Implementation management decisions and control over their implementation

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

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

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

At the stage of implementing a management decision, the first thing to do is development of a plan for implementing the decision made.

Development of a plan for implementing the decision made- this is the process of developing a system of measures to ensure the achievement of decision goals with minimal costs, which is reflected in production plan.

Production plan- this is a breakdown of the entire volume of work in spatial and temporal terms, i.e. by objects or groups of objects, by tasks and time intervals. It can be compiled expanded and in the form brief schedule.

Detailed plan is developed only to implement the most important solutions designed for long term their implementation. It is recommended that such plans be specially drawn up and approved. When the decision is of a private, current nature, it is useful to draw up brief schedule, which reflects only the main, key points of the work.

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

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

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

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

Communicating management decisions to executors is closely related to propaganda And explanations.

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

Explanation- this is the work of explaining to performers the essence of a management decision, which makes it clear and understandable for them, i.e. what needs to be done and in what way. Often, completing a task requires training the performers in new situations and new ways of working.

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

After all this, the stage is carried out organizing operational work to implement management decisions - This is the process of directly completing a task and providing it with all the necessary resources. At this stage, the content and form of leadership of performers is very diverse, i.e. from simple monitoring of the progress of planned actions to significant work on issuing orders and applying certain management methods. It all depends on the manager’s experience and style of work.

However, along with all this, there are general principles, which boil down to the following:

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

– the more non-standard the process, the more more chances encounter unaccounted factors and the greater the load on the operational management stage;

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

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

Based on the results of monitoring, the initial goals of the mine can be improved, clarified and changed taking into account the received additional information on the implementation of adopted management decisions. In the very as a last resort a decision may be made to cancel the implementation of a management decision if it is clear in advance that upon completion of its implementation the intended goal will not be achieved.

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

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

When conveying administrative information to subordinates, the manager is recommended to develop an operational action plan for the implementation of the decision, providing in it, along with specific activities and areas of work, the main stages, those responsible for them and for the decision as a whole. This plan must be communicated to the entire team. The most experienced and responsible employees should lead separate directions in establishing functions, rights and responsibilities. Among the various components of the direction, it is important to highlight elements that are united by a common goal, that is, each of the actions should be aimed at achieving a specific goal, even if the goal of the subject of this auxiliary action was not this particular goal. An important role is given to promoting the decision, explaining its meaning and significance, possible results and consequences, forming public opinion so that the team is more receptive to administrative influences, and the orders and instructions received are carried out with greater enthusiasm. “A hope that does not come true for a long time torments the heart, but a fulfilled desire is like a tree of life.” Sometimes a manager needs to select people, specific performers who could successfully implement the established amount of work and ensure the effectiveness of the solution. In these conditions, it is necessary to proceed from the qualification level of subordinates, their work experience, and the availability of leadership and performance skills. Having determined the circle of such performers, it is necessary to establish their rights necessary to perform this work, and their responsibilities, explaining the essence and specificity of this decision. In the conditions and methods of bringing a decision, there must be certain guarantees of its effective implementation in terms of understanding its essence, specific features problems, as well as mental characteristics performer. In this regard, praxeologists recommend paying more attention to the operational action plan or its draft, if it has not yet been adopted for execution. If the plan involves achieving a goal in an unconventional way, if its implementation is not based on known and tested methods, but, perhaps, known ones that have not yet been used, although effective, then we are dealing with creative plan. A comprehensive plan must contain a program (hereinafter the word “program” means a system of complex actions) - establish the order of application of individual means, the start and end dates of actions. In network planning (network analysis), using computer technology, the time to achieve intermediate goals is summed up, various options are taken into account, and implementation costs are calculated in order to find the fastest or most economical sequence of coordinated actions. What characteristics should a good plan have? good program? Praxeology requires that effective plan, just like the program, met many requirements. First of all, it must be purposeful, that is, its implementation must lead to achieving the intended goal in a strictly certain time. Unfortunately, we know of numerous examples when a completely achievable goal is not realized. The second requirement for plans and programs is their feasibility. The planner must take into account the capabilities of the performers, means, conditions, etc. Negative example let there be a Warsaw metro, which has been detailed and very carefully worked out in plans. However, due to various circumstances, the plans could not be implemented. The plan must be internally consistent. For example, when we envisage the construction of a tall building and heavy load premises, a correspondingly deep foundation should be planned. Omissions in a particularly important part of the plan threaten the integrity of the building. In general, this provision can be formulated as follows: the plan should not contain such details (structural elements, means, etc.) that make its subsequent implementation impossible. Signs good plan or a good program is simple, structured, understandable. The plan must also be understandable to those for whom it was written. It is often said that the genius of a plan or program lies in its simplicity. We are not talking here, of course, about “forcibly” simplifying everything. But when, for example, a passer-by turns to us and asks how to get to the railway station, we don’t need to give him a complex lecture, but we should indicate the simplest route - straight to the railway tracks and, for example, to the right. But this information can be formulated in such a way that a person will not know where to go at all. And in all kinds of plans and programs one should also adhere to the “golden mean”. And very often we are tempted to develop them in too much detail, providing for unnecessary things, and then their clarity is lost. It is known that certain unforeseen circumstances often appear that change working conditions, for example, scientific progress offers such devices and machines, in comparison with which the devices indicated in the plan are obsolete. One should always take into account the so-called obsolescence of permanent means of production. This term, which has nothing to do with morality, refers to the technical obsolescence of the equipment used so far. Its operation does not pay off due to the advent of new, from many points of view, more advanced equipment and machines. Therefore, the plan must be flexible, easy to change in certain parts. One should remember the scientific organization of labor, which requires constant improvement of production and, consequently, constant improvement of plans. A bad plan is one in which the slightest change threatens the meaning of its existence. Despite a certain flexibility and susceptibility to all kinds of changes, the plan must still be designed for the long term. In some cases this amounts to requiring that it be developed as a whole and that milestones be set later. How many times does it happen that construction begins before the documentation is completed? There comes a time when construction workers carry out all the initial work according to the plans prepared by the design bureau, and then are forced to stand idle. It is impossible to build without plans, otherwise in the course of further preparation of construction projects it will be necessary to make amendments, and this will lead to excessive consumption of energy, materials and funds

Stages of developing a rational solution

Types of management decisions

Management problems and solutions

1. Management problems and solutions

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

The object of the decision is always some problem, that is, a complex theoretical question or practical situation that does not allow obtaining the desired result under given conditions.

Causes of management problems most often there are:

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

Secondly, erroneous requirements for work and its results. If they are overestimated, people will look for a problem where there really is none, and if they are underestimated, on the contrary, they will underestimate its danger;

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

Fourth, unforeseen circumstances, such as natural disasters.

The problems differ from each other for a number of reasons:

1) by degree of importance. Thus, important problems, for example, a lack of funds for investment or an outdated structure of the production apparatus, have an impact not only on the current, but also on the future position of the organization. At the same time, people do not die from minor problems, say, from lack of money to pay bonuses on time.

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

3) according to risk level associated with their existence. It is measured by the likelihood of undesirable consequences, major economic or other damage that undermines the sustainability of the organization or threatens its existence.

4) by the degree of clarity of their formulation, the possibility of dividing into individual elements(structuring). The clarity and structure of problems allows them to be described using quantitative indicators, and therefore, mathematical methods can be used to solve them.

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

2. Types of management decisions

Management decisions can be viewed from different perspectives:

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

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

- tactical- specific ways to promote them. Tactical decisions are made at the lower levels of organization management.

2. By scale solutions could be:

- global affecting the entire organization as a whole;

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

3.According with time horizon we can talk about:

- promising solutions, the consequences of which will be felt long time;

Current, focused on the needs of today.

4. Depending on duration of the implementation period It is customary to highlight:

- long-term(over 5 years);

- medium term(from one to 5 years);

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

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

- directive- usually adopted by the highest management bodies in stable conditions regarding the most important problems of the organization and are intended for mandatory execution;

- orienting; are like a beacon for others.

6. By functional purpose can be distinguished:

- organizational;

- coordinating;

- regulating;

- activating;

- controlling solutions.

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

- sole persons;

-collective.

8. By method of adoption the latter are:

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

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

-parliamentary. Parliamentary decisions are made by the majority of those involved.

9. By breadth of coverage stand out:

- are common concern the same problems for all (for example, the start and end times of the working day) and introduce an element of stability into the organization’s activities;

- special solutions relate to narrow problems specific to only one department or group of people working in it.

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

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

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

11. Finally, solutions can be classified by methods of adoption.

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

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

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

3. Stages of developing a rational solution

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

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

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

III. Third stage The rational decision-making cycle consists of setting specific management tasks.

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

V. Fifth stage Working on a rational solution involves determining the requirements for selecting the final option.

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

From the point of view of variability, there are several types of solutions: non-alternative, binary, multivariate and innovative.

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

However, most often problems admit of more than one solution. Therefore, the presence of only one option indicates their poor development. This is also evidenced by the presence of the so-called binary option solutions. It involves two opposing approaches (according to the “either-or” principle). This makes it difficult to choose the best option, since both, as a rule, suffer from one-sidedness.

The solution is to develop a multi-variant solution containing 5-7 ways to achieve goals.

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

VII. Seventh stage on the path to making a rational decision consists in choosing its final version.

VIII. Eighth stage on the path to making a rational decision lies in agreeing on its main provisions with the performers and interested parties, that is, with those whom it directly affects. This documents their obligations to implement the decision and prevents potential conflicts.

IX. Finally, at the ninth stage the decision is approved by the management of the organization or division, which manages the resources necessary for its implementation and bears personal responsibility for the results.

4. Implementation of the solution

In practice, the implementation of a solution begins with drawing up schedules for putting it into operation and monitoring this process. The first shows what should be achieved, when and with what resources. The second schedule creates the basis for checking the implementation of the decision and the results achieved in this matter.

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

Requirements for methods of implementing solutions:

1. Ways or methods of implementing the solution must be practically applicable, determined by its content and objective working conditions, and not the desires of managers and employees.

2. Another requirement for methods is efficiency, implying that the effect obtained by implementing the solution will be more related to the reduction in costs.

3. Methods for implementing the solution must have accuracy, ensuring that the result obtained corresponds to what was expected.

4. Finally, the methods for implementing the solution must be reliable allowing no more than a specified number of errors and not creating situations with increased risk.

Success in solving problems is determined by the influence of three groups of factors:

- organizational, which include:

a) the ability of the organization and employees to restructure in a timely manner in accordance with changed conditions and adapt to them;

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

c) the effectiveness of the implementation of the decision is largely influenced by the stability of the organization’s functioning, its resistance to various types of interference, threats, etc., creating the possibility of deviations from the intended path;

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

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

Topic 11. Strategy and operational management organization

Decision making is one of the main components of any management process.

The decision-making process, although seemingly simple, is very difficult. It contains quite a lot of subtleties and underwater reefs that are well known to professional managers.

Each organization develops management decisions. And in each organization, the practice of developing and making management decisions has its own characteristics, determined by the nature and specifics of its activities, its organizational structure, the current communication system, and internal culture.

Nevertheless, there is a common feature that is characteristic of any decision-making process, wherever it takes place. This is the single core that forms the development and decision-making technology used in any organization.

Preparation of decisions is carried out on the basis of the totality of information about the situation, its careful analysis and assessments.

In the decision-making process, much attention is paid to the use of expert assessment methods designed to work with both quantitative and qualitative information.

The main purpose of expert technologies is to increase professionalism, and, consequently, the effectiveness of management decisions.

There are different ways of representing the decision-making process, which are based on different approaches to management: systemic, quantitative, situational, etc.

The main attention is paid to the situational approach, since it most fully reflects the problems arising in management activities, is universal and, in essence, contains the main methods associated with making management decisions and used in other approaches.

Preparing to develop a management solution

The first block of stages of developing a management decision includes the following stages:

obtaining information about the situation;

defining goals;

development of an assessment system;

analysis of the situation;

diagnosis of the situation;

development of a forecast for the development of the situation.

Development of a management solution.

The second block of stages for developing a management decision includes:

generating alternative solutions;

selection of main options for management actions;

development of scenarios for the development of the situation;

expert assessment of the main options for control actions.

Decision making, implementation, analysis of the result.

The third block of stages of development and implementation of a management decision includes:

collective expert assessment;

decision-making by persons with decision-making rights (DM);

development of an action plan;

monitoring the implementation of the plan;

analysis of the results of the development of the situation after management influences.

Implementation of solutions in the organization

The implementation of management decisions, strategic and tactical plans is carried out in the organization in which these decisions and plans were made. Let's consider the mechanisms, organizational structures, relationships that affect the effectiveness of their implementation.

One of the main properties of an organization that influences the implementation of decisions and plans is the hierarchical management structure.

Hierarchical ordering is inherent in all purposeful systems. A hierarchical organization is a multi-level structure consisting of interconnected subsystems, the elements of which have the right to make and implement decisions.

The hierarchy determines management functions and responsibilities, the order of subordination in the organization. The higher subsystems (divisions), according to the hierarchical structure, make decisions that are binding on the lower ones and have the right to interfere in their actions.

The subordinate unit, as a rule, has a certain degree of freedom within the framework of the tasks and restrictions assigned to it. This freedom lies in the possibility of accepting independent decisions within the framework of the powers delegated to him.

An important component of an organization's management system is information. Information exchange in a hierarchical structure occurs vertically and horizontally. Vertically, information is transmitted from lower divisions to higher ones and vice versa.

From lower-level units to higher-level ones, information is transmitted about their condition, about interaction with the external environment and other units within the organization, about decisions made and about the expected consequences of decisions made, and the results of their activities.

Information about decisions made in terms of lower-level divisions of the organization, plans for their implementation, allocated resources, operating conditions of the lower-level organization, and assessment of its activities.

Horizontal information exchange is carried out between departments of the same hierarchical level. Typically, information is transmitted horizontally about the plans and results of the activities of divisions within the framework of delegated powers; information about alternative solutions related to the area of ​​​​joint activities, about the operating conditions of divisions, as well as information related to the activities of another division can be transmitted and agreed upon.

The exchange of information vertically and horizontally implements direct and feedback in managing an organization.

The degree of freedom that a structural unit has in managing its own activities due to the powers delegated to it, direct and feedback connections with higher units and units of the same hierarchical level are one of the main elements of the organization's management system.

Using situation 1, characterize the main stages of developing a management decision:

Situation 1. Since 2005, the Russian trading company Neftekhim OJSC has been selling mineral fertilizers and petrochemical products on the domestic market. The company employs 986 people. Suppliers of these products have the opportunity to increase fertilizer production by 60%. They asked the company OJSC Neftekhim to increase accordingly sale of this product. The company's management was interested in this proposal and created a group to study it in detail. A group of specialists conducted marketing research and identified the most profitable regions for product promotion. They are Kursk and Voronezh region, Krasnodar and Stavropol territories. The management of OJSC Neftekhim planned to create a network of branches in these regions to promote fertilizers. This UR was approved by the board of directors and implemented after some time. After a year of operation, the company's financial performance deteriorated due to losses in most branches. The main reason for these losses was that the branches were poorly informed about the time and name of the fertilizers arriving to them. As a result, shareholders' expectations regarding the company's earnings growth were not met.

4. Options for technologies for making management decisions.

Under management adoption process solutions is understood as a cyclical sequence of actions of a management subject aimed at resolving the problems of the organization and consisting in analyzing the situation, generating alternatives, making a decision and organizing its implementation.

If the problem is simple and the situational factors are clear and manageable, then the decision-making process can be quite simple. In this case, after understanding the problem situation, a decision is made that has a direct impact on it and brings the system (managed object) to a state corresponding to the given one.

If the solution to a problem situation is ambiguous, then the decision-making process requires a certain structuring with the identification of stages and procedures (Fig. 8.2).

Rice. 8.2. Composition and sequence of stages of management decision making (according to M.M. Maksimtsov et al., 1998)

Analysis of the situation based on the collection and processing of information from the external and internal environment. Allows managers to determine deviations of a functioning system from a given or planned mode.

Problem identification allows you to establish the essence and reason for the discrepancy between the planned and actual performance indicators of the organization.

Definition of selection criteria. Makes it possible to select the criteria by which comparison and selection of alternatives will be made. These indicators are called selection criteria.

Development of alternative solutions. Involves searching and developing many alternative solutions to a problem.

Selecting an alternative. This is done by comparing the disadvantages and advantages of each alternative. Here it is necessary to take into account the risk factor, i.e. determine the probability of each alternative being realized. Preference is given to the solution option that ensures the achievement of results with the highest degree of probability.

Agreement on the solution. In modern management systems, as a result of the division of labor, a situation has developed where some members of the organization develop a solution, others accept it, and still others implement it. In this regard, management decision making in an organization must be considered as group decision, not an individual process. It is the organization, not the individual leader, who must respond to emerging problems. Therefore, all members of the organization should strive to improve the efficiency of its work. This is where the need arises to coordinate opinions and positions on making management decisions.

Managers who tend to accept individual solutions. However, practice shows that a decision is implemented faster and more effectively when performers have the opportunity to express an opinion on the decision being made, make their own proposals, etc. In this case, the decision made is perceived as one’s own, and not imposed “from above.” Systematic ignoring of the opinions of subordinates leads to the formation of an authoritarian leadership style.

At the same time, it is quite obvious that in a number of cases, more often at the operational and tactical level, the manager is forced to make decisions alone without discussion and coordination.

Implementation management. The adopted decision (alternative) must be implemented. To do this, it is necessary to develop an action plan or program for implementing the decision, which provides for the use of resources, technologies, sources of financing, determines the timing and those responsible for the implementation of the decision. During the implementation of the decision, the manager is obliged to monitor how it is implemented, and, if necessary, provide assistance and make adjustments.

Monitoring and evaluation of results. At this stage, an analysis and assessment of the actual results obtained and the degree of their deviation from the planned indicators is carried out. However, it should be remembered that management decisions are always temporary. Its duration corresponds to the period of relative constancy of the problem situation. Therefore, the main task of control is to promptly identify the decreasing effectiveness of the solution and carry out its correction.

The presented diagram of the decision-making process reflects the logic of management activities, and not its complexity. In practice, this process is more complex and allows not only sequence, but also parallelism of individual procedures. The effectiveness of this process largely depends on the methods that managers use when performing all the necessary types of management.

In the process of problem solving, to strengthen the ability of managers to make informed, effective management decisions aimed at setting and achieving the organization’s goals, various management methods.

Highlight two main classes of management methods: modeling methods and expert assessment methods.

Modeling methods are based on the use of mathematical models to solve the most common management problems.

Development of a management decision using modeling methods includes a number of stages:

setting the task of solving the problem;

quantitative measurement of factors influencing the operation under study;

construction mathematical model the object being studied;

quantitative solution of the model and finding the optimal solution;

checking the adequacy of the mathematical model;

adjustment and updating of the mathematical model.

The most common mathematical models include: models of game theory, queuing theory, inventory management, linear programming, simulation, and economic analysis. They allow solving management problems using economic and mathematical modeling methods.

Methods expert assessments. They are used in the development of management decisions that are completely or partially not amenable to quantitative analysis. In order to minimize errors and the influence of the subjective factor, the received information is processed using special logical and mathematical procedures and converted into a form convenient for developing a solution.

To conduct the examination, an organizational group is formed to provide conditions for efficient work experts. Main tasks of the group:

statement of the problem, determination of the purpose and objectives of the examination;

development of examination procedures;

selection, competency testing and formation of a group of experts;

conducting a survey of experts and obtaining their assessments;

processing, formalization and interpretation of received information.

Among the methods of expert assessments, group survey methods are widely used: the nominal group technique method, the brainstorming method, and the Delphi method.

Method nominal group technique built on the principle of restrictions on interpersonal communications. Therefore, all members of the group meeting to make a decision initially present their proposals in in writing independently and independently of others. Then each participant reports the essence of his project, the presented options are considered by group members (without discussion or criticism). Only after this, each member of the group, independently of the others, gives a written ranking of the ideas considered. The project with the highest score is accepted as the basis for the decision.

Brainstorming method is to give each group member the right to express a variety of ideas about options for solving a problem, regardless of their validity, feasibility, or even logic. The basic principle of this method is that the more offers, the better. All proposals are heard without criticism or evaluation, and their analysis is carried out centrally after the completion of the process of hearing options based on the notes made. As a result, a list is formed in which all proposals are structured according to certain parameters-constraints, as well as according to their effectiveness.

Delphi method used in cases where gathering a group is not possible. The solution to the problem is carried out in the following sequence:

Group members are asked to answer a detailed list of questions on the issue under discussion.

Each group member answers questions independently and anonymously.

The results of the answers are collected in the center and based on them, an integral document is drawn up containing all possible solutions.

Each group member receives a copy of this material.

An agreed decision is made.

As with the nominal group technique, this method ensures the independence of opinion of individual group members. However, the time spent on developing solutions increases significantly, and the number of alternatives discussed decreases.

In conclusion, it should be noted that when developing and making management decisions, managers, as a rule, use a combination of management methods.

In Figure 8.3. the process of adoption and implementation of the program of anti-tuberculosis care to the population at the territorial level is presented.

It follows from the figure that in the healthcare system the formation strategies anti-tuberculosis care to the population at the territorial level is determined by goals and depends on the specific epidemiological situation, as well as the forecast of its development. For acceptance goals a system of indicators for tuberculosis is analyzed, reflecting the qualitative and quantitative side of the service’s activities, the state of the external and internal environment of the organization.

Fig.8.3. The process of adoption and implementation of the anti-tuberculosis care program for the population

For implementation strategies Targeted regional tuberculosis programs are being formed, aimed at adapting the anti-tuberculosis service to the changing needs of the population for anti-tuberculosis care, as well as to new socio-economic conditions.

Performance programs is possible only with the participation of the general medical network, the anti-tuberculosis service and state sanitary and epidemiological surveillance centers, each of which solves the assigned tasks within its competence.

Control necessary for effective interaction of the organizational macrostructure of the region's anti-tuberculosis service, aimed at achieving effective planned indicators ( results) with rational use resource-saving technologies.

Thus, the management decision is the most important element of management aimed at achieving effective results with minimal use of resources.

5. Role feedback in the process of developing a management decision. Ways to establish feedback.

Introduction

The relevance of the study is due to the fact that in market conditions business management entrepreneurship is the most important form of development commercial organizations various fields and scale of activity. To achieve and maintain leading positions in the market, business structures must promptly develop effective management solutions.

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

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

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

Target test work- consider the implementation of management decisions and monitoring their implementation.

Objectives of the course project:

Consider the process of implementing management decisions;

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

Conduct an analysis of the implementation of management decisions and control over their implementation at ZAO STF “Medtechnika”;

Show ways to improve control of management decisions at ZAO NTF Medtekhnika.

Implementation of management decisions

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

development of a solution implementation plan;

implementation management;

control over the implementation of the decision;

assessment of implementation results Golubkov E.P. Technology of making management decisions. - M, 2005. - P. 123.

There are two groups of people: those who prepare the decision (P); those who implement it (N). These groups of people develop a special style of thinking. A developer, including a scientist, has a predominantly analytical-logical style of thinking (AL). Those who implement decisions, including the manager, have a style of thinking that could be called intuitive-synthetic (IS).

People from the first group must determine:

what should be done;

how and who should do it;

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

There is often a situation when the first (R) believe that they have found a reasonable solution, and the second (N) find that the solution left the most significant issues undeveloped and does not answer the question of how to do it.

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

Table 1

Matrix of human interaction at the initial stage

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

The developer should also see the problem from the position of a manager. AL - the developer's style of thinking should be temporarily replaced by the IS style. On the other hand, the manager should try to understand the developer who is trying to find rational decision, i.e. he must have AL-style thinking skills. Full mutual understanding is achieved when the team participates in developing solutions. Each decision must be proven and should not raise doubts about the need for implementation. Inertia and indifference arise in the absence of mutual understanding. Resistance appears in cases where there is no mutual understanding and there is distrust in the decision itself.

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

The main reasons for failures in implementing solutions:

The management of the organization, and especially the middle level, is poorly familiar with the terminology and logic of decision-making theory. It is unable to perceive many of the provisions of this theory and, therefore, restructure its thinking. The main conclusion from this is the need to train managers in modern management methods;

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

many difficulties arise due to the fact that middle and lower level managers do not have the right to issue permission to conduct analysis of the activities of a unit, even at their own level of hierarchy;

to eliminate the listed difficulties in the organization, it is recommended to create a special unit, the main tasks of which should be monitoring existing procedures and developing and implementing innovations in this area; such a division should prevent the emergence of undesirable changes in the established practice of preparing decisions that could lead to duplication or unjustified complication of decisions. Regarding new functions, the division develops and reports to management its proposals for improving the decision-making process. In addition, the division must monitor the main directions of development of competing companies Glushchenko V.V., Glushchenko K.I. Development of a management decision. - Zheleznodorozhny, 2007. - P.83-84.