possible to evaluate the solution.

Technology of development and practical implementation. This is an assessment of how the technological scheme of a management decision fits into the overall management technology and how rational it is according to the criteria of the sequence of operations, time savings, use of methods, technical means, etc.

Argumentation. It reveals the necessity and usefulness of the solution, shows its timeliness and peculiarity, and also contributes to better perception and awareness of the solution by staff. The argumentation carries a charge of staff activity. It is easier to implement a decision if it is clear why it was developed, if its meaning and purpose are clear.

Formulation. The formulation of the solution reflects the energy of the activity, the approach to the problem, and the attitude towards the staff. After all, a decision is, among other things, a psychological act.

The basic properties and basic requirements for making management decisions must be taken into account when developing and implementing management decisions.

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