Conditions and factors for the quality of management decisions briefly. Course work conditions and factors of quality of management decisions. Organizational and legal characteristics of Oliris LLC

Parameters of the quality of management decisions and conditions for their provision.

Introduction

Decision making is the main part of the work of managers at any level of any enterprise. Therefore, understanding all the intricacies of the decision-making process in various conditions, knowledge and application of various methods and models of decision-making plays a significant role in increasing the efficiency of management personnel.

In the management process, managers have to make a large number of decisions at the stages of planning, organizing, motivating, controlling and coordinating. Management decisions are always associated with the need to influence the control object in order to bring it to the desired state.

A manager must master the technologies for developing, making and implementing management decisions, without which effective management of an organization in modern conditions is impossible. Since every decision is a projection into the future, it contains an element of uncertainty and risk. An effective decision can only be made with a correct assessment of all losses and gains.

A modern organization is distinguished by a significant scale of management activities. The process of making management decisions is accompanied by modern communication and intellectual technologies, which require a high level of professionalism from the manager.

The purpose of the work is to identify various factors that can significantly influence the more effective management decisions of managers in order to achieve stable activity.

1. Conditions for the quality of management decisions.

The choice of management decision is ambiguous and largely depends on the influence of various factors on this process. The range of influence factors is quite wide. Let's consider some of the most important factors that influence the process of making management decisions and their effectiveness.

Personal assessments of the leader. Subjectivity of personal assessments is inevitable when ranking or prioritizing in the decision-making process. The basis for the formation of all management decisions is the value system of the decision maker (decision maker). The value system determines his actions and influences the choice of decision. Each person has his own value system, which determines his actions and influences his decisions. For example, in the process of making a management decision, a manager may choose an alternative that ensures compliance with social and ethical standards, but requires a lot of time.

A decision-making environment that may be characterized by conditions of certainty. In conditions of certainty, relatively few organizational and management decisions are made. However, they do occur. Situations with a high level of certainty are called deterministic.

Decisions made under risk conditions are those whose outcomes are uncertain, but the probability of each outcome can be calculated. Probability is defined as the degree of possibility of a given event occurring and varies from 0 to 1. The sum of the probabilities of all alternatives must be equal to one. The most desirable way to determine probability is objectivity. Probability is objective when it can be determined using mathematical methods or through statistical analysis of accumulated experience.

The conditions of uncertainty in which management decisions are made are characterized by the fact that it is not possible to accurately assess the likelihood of potential results. As a rule, such a situation arises under the influence and need to take into account a large number of various complex and unexplored factors about which it is impossible to obtain sufficient relevant information. As a result, it is impossible to predict with sufficient confidence the likelihood of a particular outcome. Dynamic areas of activity, such as knowledge-intensive, socio-economic, socio-political, are characterized by the uncertainty of some decisions that have to be made in a rapidly changing environment. In conditions of uncertainty, a manager, as a rule, uses one of two approaches. He can use experience and additional relevant information to analyze a problem and assign subjective or perceived probability to a range of results. Another approach is used in conditions of lack of time to search for information or lack of funds to acquire it. It consists of making assumptions about the likelihood of events based on past experience, logic and intuition.

Cultural differences as a decision-making factor reflect the cultural (national) characteristics of the management system. For example, a country may use a soft or tougher approach to the development and implementation of management decisions, or apply approaches that lean towards individualism (USA) or, conversely, towards national collectivism (Japan).

Information restrictions. To make a decision, it is necessary to have sufficient, optimal or complete information. Collecting and processing information involves labor, time and money, regardless of how and where this information is collected. Therefore, it is necessary from the very beginning to initially evaluate the costs of obtaining information and the benefits of the decision made.

According to Norbert Wiener's definition, information is data that reduces uncertainty in knowledge about the control object, the environment. All available information on the nature of the reflection of the properties of an object can be classified into the following three types:

Subconscious information - is formed on the basis of the experience of previous generations, one’s own experience and knowledge gained in the learning process, etc. With the help of imagination, this information is transformed into a more or less formalized qualitative or quantitative result of the forecast. This approach is used in expert forecasting. As a result, a qualitative (worse-better; more-less, etc.) or quantitative forecast or plan can be obtained;

Subject information - is formed by describing the process or state of an object. A subject description of a forecasting object allows one to obtain the forecast result using formal methods of mathematical logic and propositional logic. The forecasting result can only be qualitative;

Formal statistical data is obtained at the stage of object analysis in the process of developing a management decision. They allow you to develop and test statistical hypotheses about the adequacy of forecast models that are used to obtain forecasts. The result of forecasting and planning based on these data are quantitative estimates.

When making decisions, all of the above types of information are used. The degree of awareness about an object is determined both by the absolute amount of information of each type and by the ratio of these types of information. The high importance of information resources is manifested at all stages of making and implementing management decisions.

Temporary restrictions. It is known that over time the situation can change, sometimes dramatically, and then the selected decision-making criteria become irrelevant. Therefore, decisions should be made and executed while the information and assumptions on which the decisions are based are not outdated and reflect the actual state of affairs, which is quite difficult to implement in practice, since the time between making a decision and taking action is long. Given the time factor, managers are sometimes forced to rely on logical considerations or even intuition, when under normal circumstances they would prefer rational analysis.

Equally dangerous can be the possibility of a decision being ahead of its time. Many companies have invested millions of dollars in new projects, hoping to get ahead of competitors in the market, only to find that those who were late and decided to wait were the winners.

Behavioral restrictions. Due to the characteristics of personality psychology and character, managers assess the significance of the problem, limitations and alternative options differently. Such a difference in assessments often gives rise to conflicts and disagreements during the development and adoption of management decisions, and can also have a decisive influence on the choice of solution. A manager’s feeling of sympathy or antipathy for an employee can radically influence a decision, for example, to fire an employee.

Interrelation of decisions. A gain from a management decision in one area may entail a significant loss in another. For example, a manager’s decision to automate production, in particular the introduction of automatic lines, usually involves the release of jobs and, consequently, the dismissal of workers. At the same time, the manager must choose those solutions that provide greater benefits. The ability to see how decisions fit and interact within a management system becomes increasingly important as one moves to higher levels of government.

Parameters of the quality of management decisions and conditions for their provision.

Introduction

The purpose of the work is to identify various factors that can significantly influence the more effective management decisions of managers in order to achieve stable activity.

1. Conditions for the quality of management decisions.

Complexity factor. The complexity of execution (implementation) of the decision made depends on the extent to which various areas of the company’s activities are covered when implementing the decision. The more complex the solution, the wider the range of areas covered (material and technical, personnel, organizational and economic, marketing, financial, etc.). The more areas of work and the more people (personnel) involved in the implementation, the more difficult and expensive the implementation of solutions.

Prospects for the solution. Since any solution option, along with positive ones, does not exclude negative consequences, it is necessary that the positive ones prevail and contribute to the development of the company, its reaching a higher level.

Factor of financial investments and analysis of financial investments. When choosing solutions related to radical innovations, as a rule, significant financial investments and funds are required. They can be their own and (or) borrowed. It is important to monitor and analyze the ratio of own and credit funds so as not to become heavily dependent on external sources of financing.

Economic feasibility of decision making. This factor is associated with the assessment of costs and economic effect, economic benefits and involves an analysis of the ratio of benefits and costs.

The degree of risk associated with the consequences of implementing the decision. This factor requires the use of various risk assessment techniques (financial, economic, etc.); Accordingly, the manager must have the skills to perform such an analysis.

1.1. Basic conditions for ensuring high quality and efficiency of management decisions.

The main conditions for ensuring high quality and efficiency of management decisions include:

· application of scientific management approaches to the development of management solutions;

· studying the influence of economic laws on the effectiveness of management decisions;

· providing the decision maker with high-quality information characterizing the parameters of “output”, “input”, “external environment” and “process” of the solution development system;

· application of methods of functional cost analysis, forecasting, modeling and economic justification for each
solutions;

· structuring the problem and building a tree of goals;

· ensuring comparability (comparability) of solution options;

· ensuring multiple solutions;

· legal validity of the decision;

· automation of the process of collecting and processing information, the process of developing and implementing solutions;

· development and operation of a system of responsibility and motivation for high-quality and effective solutions;

· presence of a mechanism for implementing the solution.

It is quite difficult to fulfill the listed conditions for improving the quality and efficiency of management decisions, and it is expensive. We can talk about fulfilling the full set of the listed conditions only for rational management decisions on expensive objects (projects). At the same time, competition objectively forces each investor to improve the quality and efficiency of management decisions. Therefore, there is currently a tendency to increase the number of conditions taken into account for improving the quality and efficiency of decisions based on automation of the management system.

As noted earlier, one of the conditions for increasing the quality and efficiency of management decisions is to ensure multivariate solutions, that is, at least three organizational and technical options for performing the same function to achieve the goal should be worked out.

For example, two metal sheets can be connected using the following technological methods: welding, soldering, gluing, rivets, bolting, etc. The specialist’s task is to select a connection that would perform the required functions efficiently and at the same time with minimal costs for developing the problem, manufacturing and operating designs. However, it is almost impossible to implement different technical solutions with absolutely the same level of quality. Therefore, when comparing the effectiveness of options for solving a problem, it is imperative to bring them into a comparable form in terms of quality level.

Alternative management decisions should be presented in a comparable form based on the following factors:

Time factor (time to complete projects or investments
investments);

Object quality factor;

Factor of scale (volume) of production of an object;

Factor of development of an object in production;

Method of obtaining information for making management decisions
solutions;

Conditions of use (operation) of the object;

Inflation factor;

Factor of risk and uncertainty.

The comparability of alternative options for the listed eight factors is ensured, as a rule, when justifying technical, organizational or economic measures aimed at improving particular indicators of the target subsystem of the management system (indicators of product quality and resource intensity, organizational and technical level of production, level of social development of the team, environmental problems ), as well as the development of supporting, managed or control subsystems, improving connections with the external environment of the system.

In each specific case, alternative management decisions may not differ in all factors. The task of a specialist, manager or decision maker is to conduct a comprehensive analysis of specific situations in order to ensure comparability on the maximum number of factors. The fewer factors taken into account, the less accurate the investment efficiency forecast.

Basic rules for ensuring the comparability of alternative management decisions:

The number of alternatives must be at least
three;

As a basic solution, the decision should be made
the most recent solution. The remaining alternative options are reduced to the base one using correction factors;

The formation of alternative options should be carried out on the basis of conditions for ensuring high quality and efficiency of management decisions;

To reduce time, improve solution quality and reduce costs, it is recommended to use coding methods more widely
and modern technical means of information support
decision making process.

2. Factors of quality of management decisions.

Factors influencing the quality of management decisions. The quality of a management decision largely determines the final result and depends on a number of factors:

The quality of the source information, determined by its reliability, sufficiency, protection from interference and errors, form of presentation (it is known that the accuracy of the calculation results cannot be higher than the accuracy used to calculate the information);

The optimal or rational nature of the decision being made;

Timeliness of decisions made, determined by the speed of their development, adoption, transfer and organization of execution;

Compliance of decisions made with the current management mechanism and management methods based on it;

Qualifications of personnel involved in developing, making decisions and organizing their execution;

Readiness of the managed system to execute decisions made.

Requirements for management decisions. In order to be effective, i.e. to achieve certain goals, the solution must satisfy a number of requirements:

Unity of goals - consistency of the solution to previously set goals. To do this, the problem must be structured and a tree of goals must be constructed;

To achieve scientific validity and eligibility, it is necessary to ensure:

Application of scientific management approaches to the development of solutions;

Studying the influence of economic laws on the effectiveness of a decision;

Application of methods of functional cost analysis, forecasting, modeling and economic justification for each decision;

Clarity of wording - focus on a specific performer;

Brief wording of the decision made - fulfilling this requirement increases the specificity and effectiveness of decisions and contributes to a better understanding of the task by the performer;

Flexibility - the existence of an algorithm for achieving a goal when external or internal conditions change, descriptions of the states of the control object, the external environment, under which the implementation of the decision must be suspended and the development of a new solution must begin;

Timeliness and efficiency of decision making, increasing the value of the decision made;

Objectivity - Managers should not ignore actual conditions or actual state of affairs when developing decision options.

To do this, it is necessary: to obtain high-quality information characterizing the solution development system; ensure comparability (comparability) of solution options; provide multiple solutions; achieve legal validity of the decision; the possibility of verification and control, the lack of real control measures, especially when this is known at the stage of decision development, can make all other work on preparing and making decisions meaningless; automation of the process of collecting and processing information, the process of developing and implementing solutions - the use of computer technology, which significantly reduces the time for developing a solution and increases its validity; responsibility and motivation when making high-quality and effective decisions; the presence of an implementation mechanism - the content of the decision should include sections covering organization, stimulation, control in the implementation of decisions.

Thus, to be of high quality, a control solution must be resistant in efficiency to possible errors in determining the initial data (robust) and flexible - provide for changes in goals and algorithms for achieving goals. Otherwise, minor deviations in the initial data, which can arise at any time and for various reasons, will make an effective management decision ineffective.

3. Goals and criteria for evaluating management decisions.

The goal is the ideal result of activity in the future. Let us agree to call the goal of a decision those specific results that are expected to be obtained after the implementation of this decision under certain conditions and a fixed period of time. In this case, the goal always lies outside the system. It reflects the reaction of the environment to the system. The quality of the goal determines the success or failure of the organizational-production system.

Let us list the known requirements for the goal. The goal should be:

Unambiguously formulated and understandable to performers;

Measurable, feedback can be used for this;

Realistic and achievable within the established time frame;

It is connected with the reward system, since the goal must motivate the performer’s actions in the direction necessary to achieve it;

Compatible with the goals of individual groups of performers;

Formalizing goals is a very complex process. There are no formal methods for synthesizing goals, but it should be remembered that the formulation of goals is heuristic.

The main goal for commercial organizations is to maximize profits. In this case, additional limiting requirements may be formulated, for example, ensuring safety, preventing damage, etc.

There are three types of organizational goals:

1. official goals - determine the general purpose of the organization, are declared in the charter or regulations of the organization, and are also stated publicly by the leader. They explain the need for an organization for society, have an external focus and perform an important protective function, creating an appropriate image for the organization;

2. operational goals - determine what the organization actually does in the current period, and may not completely coincide with official goals for a specific period. Such goals have an internal focus and are designed to mobilize the organization's resources; the form of their expression can be a work plan;

3. operational goals - guide the activities of specific employees and allow them to evaluate their work. They are even more specific and measurable than operational ones; such goals are formulated in the form of specific tasks for individual groups and performers.

Another classification of goals is possible:

strategic goals; goals of a specific business program; long-term goals; current goals; operational goals.

Goals become a management tool when they are defined or formulated, known to the staff, and accepted by employees for execution.

Formalization of goals takes place when forming a criterion for assessing the effectiveness of the system. The complexity of systems has given rise to various definitions of the criterion. The criterion is defined as a quantitative reflection of the degree to which the system achieves its goals. However, in management it is more convenient to consider this term as follows: a criterion is a rule for selecting a preferred solution from a number of alternative ones. In accordance with the predicted efficiency, the following solution options can be distinguished:

Ineffective, not allowing to solve the problem;

Rational, allowing to solve the problem;

Optimal solution options are options that allow you to solve the problem in the best way in the sense defined by the criterion or to build the best system in the sense defined by the criterion.

When comparing options for management decisions in the absence of a given criterion for a multi-parameter system, other principles are used.

The Pareto principle, according to which the quality of a solution (operation or system) is improved until all parameters of the effect are improved.

The von Neumann-Morgenstern principle, according to which a good solution is a solution that has external and internal stability of efficiency parameters. The internal stability of a set of efficiency parameters is achieved by their incomparability; external stability is achieved when an option that is not included in the set of good solutions corresponds to a more preferable one, which is included in the option recognized as good.

It can be argued that the set of good solutions is a collection of incomparable solutions, each of which cannot be improved. It is only possible for one or another unformalized reasons to give preference to one of the options.

The quality of a management decision is a set of solution parameters that satisfy a specific customer and ensure the reality of its implementation.

The components of the “black box” systematic approach to decision making are presented in the figure

Let's consider the contents of the components shown in the “black box” figure.

The “input” of the system is characterized by the parameters of the problem that need to be solved for specific markets (consumer requirements, segmentation results, quality of the object, sales volumes, delivery times, prices, etc.).

The “output” of the system is a solution, expressed quantitatively or qualitatively, having a certain degree of adequacy and probability of implementation, the degree of risk of achieving the planned result.

The components of the “external environment” of the system include factors of the macro- and microenvironment of the company, the infrastructure of the region, influencing the quality of the management decision. These factors include international integration, the political situation in the country, the economy, technical condition, socio-demographic, natural-climatic, cultural and other factors of the country, regional infrastructure factors (market infrastructure, environmental monitoring, social infrastructure, industry, transport, communications etc.), factors characterizing the specific connections of the company (decision maker) with other companies, organizations, intermediaries, competitors, etc.

Feedback characterizes various information coming from consumers to the person who made the decision (to the “process”), or to the person from whom information was received to solve the problem (“input”). The receipt of feedback information may be associated with a low-quality solution, additional consumer demands for clarification or improvement of the solution, the emergence of innovations and other factors.

The decision-making process includes the following operations: preparation for work; identifying the problem and formulating goals; search for information; its processing; identification of resource provision opportunities; ranking of goals; formulation of tasks; preparation of necessary documents; implementation of tasks.

Thus, the application of a systematic approach to the process of making management decisions allows us to determine the structure of the problem, the system for solving it, the interconnections of the system components and the order of their improvement.

In order to save time and money on developing a management solution, the following order of improvement (formation, development) of the components of the “black box” is recommended (see Fig. 1).

First, we need to clearly formulate what we should get, what parameters the solution should have.

4. Parameters of the quality of management decisions.

The quality parameters of a management decision include:

· entropy indicator, i.e. quantitative uncertainty of the problem. If the problem is formulated only qualitatively, without quantitative indicators, then the entropy indicator approaches zero.
If all indicators of a problem are expressed quantitatively, the indicator
entropy approaches unity;

· degree of investment risk;

· probability of implementation of the decision in terms of quality, costs and timing;

· the degree of adequacy (or degree of forecast accuracy, approximation coefficient) of a theoretical model to the actual data on the basis of which it was developed.

After preliminary regulation of the parameters of the quality of a management decision and its effectiveness (a limit is set, the minimum acceptable efficiency for which it is worth taking up the solution to the problem), environmental factors influencing the quality and effectiveness of the decision are analyzed. Then the “input” parameters of the system are analyzed and measures are taken to improve them and improve the quality of incoming information.

After clarifying the “output” requirements, clarifying the “external environment” factors affecting the quality and efficiency of the solution, and working out the “input” of the system, it is necessary to model the decision-making technology, analyze the process parameters, take measures to improve them and begin directly developing the solution. If the quality of the “input” is assessed as “satisfactory”, then at any level of quality of the “process” in the system, the quality of the “output”, i.e. the quality of the solution will be “satisfactory”.

Conclusion.

In management, when developing strategies, rational decisions are made based on the study of the economic laws of the functioning of market relations, the laws of the organization, and on the application of scientific approaches in the analysis, forecasting and economic justification of strategic decisions.

Alternative solutions should be explored
comparable view based on 8 factors: quality, scale,
mastery of the object in production, method of obtaining
information, conditions of use of the object, inflation, risk and
uncertainty.

When developing strategic decisions, the mechanisms of manifestation of the law of demand, the law of supply, the law of dependence between supply and
demand, the law of increasing additional costs, the law
diminishing returns, law of economic relationship
costs in the spheres of production and consumption, the law of effect
scale of production, law of economy of time, law
competition.

The quality of a strategic decision will increase if there are
the following laws of organization are taken into account: composition,

proportionality, smallest, ontogeny, synergy, orderliness, unity of analysis and synthesis, self-preservation.

The application of scientific approaches to the development of a strategic solution is mandatory.

Selection of methods for analysis, forecasting and economic justification of factors for improving quality and
effectiveness of strategic management decisions
determined by the complexity, features and cost of the object.
It should be remembered that the future is being formed today. "Saving"
on the quality of a strategic management decision can lead to losses in the future, hundreds or even thousands of times
exceeding previously achieved savings.

Bibliography.

1. Vertakova Yu.V., Kozyeva I.A... Kuzbozhev E.N. Management decisions: development and choice. Tutorial. - M.. KNORUS. 2005 352 p.

2. Vikhansky O., Naumov A. Management: Textbook. - 3rd ed. - M.: Economist,
2004.- 528 s

3. Gerchikova I. N. Management. - M., 2006. 480 p.

4. Glushchenko V.V., Glushenko I.I. Development of management decisions: textbook, manual. - Zheleznodorozhny, 2004. 400 p.

5. Larichev O. I. Theory and methods of decision making: textbook. - M.: Logos, 2002. 296 p.

6. Titarenko B.P. Project management for managers: a textbook. - M: MGEI, 2006. 32 p.

7. Fatkhutdinov R. A. Development of management decisions: textbook, manual. - M.. 2006. 272 p.

Decision making is inherent in any type of activity, and the performance of one person, a group of people or the entire people of a certain state may depend on it. From an economic and managerial point of view, decision making should be considered as a factor in increasing production efficiency. Production efficiency, naturally, in each specific case depends on the quality of the decision made by the manager.

Introduction
The essence and role of management decisions……………………………3
Quality of management decisions…………………………………….5
Factors of quality of management decisions…………………………..7
Conditions for ensuring the quality of management decisions………………10
Conclusion…………………………………………………………….14
Tests………………………………………………………………………………...15
Literature……………

The work contains 1 file

Ministry of Education and Science

branch

State educational institution

higher professional education-

All-Russian Correspondence Institute of Finance and Economics

in Tula.

TEST

in the discipline "Management Decisions"

topic: “Conditions and factors for the quality of management decisions”

Option 3

Completed by a 4th year student

Faculty of M and M

Specialty MO 4th year

Day group

Record book number 07mmd13084

Reznichenko A.P.

Checked:

Romanovskaya N.N.

Tula 2011

Content.

Introduction

The essence and role of management decisions……………………………3
Quality of management decisions…………………………………….5
Factors of quality of management decisions…………………………..7
Conditions for ensuring the quality of management decisions………………10
Conclusion…………………………………………………………….14
Tests………………………………………………………………………………… …...15
Literature……………………………………………………………..16

Introduction

Decision making is a systematized process. Decision making is an integral part of the management process, the center around which the life of the organization revolves. Many years of decision-making experience boiled down only to the manager’s intuitive reliance on his experience. But the responsibility for making organizational decisions is great, because the fate of the organization itself and its individual members may depend on an individual decision in an organization. A manager who makes certain management decisions must combine certain qualities: the art of analyzing situations, deep professional knowledge, techniques and methods of decision-making, professional skills in working with people.

In modern conditions, the most pressing issue is the formation of such solutions that would be the most effective. For this purpose, methodological recommendations are being developed for the formation of both effective decisions and the general concept of making management decisions under modern economic conditions.

1. The essence and role of management decisions

A decision is the result of a choice from a variety of options, alternatives and represents a guide to action based on a developed project or work plan.

A management decision is the result of a manager’s specific management activities. Decision making is the basis of management.

The purpose of such a decision is to ensure movement towards the tasks assigned to it. Therefore, the most effective management decision will be the choice that will actually be implemented and will make the greatest contribution to achieving the final goal.

The decision can be considered as a product of managerial work, and its adoption as a process leading to the emergence of this product.
The solutions used in management are diverse. Different levels of management create many decisions. There are many different reasons and grounds for them, they apply to a wide variety of objects and regulate various social relations and relationships that arise in all spheres of the economy and public life.

From a functional point of view, a management decision represents both the process of selecting acceptable activities from a given set, and the process of developing activities that were not previously specified. In addition, the decision-making process includes the collection and processing of necessary information, coordination and approval of activities, legal registration of the decision act, etc.

Management decisions are always associated with changes in the organization; they are usually initiated by an official or relevant body who bears full responsibility for the consequences of controlled or implemented decisions. The boundaries of competence within which he makes decisions are clearly defined in the requirements of the formal structure. However, the number of persons involved in preparing the decision is significantly greater than the number of persons in power.

The preparation of management decisions in modern organizations is often separated from the function of making them and involves the work of a whole team of specialists. In the “classical” management theory, it is, as a rule, a function of headquarters services.

Management decision is a choice of alternative made by the manager within the framework of his official powers and competence and aimed at achieving the goals of the organization .

In an expanded plan, management decision making is understood as the entire management process.

A management decision is a creative act of the subject of management aimed at eliminating problems that have arisen in the object of management.

2. Quality of management decisions

The experience of successful enterprises shows that achieving high efficiency is impossible without putting things in order in the area of enterprise management. A certain level of management system is required to ensure that decisions made are implemented on time and with proper quality. The quality of the results obtained is a consequence of the quality of the enterprise management system.

Making management decisions and improving their quality is an important problem.

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

Quality of management decision - a set of properties that a management decision has that meet, to one degree or another, the needs of successfully resolving the problem. For example, timeliness, targeting, specificity and, in general, efficiency.

The quality of management decisions should be understood as the degree of its compliance with the nature of the tasks being resolved in the functioning and development of production systems, the set of decision parameters that satisfy specific consumers and ensure the reality of its implementation. In other words, to what extent does SD ensure further development of the production system in market conditions?

3. Factors of quality of management decisions

Factors influencing the quality of management decisions. The quality of a management decision largely determines the final result and depends on a number of factors:

The optimal or rational nature of the decision being made;

Timeliness of decisions made, determined by the speed of their development, adoption, transfer and organization of execution;

Compliance of decisions made with the current management mechanism and management methods based on it;

Qualifications of personnel involved in developing, making decisions and organizing their execution;

Readiness of the managed system to execute decisions made.

Requirements for management decisions. In order to be effective, i.e. to achieve certain goals, the solution must satisfy a number of requirements:

Unity of goals - consistency of the solution to previously set goals. To do this, the problem must be structured and a tree of goals must be constructed;

Validity and competence - the reasoning and validity of the decision, as well as the compliance of the rights and responsibilities of the decision-making bodies. If possible, arguments should be formal in nature (contain statistical, economic and other data). To achieve scientific validity and eligibility, it is necessary to ensure:
- application of scientific management approaches to the development of solutions;
- study of the influence of economic laws on the effectiveness of the decision;
- application of methods of functional cost analysis, forecasting, modeling and economic justification for each decision.

Clarity of wording - focus on a specific performer;
brevity of the wording of the decision made - fulfilling this requirement increases the specificity and effectiveness of decisions and contributes to a better understanding of the task by the performer;
flexibility - the existence of an algorithm for achieving a goal when external or internal conditions change, descriptions of the states of the control object, the external environment, under which the implementation of the decision must be suspended and the development of a new solution must begin;
timeliness and efficiency of decision-making, increasing the value of the decision made;

Objectivity - Managers should not ignore actual conditions or actual state of affairs when developing decision options. To do this you need:
- obtain high-quality information characterizing the solution development system;
- ensure comparability (comparability) of solution options;
- provide multiple solutions;
- achieve legal validity of the decision;

The possibility of verification and control, the lack of real control measures, especially when this is known at the stage of decision development, can make all other work on preparing and making decisions meaningless;

Automation of the process of collecting and processing information, the process of developing and implementing solutions - the use of computer technology, which significantly reduces the time for developing a solution and increases its validity;

Responsibility and motivation when making high-quality and effective decisions;

Availability of an implementation mechanism - the content of the decision should include sections covering organization, stimulation, control during the implementation of decisions.

In addition, to be of high quality, a control solution must be resistant in efficiency to possible errors in determining the initial data (robust) and flexible - allow for changes in goals and algorithms for achieving goals. Otherwise, minor deviations in the initial data, which can arise at any time and for various reasons, will make an effective management decision ineffective.

4. Conditions for ensuring the quality of management decisions

Statistics show: up to 60% of management decisions are made not through rational calculation of alternatives, but under the influence of subjective factors. These data would not be so sad if they applied only to decisions whose significance is low, where the risk of error is measured in hundreds of dollars. However, research suggests otherwise. At the top level of management, where decisions can affect the fate of the business, irrational factors influence no less than at the lower levels of the organization. Excessive caution or risk-taking, increased ambition or passivity, the desire to make a career (on a winning project) or to be the best - these are the motives that can underlie strategic decisions. Companies seek to insure against such cases and introduce collegial procedures for discussing and making the most important and risky decisions for the business (“credit committee”, “pricing committee”, “new product committee”, etc.). However, as social psychology shows, subjectivism in this case may not only not fall, but even increase. Consider, for example, the phenomenon of “polarization” of positions: “if he is for, then I must be against in order to be noticed.”

It is impossible to completely avoid subjective factors when making decisions. However, their quality can be significantly improved through the introduction of special procedures and technologies.

The main parameters of the quality of management decisions include:

the degree of entropy of the problem, i.e. its quantitative uncertainty; When formulating a problem primarily in terms of qualitative characteristics, the degree of entropy approaches zero. If all indicators of the problem are expressed in quantitative terms, then the degree of entropy approaches one;
the level of risk of investing or using any resources;
an indicator of the likelihood of implementing a solution in terms of quality, costs and timing;
the degree of correspondence of a theoretical model to the actual data on the basis of which it was built, or the degree of accuracy of the forecast.

In the process of developing and making a management decision, it is very important to create conditions to ensure its high quality and efficiency. These conditions include:

Lyubov Ivanovna Lukicheva, Candidate of Economic Sciences, Professor of the Department of Economics and Management of the Moscow State Institute of Electronic Technology (Technical University).

The decision-making environment, which can be characterized by the following conditions:

certainty. In conditions of certainty, relatively few organizational and management decisions are made. However, they do occur. Situations with a high level of certainty are called deterministic;

risk. Decisions made under risk conditions are those whose outcomes are uncertain, but the probability of each outcome can be calculated. Probability is defined as the degree of possibility of a given event occurring and varies from 0 to 1. The sum of the probabilities of all alternatives must be equal to one. The most desirable way to determine probability is objectivity. Probability is objective when it can be determined using mathematical methods or through statistical analysis of accumulated experience.

uncertainty. The conditions of uncertainty in which management decisions are made are characterized by the fact that it is not possible to accurately assess the likelihood of potential results. As a rule, such a situation arises under the influence and need to take into account a large number of various complex and unexplored factors about which it is impossible to obtain sufficient relevant information. As a result, it is impossible to predict with sufficient confidence the likelihood of a particular outcome. Dynamic areas of activity, such as knowledge-intensive, socio-economic, socio-political, are characterized by the uncertainty of some decisions that have to be made in a rapidly changing environment. In conditions of uncertainty, a manager, as a rule, uses one of two approaches. He can use experience and additional relevant information to analyze a problem and assign subjective or perceived probability to a range of results. Another approach is used in conditions of lack of time to search for information or lack of funds to acquire it. It consists of making assumptions about the likelihood of events based on past experience, logic and intuition.

subconscious information - formed on the basis of the experience of previous generations, one’s own experience and knowledge gained in the learning process, etc. With the help of imagination, this information is transformed into a more or less formalized qualitative or quantitative result of the forecast. This approach is used in expert forecasting. As a result, a qualitative (worse-better; more-less, etc.) or quantitative forecast or plan can be obtained;

subject information - is formed by describing the process or state of an object. A subject description of a forecasting object allows one to obtain the forecast result using formal methods of mathematical logic and propositional logic. The forecasting result can only be qualitative;

formal statistical data - obtained at the stage of analyzing the object in the process of developing a management decision. They allow you to develop and test statistical hypotheses about the adequacy of forecast models that are used to obtain forecasts. The result of forecasting and planning based on these data are quantitative estimates.

Economic feasibility of decision making. This factor is associated with the assessment of costs and economic effect, economic benefits and involves an analysis of the ratio of benefits and costs.

Conditions and factors for the quality of management decisions

Factors influencing the quality of management decisions. The quality of a management decision largely determines the final result and depends on a number of factors:

the quality of the source information, determined by its reliability, sufficiency, protection from interference and errors, form of presentation (it is known that the accuracy of the calculation results cannot be higher than the accuracy used to calculate the information);

the optimal or rational nature of the decision being made;

timeliness of decisions made, determined by the speed of their development, adoption, transfer and organization of execution;

compliance of decisions made with the current management mechanism and management methods based on it;

qualifications of personnel involved in developing, making decisions and organizing their execution;

readiness of the managed system to execute decisions made.

Requirements for management decisions. In order to be effective, i.e. to achieve certain goals, the solution must satisfy a number of requirements:

unity of goals - consistency of the solution to previously set goals. To do this, the problem must be structured and a tree of goals must be constructed;

validity and competence - the reasoning and validity of the decision, as well as the compliance of the rights and responsibilities of the decision-making bodies. If possible, arguments should be formal in nature (contain statistical, economic and other data). To achieve scientific validity and eligibility, it is necessary to ensure:

Application of scientific management approaches to the development of solutions;

Studying the influence of economic laws on the effectiveness of a decision;

Application of methods of functional cost analysis, forecasting, modeling and economic justification for each decision.

clarity of formulation - focus on a specific performer;

brevity of the wording of the decision made - fulfilling this requirement increases the specificity and effectiveness of decisions and contributes to a better understanding of the task by the performer;

flexibility - the existence of an algorithm for achieving a goal when external or internal conditions change, descriptions of the states of the control object, the external environment, under which the implementation of the decision must be suspended and the development of a new solution must begin;

timeliness and efficiency of decision-making, increasing the value of the decision made;

objectivity - managers should not ignore actual conditions or actual state of affairs when developing decision options. To do this you need:

Obtain high-quality information characterizing the solution development system;

Ensure comparability (comparability) of solution options;

Ensure multiple solutions;

Achieve legal validity of the decision;

the possibility of verification and control, the lack of real control measures, especially when this is known at the stage of decision development, can make all other work on preparing and making decisions meaningless;

automation of the process of collecting and processing information, the process of developing and implementing solutions - the use of computer technology, which significantly reduces the time for developing a solution and increases its validity;

responsibility and motivation when making high-quality and effective decisions;

the presence of an implementation mechanism - the content of the decision should include sections covering organization, stimulation, control in the implementation of decisions.

Goals and criteria for evaluating management decisions. The goal is the ideal result of activity in the future. Let us agree to call the goal of a decision those specific results that are expected to be obtained after the implementation of this decision under certain conditions and a fixed period of time. In this case, the goal always lies outside the system. It reflects the reaction of the environment to the system. The quality of the goal determines the success or failure of the organizational-production system.

Let us list the known requirements for the goal. The goal should be:

unambiguously formulated and understandable to performers;

measurable, feedback can be used for this;

realistic and achievable within the established time frame;

connected with the reward system, since the goal must motivate the performer’s actions in the direction necessary to achieve it;

compatible with the goals of individual groups of performers;

formalizable. Formalizing goals is a very complex process. There are no formal methods for synthesizing goals, but it should be remembered that the formulation of goals is heuristic.

The main goal for commercial organizations is to maximize profits. In this case, additional limiting requirements may be formulated, for example, ensuring safety, preventing damage, etc.

There are three types of organizational goals:

official goals - determine the general purpose of the organization, are declared in the charter or regulations of the organization, and are also publicly stated by the leader. They explain the need for an organization for society, have an external focus and perform an important protective function, creating an appropriate image for the organization;

operational goals - determine what the organization actually does in the current period, and may not completely coincide with official goals for a specific period. Such goals have an internal focus and are designed to mobilize the organization's resources; the form of their expression can be a work plan;

operational goals - guide the activities of specific employees and allow them to evaluate their work. They are even more specific and measurable than operational ones; such goals are formulated in the form of specific tasks for individual groups and performers.

Another classification of goals is possible:

strategic goals;

goals of a specific business program;

long-term goals;

current goals;

operational goals.

Goals become a management tool when they are defined or formulated, known to the staff, and accepted by employees for execution.

ineffective, not allowing to solve the problem;

rational, allowing to solve the problem;

optimal solution options are options that allow you to solve the problem in the best way in the sense defined by the criterion or to build the best system in the sense defined by the criterion.

When comparing options for management decisions in the absence of a given criterion for a multi-parameter system, other principles are used:

the Pareto principle, according to which the quality of a solution (operation or system) is improved until all parameters of the effect are improved;

the von Neumann-Morgenstern principle, according to which a good solution is considered to be a solution that has external and internal stability of efficiency parameters. The internal stability of a set of efficiency parameters is achieved by their incomparability; external stability is achieved when an option that is not included in the set of good solutions corresponds to a more preferable one, which is included in the option recognized as good.

Bibliography

To prepare this work, materials were used from the site http://www.elitarium.ru/

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A) BASIC CONDITIONS FOR THE CORRECT TRANSMISSION OF WORDS INDICATING NATIONAL-SPECIFIC REALITIES

ADAPTATION AND BASIC WAYS OF ADAPTING LIVING ORGANISMS TO EXTREME ENVIRONMENTAL CONDITIONS

Administrative appeal against decisions of tax authorities.

Factors influencing the quality of management decisions. The quality of a management decision largely determines the final result and depends on a number of factors:

· the quality of the source information, determined by its reliability, sufficiency, protection from interference and errors, form of presentation (it is known that the accuracy of the calculation results cannot be higher than the accuracy used to calculate the information);

· optimal or rational nature of the decision being made;

· timeliness of decisions made, determined by the speed of their development, adoption, transfer and organization of execution;

· compliance of decisions made with the current management mechanism and management methods based on it;

· qualifications of personnel involved in developing, making decisions and organizing their execution;

· readiness of the managed system to execute decisions made.

Requirements for management decisions. In order to be effective, i.e. to achieve certain goals, the solution must satisfy a number of requirements:

· unity of purpose- consistency of the solution with previously set goals. To do this, the problem must be structured and a tree of goals must be constructed;

· validity and legality- reasoning and validity of the decision, as well as compliance with the rights and responsibilities of decision-making bodies. If possible, arguments should be formal in nature (contain statistical, economic and other data). To achieve scientific validity and eligibility, it is necessary to ensure:

Application of scientific management approaches to the development of solutions;
- study of the influence of economic laws on the effectiveness of the decision;
- application of methods of functional cost analysis, forecasting, modeling and economic justification for each decision.

· clarity of language- focus on a specific performer;

· brevity of wording decision made - fulfilling this requirement increases the specificity and effectiveness of decisions and contributes to better understanding of the task by the performer;

· flexibility- the existence of an algorithm for achieving the goal when external or internal conditions change, descriptions of the states of the control object, the external environment, under which the implementation of the decision should be suspended and the development of a new solution should begin;

· timeliness and efficiency making decisions that increase the value of the decision made;

· objectivity- managers should not ignore actual conditions or the actual state of affairs when developing decision options. To do this you need:

Obtain high-quality information characterizing the solution development system;
- ensure comparability (comparability) of solution options;
- provide multiple solutions;
- achieve legal validity of the decision;

· possibility of verification and control, the lack of real control measures, especially when this is known at the stage of developing decisions, can make all other work on preparing and making decisions meaningless;

· automation of the process of collecting and processing information, the process of developing and implementing solutions - the use of computer technology, which significantly reduces the time for developing a solution and increases its validity;

· responsibility and motivation when making a high-quality and effective decision;

· existence of an implementation mechanism- the content of the decision should include sections covering organization, stimulation, control during the implementation of decisions.

Goals and criteria for evaluating management decisions. The goal is the ideal result of activity in the future. The purpose of the decision Let us agree to name those specific results that are expected to be obtained after implementing this decision under certain conditions and a fixed period of time. In this case, the goal always lies outside the system. It reflects the reaction of the environment to the system. The quality of the goal determines the success or failure of the organizational-production system.

Let us list the known requirements for the goal. The goal should be:

· unambiguously formulated and understandable to performers;

· measurable, feedback can be used for this;

· realistic and achievable within the established time frame;

· connected with the reward system, since the goal must motivate the performer’s actions in the direction necessary to achieve it;

· compatible with the goals of individual groups of performers;

· formalizable. Formalizing goals is a very complex process. There are no formal methods for synthesizing goals, but it should be remembered that the formulation of goals is heuristic.

The main goal for commercial organizations is to maximize profits. In this case, additional limiting requirements may be formulated, for example, ensuring safety, preventing damage, etc.

There are three types of organizational goals:

1. official purposes- determine the general purpose of the organization, are declared in the charter or regulations of the organization, and are also declared publicly by the leader. They explain the need for an organization for society, have an external focus and perform an important protective function, creating an appropriate image for the organization;

2. operational goals- determine what the organization actually does in the current period, and may not completely coincide with official goals for a specific period. Such goals have an internal focus and are designed to mobilize the organization's resources; the form of their expression can be a work plan;

3. operational goals- direct the activities of specific employees and allow them to evaluate their work. They are even more specific and measurable than operational ones; such goals are formulated in the form of specific tasks for individual groups and performers.

Another classification of goals is possible:

· strategic goals;

· goals of a specific business program;

· long-term goals;

· current goals;

· operational goals.

Goals become a management tool when they are defined or formulated, known to the staff, and accepted by employees for execution.

Formalization of goals takes place when forming a criterion for assessing the effectiveness of the system. The complexity of systems has given rise to various definitions of the criterion. Criterion defined as a quantitative reflection of the degree to which the system achieves its goals. However, in management it is more convenient to consider this term as follows: a criterion is a rule for selecting a preferred solution from a number of alternative ones. In accordance with the predicted efficiency, the following solution options can be distinguished:

· ineffective, not allowing to solve the problem;

· rational, allowing to solve the problem;

· optimal solution options - options that allow you to solve the problem in the best way in the sense defined by the criterion or to build the best system in the sense defined by the criterion.

When comparing options for management decisions in the absence of a given criterion for a multi-parameter system, other principles are used:

· the Pareto principle, according to which the quality of a solution (operation or system) is improved until all parameters of the effect are improved;

· the von Neumann-Morgenstern principle, according to which a good solution is a solution that has external and internal stability of efficiency parameters. The internal stability of a set of efficiency parameters is achieved by their incomparability; external stability is achieved when an option that is not included in the set of good solutions corresponds to a more preferable one, which is included in the option recognized as good.

Management decision making

Management decision making is the most important activity performed by managers. When managers make decisions in the course of their duties, there is always an expectation of success. Managers are always rewarded in one form or another for making effective decisions, and they are inevitably criticized or even “punished” for making mistakes. An inevitable attribute of effective management is the success achieved in the field of decision-making. They are the most effective indicator of management skills and abilities. They are also the most significant contribution that any manager can make to any type of professional organization.

Given the importance of management decisions, it is useful to distinguish the decisions that are made in organizations from the many other decisions that can be made by anyone in an informal setting. What, for example, distinguishes the decisions made by managers in professional organizations from the decisions made by non-managers in any other field? What is the difference between the decisions that managers make in the course of carrying out their management responsibilities and the decisions that the same managers make in a completely different environment? And, finally, what distinguishes decisions legitimately made by some managers from similar decisions illegally made by other managers? In other words, what is the difference between decisions that we quite correctly consider to be management decisions from decisions that are incorrectly considered to be management decisions? How, for example, does a genuine management decision differ from a “false” management decision? How can you tell one from the other?