Tests

The social effectiveness of the management decision is manifested. Evaluation of the effectiveness of management and management decisions

The problem of choosing an alternative by a manager is one of the most important in modern science management, but it is equally important to take effective solution. For SD to be effective, a number of factors (Fig. 4.4):

1) adherence to a hierarchy in decision-making - delegation of decision-making authority closer to the level at which there is more necessary information and which is directly involved in the implementation of the decision. Contacts with subordinates who are more than one hierarchical level lower (higher) are not allowed;

2) use of targeted cross-functional groups in which the members who make up them are selected from various departments and levels of the organization;

3) use of direct (direct) horizontal links when making decisions. IN this case collection and processing of information is carried out without recourse to higher management. This approach facilitates decision making in more short time, increasing responsibility for the implementation of decisions made;

1) centralization of leadership in decision making . The decision-making process should be in the hands of one (common) manager. In this case, a hierarchy is formed in decision-making, i.e. each junior manager solves his problems (makes decisions) with his direct management, and not with higher management, bypassing his immediate superior.

As already noted, the choice of the best solution is carried out by sequentially evaluating each of the proposed alternatives. It is determined to what extent each solution option ensures the achievement of the ultimate goal of the organization. This determines its effectiveness, i.e. A solution is considered effective if it meets requirements arising from the situation being solved and the goals of the organization (Fig. 4.5):

First, the solution must be effective , i.e. ensure the achievement of the goal set by the organization to the fullest extent possible;

Second, the solution must be economical , those. ensure the achievement of the set goal at the lowest cost;

Thirdly, the solution must be timely . We are talking about the timeliness of not only decision-making, but also the achievement of goals. After all, when a problem is solved, events develop. It may happen that a great idea (alternative) becomes obsolete and loses its meaning in the future. She was good in the past;

Fourthly, the solution must be justified . The performers must be convinced that the decision is justified. In this regard, one should not confuse the factual validity and its perception by the performers, their understanding of the arguments that prompt the manager to make just such a decision;

Fifth, the solution must be realistic feasible , i.e. you can not make unrealistic, abstract decisions. Such solutions are frustrating and divisive and fundamentally inefficient. The decision made must be effective and correspond to the forces and means of the team that implements it.

In achieving the effectiveness of decisions, a special role is played by methods of bringing the decisions made to the executors. Bringing decisions to the executors usually begins with the division of the alternative into group and individual tasks and the selection of executors. As a result, each employee receives a specific task of his own, which is directly dependent on his official duties and a number of other objective and subjective factors.

It is believed that the ability to transfer tasks to performers is the main source of the effectiveness of the decision. In this regard, there are four main reasons for non-compliance with decisions:

1) the decision was not clearly formulated by the manager;

2) the decision was clearly and clearly formulated, but the performer did not understand it well;

3) the decision is clearly formulated, and the executor understood it well, but he did not have the necessary conditions and means for its implementation;

4) the decision was correctly formulated, the performer learned it and had all the necessary means to implement it, but he did not have an internal agreement with the solution proposed by the manager.

The contractor in this case may have his own, more effective, in his opinion, solution to this problem.

The foregoing indicates that the effectiveness of a solution depends not only on its optimality, but also on the form of communication to the performers (formulation of decisions and personal qualities of leaders and performers). The organization of the execution of the decisions made by the management of the organization as a specific activity of the manager assumes that he keeps the decisions in sight, finds a way to influence them, manages them. The command to “start implementing the decision” cannot be given before the manager is sure that all the links involved in the execution have correctly understood their tasks and have all the means to carry them out.

The main meaning of all work on bringing tasks to the executors is to build in the minds of the executors a certain image (technology) of future work on the implementation of SD. The initial impression of the future work is formed by the performer upon receipt and perception of the task. After that, the idea (task model) is refined, enriched by adapting it to the real and objective conditions of the internal and external environment. On this basis, the solution implementation technology is developed (an ideal model of the performer's activity to fulfill the manager's task).

It should be borne in mind that in order for the performer's activity model to be executed in accordance with the manager's initial idea, a number of requirements are imposed on it (the model) (Fig. 4.6).

completeness The decision model describes its compliance, on the one hand, with the manager's intention, his decision and the tasks set by him, and, on the other hand, with the content, structure and conditions of performing activities. The ideal option would be such a completeness of the model, in which it will be so expanded that even before the start of work, the performer can mentally imagine all the subtleties of the forthcoming activity.

Accuracy model is necessary, because if the task is set abstractly, in a general way, then it is not performed at all or is performed formally. The control system, in which the accuracy of the formation of operational decision models has not become a law, is essentially disintegrating.

Reflection depth characterizes operational model by presenting in it the whole dynamics of the forthcoming activity.

Stress resistance and the strength of the model implies the ability of the performer to clearly implement the action plan that has developed in his mind in any difficult situations.

Flexibility models - a criterion that, as it were, contradicts all of the listed requirements. Obviously, an absolutely rigid, unyielding image can be acceptable in frozen and unchanging structures, which do not and cannot exist in nature and society. The problem is to choose the optimal balance between stability (immobility) and flexibility of the model.

Consistency decision model is due to the fact that the performer most often performs the decision alone. Therefore, his actions must be coordinated in terms of tasks, time, place, etc. with other performers.

It is known that the understanding of the solution and the assimilation of its ideal model do not fully ensure the proper mobilization of the forces of the performers, and therefore it is necessary motivate their activities. The impact on the motives that encourage performers to be active, internal needs and fulfill tasks is the main meaning of mobilizing the workforce to implement the decisions made by the management of the organization.

13.2. Efficiency of the management decision

Improving the efficiency of managing an organization is closely related to increasing efficiency management decisions at all levels of the hierarchy. Since the management decision is aimed at improving the efficiency of the organization, it is the production efficiency that should be a measure of the effectiveness of the management decisions made. Decision-making is the main tool for managing influence, because it is in the development of decisions, their adoption, organization and control that the activity of the entire management apparatus lies. However, the task of determining the effectiveness of managerial decisions is the most complex and controversial problem of management and, therefore, has not yet been fully resolved.

In the general case, the effectiveness of the control system can be determined through the results of the functioning of the managed object. The results are determined by the degree of achievement of the goal. An assessment of the level of management of an organization can be carried out on the basis of the volume of production of goods or services, labor productivity, sales volumes, profits, profitability levels, etc.

However, this method, despite its logical validity and simplicity, has serious drawbacks. First, management efficiency is associated only with production efficiency. Meanwhile, it is possible to achieve the same technical and economic results and with different levels management organizations. Therefore, it is unrealistic to evaluate the effectiveness of each specific management system, as well as its divisions and individual employees, in this way. Secondly, this approach does not take into account the time factor - a certain time lag between the control action and its result, since the decision can be made under one leader, and the result that manifests itself after some time will be used by another.

When evaluating the immediate results of the management system, it is necessary to proceed from the fact that management is a certain production, the product of labor in which is a management decision. Thus, evaluating the effectiveness of the decisions made, the effectiveness of the control system is also evaluated.

It is impossible to consider the effectiveness of a management decision and its implementation in isolation. This is due to the fact that the effectiveness of the decision lies not so much in its absolute correctness, but in the fact that, being implemented consistently and on time, it will achieve the goal. Consequently, the effectiveness of managerial decisions depends both on the quality of the decisions themselves and on the quality of their implementation.

The effectiveness of managerial decisions is influenced by many factors of a technical, organizational, economic and socio-psychological nature, the influence of which is ambiguous and manifests itself on different stages the process of developing and implementing solutions. The main ones are:

Motivation of performers;

The degree of awareness of the person making the decision;

Competence and experience of the decision maker;

The level of collegiality in the process of developing a solution;

Share of controlled decisions;

The nature and degree of responsibility of managers for the results of the decision;

The degree of direct participation of managers and specialists who developed the solution in its implementation.

The same goals can be achieved at different costs, so the main criterion for the effectiveness of the solution is the ratio of the effect obtained as a result of its implementation, expressed as an indicator of the degree of achievement of the goal, to the amount of costs for developing the solution and its implementation. In such situations, one of the most commonly used methods for evaluating the effectiveness of a solution is the “cost-profit” method, in which efficiency is quantitatively characterized by the profit per unit of costs, where “profit” is understood as a certain set of criteria that characterize a particular solution. Such criteria can include both objective indicators, such as payment flows, payback period, profitability, production volume, and others, as well as subjective assessments, such as the social significance of the project, the image of the company, etc.

A reasonable change in previously formulated goals significantly increases the effectiveness of the solution, which is aimed at eliminating the problem. In the general case, this is realized through the use of more effective means to achieve the result, but often a positive result of all work is obtained due to a change in the orientation of the organization's work. To obtain a high-quality solution, a repeating cycle of formulating a problem, choosing final goals, developing ways to achieve goals, evaluating their effectiveness, experimental verification, clarifying final goals, developing new solutions, etc. is used. In other words, it is fundamentally possible to return from any stage of the preparation process , making and implementing a decision to the previous stages, i.e., work with a managerial decision should go in an iterative mode.

Naturally, the conditions of real activity, the specifics of the current situation, etc., may not allow the necessary iterations to be carried out. Therefore, it is necessary to be flexible in the course of work. When new factors arise, a reassessment of the results obtained is required, and in some cases a change in the ideas underlying the decision. It is unacceptable to constantly change the goals, ways and means of achieving them, as this interferes with a clear orientation of the organization's activities. But just as dangerous is a formal attitude to the task at hand, and a persistent desire to solve it with the help of previously chosen means, contrary to the real course of events.

Among other opportunities for achieving high performance, one can single out: increasing the efficiency of the solution development process, optimizing the structure of the organization, etc.

The performance of an organization can be improved with some reasonable parallelism in work or with duplication of work, which, however, requires certain additional human, resource and time capabilities. It is advisable to look for these opportunities and resources, and also not to concentrate them on a single work, on a single direction, in the case when the “dispersal” of forces makes it possible to obtain a variety of ideas and potentially promising areas of future work.

Concentrates the attention of the team on work, and not on relationships within the team when setting a task;

Avoids rude imposition of his own opinion on employees, following the general line in the activities of the organization;

Encourages all members of the team, including the opposition part, to participate in the discussion of the tasks solved by the team, creates an atmosphere conducive to the free expression of their own opinion by all employees, not related to interpersonal relations;

Uses current, intermediate, successful results to create a favorable working atmosphere in the team;

Encourages the team to fully use the results obtained in further work, encourages employees to make decisions that are adequate to these results;

Avoids premature decision-making when it is not yet clear what the problem is;

Stimulates the transition of the organization to increasingly complex and large-scale cases, taking into account the real capabilities of the organization.

A real opportunity to improve the efficiency of management decisions is the search for solutions that are only close enough to optimal, but are not. This approach saves time, which means it makes it possible to stay ahead of competitors by offering a completely worthy product that has no rivals yet. Finally, another important source of improving work efficiency is the “human factor”. The effectiveness of the implementation of a decision is enhanced if it is recognized by those who implement it and those who are affected by it.

Indeed, the experience of advanced and successfully operating companies testifies to the great importance of not only material remuneration, but also incentive non-material incentives for employees. This circumstance is important because positive influences usually cause changes in behavior in the desired direction. Negative impact in the form of the threat of any sanctions, changes the behavior of people, but often in an unpredictable and undesirable way.

One of the important factors in the effectiveness of the organization is also the atmosphere in the team. If there is a spirit of healthy competition, mutual support and involvement of each employee in the overall success, the results of work improve. And vice versa, the atmosphere of rivalry, continuous competition, struggle "for a place in the sun" create nervousness and complexity in relationships and objective losses in the effectiveness of work. A certain program is needed to unite the team. It is undesirable for the fate of the team and the direction of its development to be determined by the one who occupies a leading position in it. If the organization has a clear program of action, if each employee has a certain place and role, then unhealthy rivalry comes to naught.

Management decision is the result of management activity. Consequently, the most important indicators used to characterize conventional products are also valid for a management decision - efficiency, effectiveness and productivity.

The effectiveness of any system reflects the ratio of the effect and the cost of obtaining it. Efficiency characterizes the ability of an organization to produce products that meet a given time s m or quantitative parameters or superior to them. Labor productivity is one of the indicators of economic efficiency labor activity personnel, which is defined as the ratio of the number of products produced to the cost of its production.

Efficiency is always at the heart of the formation and achievement of the necessary indicators and is a multifaceted concept, given that the word "effect" means the impression made by someone on someone. This impression can have different colors (organizational, economic, social, technological, psychological, legal, environmental, etc.). The effect is compared with the costs in comparable terms, and then the effectiveness of a process or phenomenon is analyzed. Efficiency can be both positive and negative.

There are many types of efficiency. One of its types can change at the expense of another or partially compensate for it. The resulting efficiency is a complex of all types of efficiency.

Organizational effectiveness of a management decision is the result of achieving organizational goals with less effort, fewer people, or less time.

The economic efficiency of a management decision is characterized by the ratio of the cost of the surplus product obtained through the implementation of a specific management decision and the costs of its preparation and implementation. Surplus product can be presented in the form of profit, cost reduction, productivity increase, loans, etc.

The technological efficiency of a management decision is the result of achieving the industry, national or world technological level of production planned in the business plan in a shorter time or less financial costs.

The social efficiency of a management decision is considered as the result of achieving social goals for a larger number of employees and the company in a shorter time, with a smaller number of employees, and lower financial costs.

The psychological effectiveness of a management decision is associated with the achievement of psychological goals for a larger number of workers or the population in a shorter time, with a smaller number of workers, or with lower psychological costs.

The legal effectiveness of a management decision is assessed by the degree to which the legal goals of the organization and personnel are achieved in a shorter time, with a smaller number of employees or lower financial costs.

The environmental performance of a management decision is the result of achieving the environmental goals of the organization and staff in a shorter time, with fewer employees or with lower financial costs.

The effectiveness of a management decision can be divided by the levels of its development and implementation, the coverage of people and companies. There is an efficiency of a management decision at the level of production and management of a company, a group of companies, an industry, a region, a country. The system of quantitative and qualitative assessments based on real indicators, norms and standards manages the effectiveness of a management decision. The effectiveness of a management decision can be manifested in various areas of the company's activities.

An important feature of a management decision as a product of management activity is its intangible essence.

The classical ratio, which allows to evaluate the economic efficiency (E e), has the following form:

Presented in the form of information, the management decision forms the conditions for creating products, information or knowledge. Moreover, before its concrete implementation, there are still many management and production operations, each of which can have both a positive and a negative impact on the final result. Consequently, it is difficult to calculate the profit from the implementation of a management decision, while the costs of preparing and implementing a management decision can be easily represented by costing.

The positive economic effect of the management decision affects the positive economic effect of the production and sale of products. The most well-known methods for assessing the economic effect are presented below:

Indirect matching method various options;

Method by end results;

Method based on direct results of activity.

These methods give estimated results in a certain range without claiming strict accuracy.

1. The indirect method of comparing different options is based on comparing the economic indicators of the final product obtained from the implementation of two management decisions with the same nature of production. It allows you to use the market value of manufactured products and the costs of its production instead of the market value of a management decision.

Economic efficiency is calculated as follows:

where TO- coefficient of proportionality, taking into account the share of efficiency attributable to a management decision (usually);

P 1 (P 2) - profit from the sale of products in the first (second) version of the management decision;

C 1 (C 2) - production costs for the first (second) version of the management decision.

2. The final results method is associated with the calculation of production efficiency as a whole and the allocation of a fixed (statistically justified) part from it ( TO = 0,2–0,3):

It is appropriate for the leaders of the organization, as it allows you to reasonably allocate funds to encourage employees of the management apparatus in connection with the profits received.

3. The method based on the immediate results of activities is associated with an assessment of the direct effect of a management decision in achieving goals, implementing functions, methods, etc. The main parameters here are time, resource, financial and other standards.

Evaluation is carried out for each resource ( E E i), based on the following relation:

where C is the standard (norm) for use (waste) i th resource for the preparation and implementation of management decisions;

P - actual use (costs) i th resource for the preparation and implementation of management decisions.

Thus, the effectiveness of the organization as a whole consists of the effectiveness of the management decision, product efficiency, the company's ability to produce new products, and a high image among suppliers, contractors and customers. The effectiveness of the management decision is presented in each type of efficiency and is their important component.

The effectiveness of a management decision is the quotient of the division of a new resource or the increase in an old resource as a result of the process of preparing or implementing a management decision in an organization and the costs of this process. Among the resources, new divisions of the organization, finances, materials, personnel health, labor organization, etc. are distinguished. As costs - old divisions, personnel, finances, etc. The degree of satisfaction of the needs and interests of a person, a team and an organization as a whole is an important part of each type of efficiency , including the efficiency of operations.

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Efficiency of the solution and flexibility - You can't solve everything. - We won't solve everything, we will only solve the necessary, useful and desirable. - There are unsolvable problems. - That is why we fly by planes and rockets, and not like a bird. - I want to solve the unsolvable .– Solve, this means that

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 decision will be made.

In a market economy there is high degree uncertainty of economic behavior of market subjects. Therefore, prospective analysis methods play an important role here, allowing management decisions to be made based on an assessment of possible future situations and a choice from several alternative solutions. The development and implementation of effective management decisions will be the most important prerequisite for ensuring the competitiveness of the organization's products and the organization itself in the market, as well as the creation of an optimal structure of the organization, the implementation of sound personnel policy and rationalization of other aspects of the organization's activities.

Choice correct and effective management decision is the result integrated use economic, organizational, legal, technical, informational, logical, mathematical, psychological and other aspects.

Based on the foregoing, we come to the conclusion that management decisions are a way of permanent influence of the control subsystem on the controlled subsystem, that is, the subject of control to the object of control. This impact ultimately leads to the achievement of the intended goals.

Based on the foregoing, we can give the following definition of management decision.

Management decision in the organization is an act of the subject of management (the head of the organization or group leaders), aimed at choosing from several alternative options for the development of the organization of one option that ensures the achievement of the intended goals at the lowest cost.

All management decisions can be divided into two types:

traditional decisions that have repeatedly taken place before; in this case, one of the already available alternatives should be selected;
unconventional, non-standard management decisions; their development is associated with the search for new alternatives.

In connection with this, traditional, typical, repetitive management decisions can be formalized, that is, they can be made and implemented according to a predetermined algorithm. Consequently, formalized management decision represents the result of performing a predetermined sequence of actions. For example, when a schedule is drawn up for the repair of machinery and equipment, they proceed from the standard, which determines the ratio between the amount of equipment and the number of repair workers. So, if a machine shop of a given organization employs one hundred units of equipment, and the standard for its maintenance is 10 units per one repair worker, then ten repair workers should be kept in this shop. Further, if the issue of investing funds in securities is being decided, then a choice is made of their individual types based on which securities make it possible to obtain 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 of management decisions consists in the development of certain rules, instructions, standards that allow making and implementing a competent management decision.

Along with repetitive situations, there are also atypical situations that have not been encountered before and are not amenable to a formalized solution.

It is important to know that the majority of 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 managerial decisions are determined by the degree of validity of the methodology for solving problems, namely approaches, principles and methods.

An analysis of the economic management of organizations makes it possible to determine the need for the following approaches:

systemic;
complex;
integration;
marketing;
functional;
dynamic;
reproductive;
process;
regulatory;
quantitative (mathematical);
administrative;
behavioral;
situational.

Any of these approaches expresses one of the directions management process. Let's give a brief description of them.

Systems approach management assumes that any system or object is considered as a set of interrelated components that has an output, that is, a goal, an input, a connection with the external environment, feedback. In such a system, "input" is transformed into "output".

Under the terms of use integrated approach enterprise management, it is extremely important to take into account the technical, environmental, economic, organizational, social, psychological, political, demographic areas of management, as well as their interrelations. If at least one of these areas is not taken into account, then a full solution to this problem will not be achieved. Unfortunately, an integrated approach is not traditionally observed in reality. Thus, in the context of the construction of new enterprises and organizations, the solution of social problems is often delayed. This delays the commissioning of this facility or causes its partial use. Other examples can be cited. 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.

Integration approach management involves the study and strengthening of the relationship between individual subsystems and elements of the management system, as well as between the stages of the life cycle of the management object, between individual levels of management vertically, and, finally, between individual management subjects horizontally.

Marketing Approach management provides for the orientation of the control subsystem to the consumer in the conditions of solving any problems.
It should be noted that the main criteria for the marketing approach will be:

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

functional approach enterprise management is essentially that any need is considered as a set of functions that should be carried out to satisfy it. After the functions are defined, several alternative objects are created in order to implement these 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 useful effect.

Essence dynamic approach management consists essentially in the fact that when it is applied, the object of management is considered in its dialectical development, in its cause-and-effect relationships. Here, a subsequent retrospective analysis is carried out for the past 5-10 or more years, as well as a prospective (forecast) analysis.

Reproductive approach management of the enterprise is focused on the constant resumption of production of this type of product in order to meet the needs of the market. With ϶ᴛᴏm, this type of product should have lower total costs per unit of useful effect than the best similar product on this market.
It should be noted that the main elements of the reproduction approach will be the following:

the 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 useful effect;
consideration in the relationship of produced, designed and promising models of this type of product;
proportional reproduction of the elements of the external environment (mainly the macro-environment of a given country and the infrastructure of a given region);
integration of science and production in large organizations.

Process approach management of the organization considers managerial functions in their relationship. The management process is the total sum of all functions, that is, it will be a series of continuous interrelated actions.

Regulatory Approach management consists in 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 of the social development of the organization's team, indicators of environmental protection);
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);
supporting subsystem (standards for providing employees, as well as individual departments of the organization with everything necessary for successful work, to fulfill their tasks, standards for the efficiency of using certain types of resources in the whole organization) The listed standards must meet the requirements of complexity, efficiency, and prospects.
As for the standards for the functioning of the elements of the external environment, the organization does not manage these standards, however, it must have a data bank of standards and strictly comply with them, especially legal and environmental standards. The organization should also take part in the formation and development of the system of environmental standards.

Essence quantitative approach management consists in the transition from qualitative to quantitative assessments using mathematical and statistical methods, engineering calculations, expert assessments, a scoring system, etc.

Administrative (directive) approach to enterprise management involves the regulation of functions, rights, obligations, cost standards for quality.

The main task behavioral approach management of the organization will increase the efficiency of the organization by improving the use of its labor resources. The use of behavioral science helps to improve the performance of both individual employees and the organization as a whole. The fact is that as a result of applying the science of behavior to the management of an organization, individual employees are assisted in understanding their capabilities and creative abilities, which ultimately leads to an increase in the efficiency of the organization.

Essence situational approach to enterprise management is essentially that the degree of suitability of individual management methods is determined by the specific situation. Since there are many factors that affect the activities of the organization, both internally and externally, it is impossible to find any single the best way management. Effective in this particular situation will be the method that best suits the current situation.

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

By the way, the stages of development of managerial decisions

Organization of the process of developing a management decision is a complex set of works. Let's study the main stages of development of management decisions.

First step— ϶ᴛᴏ receiving information about the situation. This information must be complete and reliable. Incomplete or inaccurate information may lead to erroneous or ineffective decisions. To better represent the situation, not only quantitative, but also qualitative information is used.

Second phase- definition of goals. Only after their definition of these goals, the factors, mechanisms, patterns, resources that influence the development of this situation are determined. A significant role here is played by the identification of the priority of goals, since the choice of any goals is always made in the management process.

Third stage— development of an evaluation system. At the stage of making a managerial decision, it is extremely important to adequately assess this situation, its various aspects. All ϶ᴛᴏ are extremely important to consider in the decision-making process leading to success.

Fourth stage- ϶ᴛᴏ analysis of the situation. In case there is necessary information about this situation and about a specific goal, to achieve which the organization is striving, then you should begin to analyze the situation. The purpose of such an analysis will be to establish the factors influencing the development of this situation.

Fifth stage— ϶ᴛᴏ diagnostics of the situation. Need to define critical issues, which should first of all be paid attention to in terms of purposeful process management. It is also necessary to investigate the nature of the influence of these problems on the processes under consideration. It is in ϶ᴛᴏm that the task of diagnosing the situation lies.

Achieving the goals that an organization has constantly requires targeted actions. This is essential to ensure that the situation develops in the direction that is desirable for the organization.

It should be borne in mind that adequate diagnostics of the situation largely ensures the adoption of effective management decisions.

Sixth stage- ϶ᴛᴏ development of a forecast for the development of the situation. You cannot manage an organization without predicting the course of events. Therefore, the most important role in the decision-making process is played by issues related to the assessment of the expected development of the analyzed situations, as well as the expected results of the implementation of various alternative management decisions.

On the seventh stage generation of alternative options for management decisions is carried out. In the ϶ᴛᴏm process, it is extremely important to fully use information about the decision-making situation, as well as the results of the analysis and assessment of this situation, the results of its diagnosis and forecasting the development of the situation in various possible directions of development of events.

Eighth stage contains a selection of management options.

After the development of alternative options for managerial influences, which have the form of certain ideas, concepts, technological sequence of actions, as well as possible ways implementation of various solutions, it is extremely important to conduct their preliminary analysis in order to reject non-viable, non-competitive, and ineffective options.

Ninth stage- involves the development of scenarios for the development of the situation.

Do not forget that the most important task in the process of developing scenarios will be to establish the factors that characterize the given situation and its development trends. Excluding the above, one of the main tasks here will be to determine alternative options for changing the situation and trends in its change over time, as well as identifying probable alternative options for expected changes in the situation in the presence of control actions, as well as in the absence of them.

The analysis of a number of alternative scenarios for the development of the situation contributes to the adoption of the most effective management decisions, since this analysis will be the most informative.

At the tenth stage an expert assessment of the main options for control actions is carried out.

An expertise that provides a comparative assessment of alternative options for control actions, firstly, characterizes the degree of feasibility of these actions, as well as the possibility of achieving certain goals with their help, and secondly, it makes it possible to rank control actions using the existing evaluation system in ϲᴏᴏᴛʙᴇᴛϲᴛʙ and with different the level of expected achievement of the goal, necessary costs labor, material and financial resources, as well as in ϲᴏᴏᴛʙᴇᴛϲᴛʙ and with the most likely scenarios development of this situation.

It is important to note that the eleventh stage— ϶ᴛᴏ stage of collective peer review. If important management decisions are made, then collective expertise should be used, which provide the greatest validity and effectiveness of the decisions made.

Thirteenth stage— the stage of developing an action plan. At the ϶ᴛᴏm stage, certain organizational and technical measures are planned to implement the adopted management decision. At the fourteenth stage, the implementation of the developed plan is monitored. The progress of the plan should be systematically monitored, and any changes in conditions or deviations in the implementation of the plan should be systematically reviewed.

At the final, fifteenth stage of development of managerial decisions, the analysis of the results of the development of this situation after managerial influences is carried out. Here, the completed management action plan is subjected to a thorough analysis to assess the effectiveness of the management decisions made and their implementation.

An analysis of the results of managerial influences, along with forecasting for the future, can be the basis for a refined assessment of the capabilities of a given organization.

Evaluation of the effectiveness of managerial decision-making and methods for their analysis

The adoption of a managerial decision, in essence, will be an intermediate phase between a managerial decision and a managerial impact. Proceeding from ϶ᴛᴏgo, the effectiveness of management decisions should be characterized as a combination of the effectiveness of the development of management decisions and the effectiveness of the implementation of these management decisions.

Efficiency— ϶ᴛᴏ performance of production, labor or management

A large number of private indicators of the economic efficiency of the organization's staff are calculated (there are more than sixty such indicators in total)

These indicators include profitability, turnover of working capital, capital productivity, capital intensity, return on capital investments, labor productivity, the ratio of growth rates of labor productivity and average wages, and etc.

It is possible to evaluate both the effectiveness of the activities of the management apparatus of a given organization as a whole, and the effectiveness of individual management decisions. Also volume indicators, as well as specific quality indicators. Here, the effectiveness of organizational and technical measures implemented in ϲᴏᴏᴛʙᴇᴛϲᴛʙ and with the adopted management decision is expressed by comparing the costs of these activities and the results obtained as a result of their implementation.

When evaluating the effectiveness of management activities, the concept of the cumulative economic effect can be used, since the results obtained include a certain labor contribution of members of the organization's team with different professions.

Organizations are guided, on the one hand, by the need to meet the requirements of consumers of their products (works, services), and on the other hand, by improving the economic performance of their economic and financial activities.
As a result, when evaluating the effectiveness of management decisions, it is extremely important to take into account both social and economic aspects efficiency.

Let's study the procedure for evaluating the effectiveness of management decisions on the example of a trade organization.

In order to correctly determine the effectiveness of management decisions, it is extremely important to carry out separate accounting of income and expenses of a trade organization in the context of individual product groups. At the same time, in practice, maintaining such records is very difficult. As a result, it is advisable to use the so-called specific qualitative 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 will be generalized in a quantitative form as an increase in the volume of trade, an acceleration in the turnover of goods, a decrease in the amount of inventory.

The final financial and economic result of the implementation of management decisions is manifested in an increase in the income of a trade organization and in a decrease in its expenses.

Economic efficiency

Determination of the economic efficiency of management decisions, as a result of which the turnover increased, and, consequently, profit increased, can be carried out according to the following formula:

Ef \u003d P * T \u003d P * (Tf - Tpl),

ef— economic efficiency (in thousand rubles);
P- profit per 1 million rubles of turnover (in thousand rubles);
T- increase in the value of trade (in million rubles);
tf- the actual turnover, which 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 managerial decision is expressed in a reduction in the value of distribution costs (sales expenses, or commercial expenses) attributable to the balance of goods. This leads to an increase in the amount of profit received. By the way, this efficiency can be determined by the following formula:

Ef \u003d IO * Z \u003d IO * (Z 2 - Z 1),

ef— economic efficiency of this management measure (in thousand rubles);
AND ABOUT- the value of distribution costs attributable to 1 million rubles of commodity stocks (in thousand rubles);
3 - the size of the change (decrease) in commodity stocks (million, rubles);
3 1 - the value of commodity stocks before the implementation of the management decision (measure) (million rubles);
3 2 - the value of stocks of goods after the implementation of this management decision.

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

Ef \u003d Io * Ob \u003d Io (Ob f - O pl),

ef— economic efficiency of the management decision (thousand rubles);
And about- simultaneous value of distribution costs (thousand rubles);
About- acceleration of the turnover of goods (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 of analysis of management decisions

We will study the procedure for applying the main methods and techniques of analysis in assessing the effectiveness of making and executing management decisions.

Comparison method makes it possible to evaluate the activities of the organization, identify deviations in the actual values of indicators from the base values, establish the causes of 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 indices are necessary to assess the degree of implementation of planned targets, as well as to determine the dynamics various phenomena and processes.

This method makes it possible to decompose the generalizing indicator into factors of absolute and relative deviations.

balance method is to compare interrelated indicators of the organization's performance to identify the influence of individual factors, as well as to search for reserves to improve the organization's performance. With ϶ᴛᴏm, the relationship between individual indicators is expressed as an equality of results obtained as a result of certain comparisons.

elimination method, which is a generalization of the methods of index, balance and chain substitutions, makes it possible to single out the influence of a single factor on the generalizing indicator of the organization's performance, based on the assumption that the other factors acted under otherwise equal conditions, i.e. as planned according to plan.

Graphic method is a way of visually illustrating the activities of the organization, as well as a way to determine a number of indicators and a way to formalize the results of the analysis.

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

Don't forget that essential feature functional cost analysis consists in establishing the feasibility of a list of functions that the designed object must perform in certain specific conditions, or in checking the need for the functions of an existing object.

Economic and mathematical methods of analysis can be used to select the best options that determine management decisions in existing or planned economic conditions.

With the help of economic and mathematical methods of analysis, the following tasks can be solved:

assessment of the production plan developed using economic and mathematical methods;
optimization of the production program, its distribution between workshops and individual types of equipment;
optimization of the distribution of available production resources, cutting materials, as well as optimization of norms and standards of stocks and consumption of these resources;
optimization of the level of unification of individual components of the product, as well as technological equipment;
determination of the optimal size of the organization as a whole, as well as individual workshops and production sites;
establishing the optimal range of products;
determination of the most rational routes for intra-factory transport;
determination of the most rational terms of operation of equipment and its repairs;
comparative analysis of the economic efficiency of using a unit type of resource from the standpoint of the optimal variant of a management decision;
determination of possible intra-production losses in connection with the adoption and implementation of the optimal solution.

Let us sum up the results of the ϶ᴛᴏth chapter. The effectiveness of the functioning of the organization to a very large extent depends on the quality of management decisions. This determines the importance of mastering all responsible employees of the administrative apparatus, and above all, the heads of organizations, with theoretical knowledge and practical skills in the development and implementation of optimal management decisions.

Development and adoption of a management decision— ϶ᴛᴏ traditionally the choice of one of several alternative options. The need to make managerial decisions is determined by the conscious and purposeful nature of human activity. Material published on http: // site
By the way, this need arises at all stages of the management process and is part of any management function.

The nature of managerial decisions being made is very much influenced by the completeness and reliability of information available on a given situation. Based on ϶ᴛᴏgo, 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- ϶ᴛᴏ cyclic sequence of actions of the subject of management 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 selected management decision.

The practice of preparing and executing managerial decisions gives numerous examples of errors at all levels of economic management. This will be a consequence of the action of many reasons, since the development of the economy consists of a large number various situations requiring ϲʙᴏ his permission.

Do not forget that the most important place among the reasons for the adoption and implementation of ineffective management decisions is ignorance or non-compliance with the technology of their development and organization of their implementation.

Don't forget that important role designed to play a cybernetic approach to the development of managerial decisions, which became known as decision theory. It is worth noting that it is based on the widespread use of the mathematical apparatus and modern computer technology.

seen as the result of achieving social goals for greater

the number of employees and the company, in a shorter time, less

the number of employees. This efficiency can be expressed as follows:

- for a person - the opportunity to participate in creative work,

the possibility of communication, self-expression and self-manifestation;

− for the company - the degree of satisfaction of the demand of the population

(consumers, customers) for goods and services, reducing staff turnover,

ensuring stability, development of organizational culture.

The result can be a good socio-psychological

climate in departments, mutual assistance, positive informal

relations.

4.Technological efficiency of management decisions- this

the result of achieving industry, national or global

technical and technological level of production in a shorter

time or at a lower cost. As a result, modern techniques of creative

labor, increased competitiveness of products, professionalism

personnel.

5. Legal effectiveness SD is assessed

the degree of achievement of the legal goals of the organization and personnel for more than

short time, fewer employees or less financial

costs. Efficiency is expressed in the following factors:

- for a person - ensuring security, organization and order,

legal protection from administrative arbitrariness;

− for the company – ensuring the rule of law, security and

work stability, positive results in relationships with

government bodies and partners.

The result may be work in the legal field, a decrease

penalties for legal violations, etc.

6. Ecological efficiency of management decisions- this

the result of achieving the environmental goals of the organization and personnel for

shorter time, fewer workers or with fewer

financial costs.

Evaluation of the effectiveness of SD

Efficiency is determined on the basis of relevant indicators of financial and economic activity. As such, for example, balance sheet profit, profit remaining at the disposal of the enterprise, income from securities, dividends, profit growth due to certain circumstances, the average annual cost of fixed and current assets, the cost of updating fixed assets, maintaining and providing the management apparatus, etc.

The choice of specific methods, procedures and mathematical apparatus for evaluating efficiency is determined by the complexity and nature of the object of evaluation. Thus, the evaluation of the effectiveness of simple objects, for example, the placement of funds in a deposit account, is determined by the ratio of the amount received in the form of interest on the deposit and the amount of the deposit.

Among the performance indicators include indicators of profitability, indicators of business activity, as well as indicators of capital productivity and capital intensity. Methods for calculating these indicators are studied in courses accounting, business analysis and financial management. Therefore, in this lecture we will not consider them.

Along with a direct assessment of the effectiveness of management decisions, it is necessary to use assessment methods efficiency of enterprise management as a whole. Let's consider some of them.

Methodology for evaluating effectiveness management based on a diagnostic examination of the entire enterprise management system. Based on a consistent analysis of enterprise management problems grouped into blocks, this technique leads to an assessment of the economic efficiency of measures to automate and rationalize the management process. The originality of this approach lies primarily in the fact that it proposes to consider as an effect the amount of production losses that can be avoided due to the improvement of the management system. This approach was used at a car factory that found itself in a crisis situation. The crisis was successfully overcome.

functional approach to the assessment of the effectiveness of enterprise management is based on the development of private assessments of the effectiveness of individual management functions: marketing, planning, organization and control. This approach is most appropriate for assessing the effectiveness of intra-company management. It allows you to identify specific violations in the functioning of the enterprise management system.

resource approach to assess the effectiveness of enterprise management is to determine the effectiveness of the use of resources available at the enterprise involved in achieving the goals. All resources can be grouped as follows: capital, material resources, labor resources and information. Having calculated the particular values of the efficiency of managing these resources, we can, using the appropriate economic and mathematical apparatus, give a generalized assessment of the effectiveness of enterprise management.

At the core targeted approach To assess the effectiveness of enterprise management lies the analysis of the degree of fulfillment of the goals set for the enterprise. It is important to clearly define the hierarchy of goals and their relationship.

Another non-traditional approach to assessing the effectiveness of management can be an approach from the standpoint management technologies . Its essence is to evaluate the effectiveness of the technological stages of management: the development of goals and strategies for the development of the company, the process of making and implementing management decisions and information support management.

Qualitative indicators of the effectiveness of the development of management decisions can include:

− timeliness of submission of the draft decision;

− degree of scientific validity of decisions, multivariance

calculations, application technical means on development stage;

− orientation to the study and use of progressive

domestic and foreign experience.

Quantitative assessment of the effectiveness of management decisions at the stage of development and adoption is largely difficult due to specific

features of managerial work, which are as follows:

− managerial work, including development and making decisions,

predominantly creative, difficult to standardize and take into account;

− the implementation of the solution is associated with certain socially –

psychological results, whose quantitative expression is still

more difficult than economic;

- the results of the implementation of decisions are manifested indirectly through

the activities of the enterprise team as a whole, in which it is difficult to single out

share of managerial labor costs.

Organization of SD implementation

Theory and practice have developed principles for organizing the execution of decisions that must be observed. First of all, the leader dismembers general program actions on separate sections (group tasks) to specific performers. Then the process of organizing the implementation of the solution includes three interrelated stages: bringing the tasks to the minds of the performers; preparation of performers for the task; motivation of performers to its conscientious implementation.

When completing tasks, they strive to ensure that the performers have a clear idea: what, when, how, under what conditions, by what forces and means, by what time, with what quantitative and qualitative indicators need to be done.

For a better perception of the task, the general idea of solving the problem facing the team is first explained. A deep and unambiguous understanding of it is the initial condition for the assimilation of an individual task. Next, you should show the place of each task in the overall work, the relationship with other tasks. Finally, the goal is explained, that is, the expected result of the work, the deadlines for completion, the criteria for evaluating the results are indicated. Particular attention is drawn to possible difficulties, ways to overcome them, labor safety rules.

To bring the tasks to the performer, different forms and methods are used: meetings and meetings, conversations, instructions, showing samples of performance, studying documents, etc.

Each individual task the leader, as it were, “loses” himself, putting himself in the place of the performer in the appropriate conditions. Errors in determining the nature, scope or content of the problem reduce the effectiveness of the solution as a whole. To avoid this, the following rules should be followed:

Ensuring that each task is consistent with the business and psychological characteristics performer. Should be considered professional excellence employee (his special knowledge skills, experience in performing similar work). The task also correlates with the characteristics of the temperament of the individual. As you know, the phlegmatic is hardly given work that requires a quick restructuring; choleric people are more suitable for it. Temperament also affects the perception of any new task.

The distribution of tasks should stimulate collectivist feelings (for example, it is excluded that experienced workers receive a gain at the expense of maintaining or reducing the rank of other members of the brigade; an invariably fair establishment of the coefficient of labor participation, etc.)

Mutual trust of executors of a common task. There must be a belief that a team member will not commit misconduct that will adversely affect the overall results of work. Each individual is confident that everyone else can work with full dedication and high quality. What is important is the approximate homogeneity of the motives of the work of the members of the team. This is achieved as a result of great educational and organizational work.

Mutual insurance and mutual assistance of people working together. A decision is a holistic idea, the division of which into parts for different performers is associated with possible costs and impoverishment of the overall idea. Therefore, when distributing tasks, a clear orientation of subordinates to the final result achieved by the whole team should be given. For each performer, incentives should be provided that would encourage him to take care not only of his own tasks, but also of the tasks of his colleagues.

Team mobilization. This is a kind of activity for organizing the implementation of decisions. It is implemented simultaneously with the process of bringing tasks to the performers. Its essence lies in the fact that with the help of a targeted system of educational and organizational measures, the leader, together with public organizations(trade union), forms the moral and psychological mood of the team and each employee on conscientious performance task (decision taken). The work is carried out in stages: first, with the organization's assets, then a mobilization plan (organizational and technical measures) is drawn up to complete the task for the units.

SD implementation control

control should be defined as the process of identifying, evaluating and informing about deviations of actual values from given values or their coincidences and the results of their analysis. Purpose of control– ensuring the unity of decision and execution, prevention of possible errors and shortcomings, timely detection of deviations from the given program, tasks and deadlines.

In the management system, control solves several tasks.

Firstly, it allows you to identify factors in the external and internal environment of the organization that can have a significant impact on its functioning and development, and therefore respond in a timely manner. In addition, this process monitors trends in the development of the organization, their direction and depth.

Secondly, control allows timely detection of violations, errors and blunders and promptly takes the necessary measures to eliminate them.

Thirdly, the results of control serve as the basis for assessing the work of the organization and its personnel for a certain period, the effectiveness and reliability of the management system.

classification types of control can be done for the following reasons:

a) by belonging to the enterprise of the carrier of control (internal and external control or verification);

b) mandatory control (voluntary control, control in accordance with the charter, contractual control, control in accordance with the law);

c) by the object of control (control over the object, control over the decision, control over the results);

d) by regularity (regular and irregular control, special checks);

e) by the scope of control (full, complete or selective control);

f) in relation to the time of implementation of controlled management decisions and actions (preliminary, current and subsequent control).

Depending on the functions performed and the characteristics of the implementation, control is distinguished preliminary, guiding, filtering and subsequent.

Preliminary control methods are used before the execution of the decision, which makes it possible to determine the qualitative, quantitative and structural characteristics of the optimal variant of its implementation. The task of preliminary control is to establish whether the goals are correctly formulated and the prerequisites and strategy are determined.

Directive control is applied from the beginning of the practical implementation of the solution to the final stage. It includes: measurement, comparison, assessment of the object, development and implementation of corrective action aimed at achieving the final results.

The filtering control method is applied on a one-time basis during the implementation of the solution. Its content includes the suspension of the implementation of the decision in any area in case of sharp deviations of the actual results from the planned ones.

The method of control by results (post-control) is applied on the execution of the decision and is useful for taking into account the nuances of work for the future. Follow-up control materials should be considered at meetings (meetings), regardless of the degree of achievement of the goal of the decision. At the same time, all stages of preparation, adoption and implementation of a decision are analyzed, the successes and shortcomings of the performers are evaluated, taking into account the discussion, they are aimed at solving new problems.

The system for monitoring the execution of decisions made.

Creating a system for monitoring the implementation of decisions made, it is necessary to perform a set of actions for planning and organizing control activities at an enterprise, organization or institution. The set of actions to organize control should include the following elements.

SD implementation program

Similar information.

We all have to make decisions from time to time and, I must say, this is not an easy task. But it is much more difficult for those who are forced to make a choice for the entire organization (department of the company). Here, one cannot do without assessing the effectiveness and quality of managerial decisions.

Indicators and criteria for the effectiveness of economic decisions

To talk about the quality of management decisions, it is necessary to define the concept of the effectiveness of decisions and its types. In economics, efficiency refers to the ratio of the performance of a firm. Usually they are characterized by profit and the amount of funds spent on its receipt. But one economic evaluation economic efficiency of management decisions cannot be said, because decisions are made in almost all areas of the company. Therefore, there are several types of efficiency.

Organizational efficiency can be manifested in changing the work functions of employees, improving working conditions, optimizing the organizational structure of an enterprise, reducing the number of employees, creating a new department, etc.
The social effectiveness of management decisions may be to create conditions for the creative work of employees, improve customer service, reduce staff turnover, improve psychological climate in a collective.
Technological efficiency can be expressed in the introduction of modern technologies in production, the acquisition of new equipment, and the improvement of labor productivity.
Environmental efficiency can be expressed in ensuring safety for employees, environmental safety of the company.
Legal efficiency is to ensure the safety, legality and stability of work, reducing penalties.

Evaluation of the effectiveness of managerial decision-making

There are many methods for evaluating the effectiveness, they are classified according to the complexity of execution, the nature of the work performed, the accuracy of the results obtained, the amount of costs, etc. That is why the evaluation of the effectiveness of management decisions is entrusted to a group of highly qualified specialists. Let us consider the main methods for evaluating the effectiveness of managerial decisions.

The comparison method consists in comparing planned indicators with actual values. Allows you to detect deviations, their causes and ways to eliminate deviations.
The index method is needed when evaluating complex phenomena that cannot be broken down into elements. Allows you to evaluate the dynamics of processes.
The balance method consists in comparing interrelated indicators. It makes it possible to identify the influence of various factors on the activities of the organization and to find reserves.
The graphical method is used in cases where a visual illustration of the company's activities is needed.
FSA (functional cost analysis) is a systematic approach to research in order to increase the return (beneficial effect).

Methods for improving the efficiency of management decisions

You can talk for a long time about methods for improving the efficiency of management decisions, but by and large there are two of them - improving the development of a solution and increasing control over the execution of a decision.

After all, if the solution does not bring the desired result or does not bring it to the full, then either mistakes were made during its development, or the performers messed up something. And this can only be found out by detailed analysis making a management decision. Evaluation, as we found out, is not an easy and expensive task (especially if third-party specialists are involved), so it is necessary to be attentive to the stages of developing a solution and to monitor the order of its implementation. And you also need to be able to correctly convey the idea of innovation to employees so that there is no misunderstanding.