5. 2. Stages of management decisions

The development and adoption of a management decision is a process of collecting and mentally (analytics - synthetic) processing the data necessary for making a decision, followed by recording in the appropriate (oral or written) form. For this reason, the development and decision-making is the most important function of the activity of any subject of management, its key point and one of the main stages of the management cycle of the managerial activity of a manager.

One of the main factors affecting the quality of decisions made is the number of tiers in an organization, the increase of which leads to lagging and distortion of information when preparing a decision, distorting orders from the subject of management, increases the "slackness" of the organization. This leads to a constant desire to reduce the number of tiers (levels) of management of the organization.

Speaking about the process of development and adoption of management decisions, it should be noted that there is no strict regulation of the actions of managers and employees, as well as no recipes for all occasions. This process is influenced by many factors - the socio-political, moral-psychological, structurally organizational, material-technical, etc. And practice shows that not all of these factors can be formalized.

Any manager in the process of developing and adopting a managerial decision inevitably goes through the main stages , the successive implementation of which makes it possible to successfully accomplish the task set for him.

1. Identification, formulation and justification of the problem to be solved. At this stage, the manager carries out a diagnosis (assessment) of the managerial situation in order to define the problem or the main issues to be solved, formulates the managerial goals (tasks) arising in connection with this and identifies the principal path (ways) to achieve it. As a rule, there is no shortage of problems in the performance of work that require resolution (and quite often as soon as possible). At the same time, new problems arise, as practice shows, at all levels of management and their degree of importance is different.

Employees with solid work experience, distinguished by the ability to feel still emerging problems, their role, significance and possible consequences, formulate for themselves the essence of the problem already in the process of obtaining primary information and delve deeper into it during subsequent continuous study and assessment of the situation.

2 Dealing with information for decision making involves the collection of additional material necessary to study the characteristics of the situation and the selection of those factors that influence decision making. This means that each specific management decision requires an analysis of information specially selected for this purpose. It can be concentrated in information arrays of information and analytical units, etc. However, sometimes a managerial problem formulated and realized by a manager causes the need to clarify the available information or to collect new, additional information. At the same time, while analyzing the available material, depending on his character, the manager uses various methods. For example, formalized information can be subjected to logical-mathematical processing using computer capabilities, while qualitative non-formalized information is evaluated using the methods of analysis — synthesis, induction – deduction, comparison of analogy, where there is generalization and abstraction. The results of the analysis and forecast of the development of the management situation (situation) allow us to proceed to the next stage.

3 Selection and formulation of possible decision-making options . In this case, it is meant that the manager should develop alternative courses (directions) of activity. As a rule, certain outlines of solution options appear already at the stage of assessment of the situation and conclusions from the analysis of information. But these are only contours of decisions that acquire relief in the process of their subsequent (special) development, formulation, evaluation, comparison, etc. Therefore, this process can be called the stage of maturation of the decision. The difficulties faced by the subject of management at this stage are to determine the number of alternatives and the criteria for their selection. Therefore, heuristic abilities of a manager (or employee), his general erudition and intuition most often play a significant role here.

But in any case, the selection of options for a decision is made on the basis of the following criteria: effectiveness (degree of approximation to a given goal) and availability of execution (presence of forces, means, capabilities).

4. Selection, justification and formulation of the optimal solution. When the range of possible options is determined, there comes a time to highlight the best solution, i.e. it is necessary to evaluate each alternative (to carry out a detailed study of all available options) and to determine which of them best contributes to resolved the situation. Then translate the planned course of action into a concrete plan that will be effective in terms of achieving the goal (task).

It is at the stage of choosing the best solution that all external and internal factors of the situation and the conclusions made earlier are most fully taken into account. Theory and practice show that if the decision is made in certainty, then it is possible to use machine-based selection of options. In the case of a decision in terms of risk (uncertainty), it is based on the experience, intuition and skill of the leader. At the same time, managerial decisions taken may inevitably contradict each other to one degree or another. From this it follows that the highest competence of a leader consists in understanding the boundaries of his own capabilities, including knowledge of the situation, in perceptions of current events and the consequences of decisions made.

five. Implementation. To solve the problem or to extract you from the existing opportunity, the solution must be implemented. The level of effectiveness of the implementation of the decision will increase if it is recognized by those affected by it. A manager must convince other people and organizations of his own point of view, prove to people that his choice is for the benefit of the organization as a whole and for each employee individually. Some executives unreasonably believe attempts to persuade
a waste of time, however, the “boss is always right” approach today in the world of educated people, as a rule, does not work.

6 Feedback - receipt of data on what happened "before and after the implementation of the decision - allows the manager to adjust the decision while the organization has not yet suffered significant damage. Evaluation of the decision by management is carried out with the help of control.

At all the above stages, in the process of making a management decision, the knowledge and experience of the manager is supported by volitional effort, and the final volitional act and the choice of the only option for future actions are accompanied by the fulfillment of two conditions:

§ suppression of internal doubts (including self-isolation from pressure, which can be both from above and below);

§ voluntarily and consciously accepting the entire burden of responsibility for possible adverse consequences.

Considering the process of developing a management decision, it is necessary to dwell on a collegial discussion of problems and preparation of solutions.

Collegiality - is the joint performance of managerial functions by a collegial management body. In a narrow sense, it should be understood as a principle of management organization, in which management is exercised by a group of persons with equal rights when resolving issues. In a broad sense, collegiality is understood as a form of decision-making, which takes collective opinion into account, uses collective discussion methods.

The combination of unity of command and collegiality is one of the principles of management organization. In this case, collegiality is the involvement of the head of their colleagues and other employees in the decision-making process. Collegial leadership is inextricably linked with the introduction of democratic principles in the organization of governance. This is achieved by the creation of collective management bodies. However, collegiality in the development of a decision, as well as the delegation of the right to make it, does not remove responsibility from the head for the implementation of this decision (the decision is collegial, but personal responsibility). Therefore, the correct combination of unity of command with collegiality requires a clear definition of the borders of the latter.

Traditional decision making scheme.

Stage I Identification of a problem situation and goal setting:

one) determination of the purpose of the decision;

2) determination of criteria for evaluating the result of the decision.

Stage II. Collecting comprehensive information, identifying restrictions:

one) the study of the substance of the matter;

2) study of conditions for an effective solution.

Stage III. Development of alternative solutions and the choice of the best option:

one) development and evaluation of alternatives;

2) the choice of the optimal solution for the given criteria.

Stage IV. Organization of the implementation of the decision:

one) execution of the order;

2) development of a plan and timeline for the implementation of the decision;

3) appointment of responsible persons;

four) instructing performers.

Stage V Monitoring the implementation of the decision:

one) prevention of deviations, failure to fulfill decisions;

2) the possibility of making a new decision.

The effectiveness of all social production is directly dependent on the quality of the decisions made, which is achieved by improving the process of their adoption.

Effective decision making is an integral part of any management function. This is the main part of the work of managers of any link in each enterprise. The need for decision-making permeates everything that the manager does, shaping goals and achieving them. Therefore, understanding all the subtleties of the decision-making process in different conditions, knowledge and application of various methods and models for their adoption plays a significant role in improving the efficiency of management personnel, it is extremely important for anyone who wants to succeed in the art of management.

Improving the process of making informed objective decisions in situations of exceptional complexity is achieved through the use of a scientific approach to this process, models and quantitative methods for their adoption.

The development of effective solutions is a fundamental prerequisite for ensuring the competitiveness of products and firms in the market for the formation of rational organizational structures, the implementation of proper personnel policy and work, the regulation of social and psychological relations in an enterprise, the creation of a positive image, etc.

Managerial decision in everyday practice is a product of managerial labor, human mental activity. The management decision is not simpler than theoretical, and for a number of characteristics is even more complicated. In particular, this is manifested in the ability to transform the most complex information into specific, simple, accessible plans and solutions. Simplicity and clarity of decisions are necessary, since a significant number of people are attracted to their implementation, for whom these properties can be decisive in achieving the final performance of the work.

Fundamentally new opportunities (associated with the large-scale introduction of computerization, modern methods of developing and making decisions, automated systems) open up qualitatively new approaches to the understanding and implementation of management activities. And since the management activity includes the management of the state, the region, the industry, the concern, the company and decision-making in real life is carried out daily, one can imagine the range of possible application of the decision-making process.

Test questions.

one. Why is management decision making the most important specific function of a manager?

2 Justify the classification of decisions.

3 What are the main stages of decision making?

four. Describe the manager's behavior in the decision-making process.

five. What is the "Delphi method".

6 What is the "Gordon Method"?

7 What is brainstorming?

eight. What are the main stages of making management decisions.

Literature.

one. Karpov A.V. Psychology of management. M., 2004.

2 Malyshev K.B. Psychology of management. M., 2000.