Preparation for adoption and implementation of commercial decisions. Technology for making entrepreneurial decisions

Commercial Solution Methodology represents a logical organization of activities to develop a commercial solution, including the formulation of management goals, the choice of methods for developing solutions, criteria for evaluating options, and drawing up logical diagrams for performing operations.

Methods for developing management decisions include methods and techniques for performing operations necessary in the development of commercial solutions. These include methods of analyzing, processing information, choosing options for action, etc.

Organization of development of a commercial solution involves streamlining the activities of individual departments and individual employees in the process of developing a solution. Organization is carried out through regulations, standards, organizational requirements, instructions, and responsibilities.

Technology for developing a commercial solution- a variant of the sequence of operations for developing a solution, selected according to the criteria of the rationality of their implementation, the use of special equipment, personnel qualifications, and specific conditions for performing the work.

Quality of commercial solution - a set of properties that a commercial solution has that meet, to one degree or another, the needs of successfully resolving a problem.

Object of making a commercial decision - multifaceted activities of an enterprise, regardless of its form of ownership. In particular, the object of decision making is the following types of activities:

· technical development;

· organization of main and auxiliary production;

· marketing activities;

· economic and financial development;

· organization of wages and bonuses;

· social development;

· management;

· accounting activities;

· staffing;

· other types of activities.

The correctness and effectiveness of the decision made is largely determined by the quality of economic, organizational, social and other types of information. Conventionally, all types of information that are used when making a decision can be divided into:

· for incoming and outgoing;

· processed and unprocessed;

· text and graphic;

· constant and variable;

· normative, analytical, statistical;

· primary and secondary;

· directive, distributive, reporting.

The value of the information obtained depends on the accuracy of the task, since a correctly posed task predetermines the need for specific information for decision making.

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

All decisions made in any field of activity can be conditionally classified and divided into decisions: according to the strategy of the enterprise; profit; sales; issues affecting the formation of profits.

Making a decision, as a rule, involves choosing a direction of action, and if the decision is made easily, without special consideration of alternatives, then it is difficult to make a good decision.

Decision making is preceded by several stages:

· the emergence of problems on which decisions need to be made;

· selection of criteria by which the decision will be made;

· development and formulation of alternatives;

· selection of the optimal alternative from their sets;

· approval (making) of a decision;

· organization of work to implement the solution - feedback

The criteria for assessing the capabilities of the organizational management structure include:

1. Determining the degree of ability of the applied organizational management structure to ensure the receipt of a rate of return.

2. The extent to which the existing management structure is able to create conditions for increasing profit margins

3. The degree of ability to quickly respond to changes in demand and take action accordingly.

4. The degree of ability of the organizational management structure to ensure an increase in labor productivity through detailed specialization of social labor and production.

5. The degree of effectiveness of the production control system under a given organizational management structure.

The object for problems to arise can be the final indicators of the enterprise’s commercial activities. For example, as a result of the enterprise’s activities, the indicators of the final results of work began to sharply deteriorate (increased production costs, decreased growth in labor productivity and its quality, profit and profitability); and also conflict situations and high staff turnover arose.

There are a great variety of decision-making methods, for example, systemic, analytical, sequential comparisons, pairwise comparisons, statistical, expert, etc. Let's look at some of them.

Systematic approach.

These days, the word "systemic" is widely used in a wide variety of combinations. In engineering systems they talk about systems engineering, systems analysis, systems project management, system design of organizations, etc. are known. It is obvious that the origin of the word “systemic” is largely connected with the ideas of general systems theory and cybernetics.

The main concepts usually used in the systems approach are system, process, input, output, feedback, and limitations. These concepts apply to systems of a wide variety of natures. In the processes of selecting a project for a unique object, developing a plan, etc. You can also identify the corresponding systems (and subsystems within them), understand their connection with other systems, determine the input (input information), output (decision), feedback (decision analysis) and limitations (resource, labor, etc.) . As a result, systems are identified that solve specific problems.

What is usually understood by the words “systems approach”? To answer this question, let us consider the available recommendations for a “systemic” solution to problems of various nature.

In accordance with the systems engineering approach, the following stages of solving the problem are distinguished:

· understanding the task and choosing a goal;

· listing or inventing alternatives;

· analysis of alternatives;

· choosing the best solution;

· presentation of results.

The systems analysis and operations research approach typically identifies five logical elements:

· highlight a goal or set of goals;

· highlight alternative means of achieving goals;

· identify resources for using each system;

· build a mathematical (in the operations research approach) or logical (which happens more often in the systems analysis approach) model, i.e. a series of dependencies between goals, alternative means of achieving them, the environment and resources;

· determine the criterion for selecting the preferred alternative.

In the process of forming decisions in an organization using a systematic approach, the following stages can be distinguished:

· defining the goals of the organization;

· identifying problems in the process of achieving these goals;

· researching problems and making a diagnosis;

· search for a solution to the problem;

· evaluation of all alternatives and selection of the best one;

· coordination of decisions in the organization;

· approval of decisions;

· preparation for putting decisions into effect;

· management of solution application;

· effectiveness check.

Figure 1 reflects the general definition of a clear sequence of actions, taking into account goals and means, identifying and consistently considering alternative options for solving problems, and striving for a rational choice between them.

Rice. 3. RUR process based on a systematic approach

So, a systematic approach to solving problems of various types from a utilitarian point of view is associated with isolating the system from the external environment and determining a set of consistent, logical steps to consider the problem. Let us call these features the general scheme of the systems approach.

How do system approaches designed to solve different problems differ? First of all, by methods of analytical comparison of alternatives. For example, in systems engineering, standard methods for calculating various classes of technical systems (electronic circuits, automatic control systems, etc.) are used. When using the operations research approach, there is a whole class of methods: mathematical programming, probabilistic, network planning, etc. The systems analysis approach primarily uses the cost-effectiveness method.

There are examples where the general framework of a systems approach is used to solve complex problems without special methods for analytically comparing alternatives. Recently, the general scheme of the systems approach has been very popular. It is difficult to find a problem in solving which it would not be recommended to use a systematic approach.

When faced with complex human problems, the apparent universality of the sequence of stages also collapses. Identifying goals and defining problems depends on the overall idea of the solution, i.e. from choosing one of the alternatives. We can successively expand the range of problems under consideration until, based on knowledge of our aspirations, capabilities and resources, we have a hunch to pose the entire problem in the most rational way.

On the one hand, the pragmatic possibilities of the general scheme (list of stages) of the systems approach are quite modest. On the other hand, the educational value of the ideas of the systems approach seems to be very valuable. Ideas of a consistent, step-by-step approach to solving complex problems can be helpful in shaping your thinking.

Analytical methods

These methods are based on the work of a manager or specialist with a set of analytical dependencies. They determine the relationship between the conditions for completing a task and its results in the form of formulas, graphs, and logical relationships, for example, “The slower you go, the further you will go.” “You drive more slowly” is a condition, and “you will drive further” is the result. In the activities of organizations, there are many typical dependencies that are objective in nature: dependencies between supply and demand, product life cycle on time, labor productivity on personnel qualifications, management style on the nature of the company’s activities, quality of management on the completeness and value of information, etc. Each manager has a certain set of such dependencies, developed intuitively over a number of years or obtained as a result of training. Many effective dependencies remain unknown to a number of managers. Sometimes you have to find effective dependencies through trial and error, wasting resources unnecessarily. A large set of valuable dependencies are usually declared confidential information of a particular organization. In the age of universal informatization, the sale of new developments in the field of RUR is gradually becoming part of business.

In Fig.4. The nature of the graphical dependence of labor productivity growth on material incentives for workers is given.

100% Labor productivity

Financial incentives

Fig.4 Graphical dependence of labor productivity growth.

The growth in labor productivity is explained by an increase in the degree of satisfaction of the basic needs of the employee. The size of the growth area strongly depends on the number of needs and interests satisfied by both material and moral incentives. The stabilization area is determined by the employee reaching the physical load limit. The area of decline is explained by a decrease in the quality of work in pursuit of increased material incentives.

These methods are based on: probability theory, Markov process theory, and queuing theory.

FEDERAL AGENCY FOR EDUCATION

RUSSIAN FEDERATION

GOU VPO "KRASNOYARSK STATE TRADE-

ECONOMIC INSTITUTE"

Department of Management

COURSE WORK

in the discipline "Management Decisions"

ON THE TOPIC: « Development and adoption of commercial solutions »

(made using materials from Rosa - Krasnoyarsk LLC)

Completed:

3rd year student

specialties 061100

organization management

groups EM – 04 – 3

Anokhina A.E.

Supervisor:

Vashko T.A.

KRASNOYARSK, 2007

Introduction

1. Theoretical foundations for the development and adoption of commercial decisions

1.1 Decision as an object of management activity

1.2 Essence and characteristic features of the development and adoption of commercial decisions

1.3 Research methods and programs

2. Analysis and evaluation of the development and adoption of commercial decisions

2.1 Organizational and legal characteristics of the enterprise

2.2 Monitoring the organizational environment of the enterprise

2.3 Analysis of the development and adoption of commercial decisions at the enterprise Rosa - Krasnoyarsk LLC

3. Development of a solution aimed at improving the quality of commercial decision-making at Rosa - Krasnoyarsk LLC

3.1 Statement of the problem and formation of a commercial solution

3.2 Plan for implementing the program of activities and management assessment of its effectiveness

Conclusion

Bibliography

Applications

Introduction

Decision making is the most important thing in a manager's job. A manager must be able to make a large number of decisions. At the same time, high quality decisions must be ensured.

Currently, the market economic system requires radical changes in the economic management system. And the effectiveness of this management largely depends on the procedure for making decisions and their practical implementation.

The problem of decision making is fundamental in nature, which is determined by the role that decisions play in any sphere of human activity. Research on this problem is interdisciplinary, since the choice of a course of action is the result of a complex linking of informational, organizational, mathematical, legal, economic, psychological, logical, technical and other aspects.

Developing effective solutions is a fundamental prerequisite:

ensuring the competitiveness of products and companies in the market

formation of rational organizational structures

carrying out the correct economic sales policy - everything that a commercial enterprise does.

The life activity and basis of an enterprise is finance, and you need to be able to distribute it correctly. Hence , effective decisions in commercial activities are the key to the existence of an enterprise. This explains the relevance of the chosen topic.

The purpose of writing the work is to analyze and identify the positive aspects and shortcomings in the development and adoption of commercial decisions in an organization and to develop measures to eliminate them.

Based on the purpose of the work, the following tasks are set:

1. Summarize and analyze the theory on the research topic of the course work;

Conduct an analysis of the enterprise's activities to identify positive and negative aspects in the development and adoption of commercial decisions.

Develop measures to improve the operation of the enterprise and eliminate identified deficiencies.

The subject of research in this work is the development and adoption of commercial decisions in an enterprise. The object of the study is the enterprise LLC Rosa - Krasnoyarsk.

The work consists of three parts. The first part, the theoretical one, reveals the essence of this topic, examines general concepts, as well as basic definitions and scientific approaches applied to the process of developing and making commercial decisions. The second part provides an organizational and legal description of the enterprise in the field of development and adoption of commercial decisions, identifying shortcomings and unused reserves. The third part of the course work presents methods for eliminating identified deficiencies and increasing the efficiency of organization management.

The course work consists of three interrelated parts, includes 35 literature sources, 6 tables, 2 figures and 5 diagrams.

During the work, the following research methods were used:

observation

collection of secondary information

survey

expert assessments

Theoretical foundations for the development and adoption of commercial decisions

Decision as an object of management activity

The most important problem in modern management is the development, adoption and implementation of management decisions, which are the main instrument of management influence. This problem has a very serious applied significance, which inevitably increases as economic situations and management problems that require solutions become more complex. This is evidenced by the increasing scale of losses as a result of even small errors made in the decision.

Currently, the concepts of “decision making” and “managerial activity” are so closely intertwined and interconnected that they are often used as synonyms. This is no coincidence.

Management decision-making processes occupy a central place in the structure of management activities, in the work of every manager, because they are the ones who largely determine both the content of this activity and its results.

At the same time, the decision can be considered as a product of managerial work, and its adoption as a process leading to the emergence of this product.

Decision making is the conscious selection of available options or alternative courses of action that reduce the gap between the present and future desired state of the organization.

Thus, this process includes many different elements, but it certainly contains such elements as problems, goals, alternatives and solutions - like choosing an alternative.

Decision making, as well as information exchange, is an integral part of any management function. The need for decision-making arises at all stages of the management process and is associated with all areas and aspects of management activity. The decision-making process quite accurately reflects the real problems, relationships and connections that have developed in the organization, and the unpredictable sequence of decisions characterizes the unpredictability of the management process. Moreover, only studying the process of developing and implementing decisions makes it possible to evaluate the substantive side of management, since the content of the goal is revealed in the content of the decisions made.

The control cycle is always:

starts with setting goals and identifying problems,

continues to develop and make the necessary decision,

ends with the organization and control of its implementation.

Analysis of the result obtained, or, more precisely, assessment of the degree to which the set goal has been achieved, serves as a source of identifying new problems and making new decisions, thus resuming the management cycle. This shows that any management implements a well-defined sequence of three main stages:

determines the state of the managed object (problem identification);

develops optimal impact for a given state (development and adoption of management decisions)

implements it (solution implementation),

The decision can be aimed at achieving one-time results, at creating constantly ongoing processes, maintaining ongoing processes, at stopping any activity.

However, the decision made by an individual in the course of his daily activities differs from a managerial (organizational) decision in several respects:

Goals. The subject of management makes a decision not based on his own needs, but in order to solve the problems of a specific organization.

Consequences. An individual's private choices affect his own life and may affect the few people close to him. A manager, especially a senior manager, chooses a direction that is valid not only for himself, but also for the organization as a whole and its employees, and his decisions can significantly affect the lives of many people. If an organization is large and influential, the decisions of its leaders can seriously affect the social and economic situation of entire regions.

Division of labor. If in private life a person, when making a decision, as a rule, carries it out himself, then in an organization there is a certain division of labor; Some employees (managers) are busy solving emerging problems and making decisions, while others (executors) are busy implementing decisions that have already been made.

Professionalism. In private life, each person makes his own decisions based on his intelligence and experience. In managing an organization, decision making is a much more complex, responsible and formalized process that requires professional training.

Based on the identified characteristics, the following definition is given.

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

In a broader sense, management decision is considered as the main type of management work, a set of interrelated, purposeful and logically consistent management actions that ensure the implementation of management tasks.

When choosing a management decision, the following requirements are imposed on it: efficiency, economy, timeliness and reliability (see appendix, table 1.1).

Each management decision has its own specific result, therefore the goal of management activity is to find such forms, methods, means and instruments that could help achieve the optimal result in specific conditions and circumstances.

The peculiarity of these methods is that they have the attributive property of project activity, being aimed at justifying the choice of the optimal alternative in decision making.

Balance, normative and morphological methods play a corresponding role in implementing the function of designing research programs.

Normative method involves the use of norms and standards in making management decisions.

Based on specially developed benchmark indicators, the level of maximum sufficiency in the resource provision of various sections of the program being implemented is determined, commensurate with the professional needs of the members of the working group, as well as the capabilities available to the subject in achieving its goals and objectives.

Taking into account the standards, budgets of all levels are formed, the amounts of subsidies and transfers are determined, and the amounts of financing submitted for consideration by the competition commissions of projects and programs are calculated.

From the point of view of the method of expression, quantitative and qualitative norms can be distinguished.

Quantitative norms (standards) usually take the form of restrictions on the minimum, average and maximum values.

Qualitative norms are expressed in the form of regulations and legislative acts that define patterns of behavior authorized within a given situation.

The use of the normative method makes it possible to narrow the range of all possible alternatives, narrowing their list to compliance with accepted standards.

Usage balance method allows you to determine the optimal ratio between income and expenditure items of the program budget. Establishing balances in the consumption of material resources makes it possible to maintain proportions in the distribution of funding between different sections of the program.

When using the balance sheet method, the equality of the results obtained as a result of various comparisons is taken into account.

In this way, it is possible to formulate an optimal budget structure based on an assessment of the structure of investment of software, the degree of investment risk and the proportionality of budget injections during a given period.

Idea morphological analysis in relation to exploratory problem solving, it was expressed by the Swiss researcher F. Zwicky in 1942.

As a design method, morphological analysis is focused on identifying optimal solutions based on many combinations of properties of the design object. The use of morphological forecasting is possible in a wide range, from the analysis of narrow technical problems to the area of social research, where the problem of choice is most acute. This makes the use of the morphological method very relevant for the analysis of modern problems.

The essence of the method is a comprehensive study of the designed object from the point of view of determining possible design options.

Then, by searching through all the possibilities within the framework of the developed abstract morphological model, optimal combinations of possible solutions and a technically feasible design direction are discovered.

Zwicky oriented researchers in the field of technical knowledge towards a scrupulous study of the operating principles of various technical devices, which logically contained separate, relatively independent groups of variables.

The Zwicky method is based on the premise that any technical problem can be decomposed into the so-called morphological box, composed of a logically connected chain of elements.

The analysis is considered complete if in each compartment of this box one solution is executed in the case of a positive solution to the problem situation, or not one in the case of a negative solution.

This makes it possible to build a logically verified scheme for forecasting a problem situation based on detailed knowledge of the constituent elements of this situation.

The most important criterion in making effective decisions, closely related to the possibility of its practical application, is also the direction of the decision from the bottom up, which allows not only to achieve the implementation of the decision, but also to create a long-term mechanism for the reproduction of such decisions in the future.

A clear indication of the use of this solution method is the technique "ringisho" widely used in Japanese management practice. The decision-making mechanism in accordance with this methodology involves the initial formulation of this decision at the lower and middle floors of the management pyramid. Such a decision can be formulated either by the employee himself or suggested to him from above.

When carrying out the work of bringing a decision to its final stage, the employee is obliged to coordinate it with his colleagues who will have to participate if this decision is made. Afterwards, a version of such a decision passes through all the above levels of the management pyramid, where managers not only get acquainted with the proposal, but also express their opinion, putting a personal signature in a specially designated place.

If this decision is made by senior management, the decision is returned to the employee in the form of an order or order.

In this way, the preparation and selection of effective solutions is carried out, which allows not only to select the most valuable solution option for a given period, but also to minimize the likelihood of a reoccurrence of the problem situation, to overcome which this decision was made.

Questions for control

1. Define the concept of “economic efficiency”.
2. Name the main indicators for assessing the effectiveness of economic activity.
3. What are investment performance indicators?
4. What algorithm is used to make effective decisions?
5. The essence of risk and its assessment.
6. Name the methods used to make effective decisions.

Management decisions: the essence of the requirement and the development mechanism. The manager implements his management activities through decisions. Achieving the research goal required solving the following problems: theoretical justification of economic methods of decision-making in the entrepreneurship system; structuring and internal management examination based on an analysis of the external and internal environment of the enterprise under study; analysis of the use of information on economic results...

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	The decision-making process is 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.

"Modern decision theory..." These words often appear on the pages of the press, on the radio and on TV screens. These words are readily used by politicians, economists, and sociologists. But what is hidden behind them? When did this theory become, so to speak, “modern”? How is its content fundamentally different from the traditional (“non-modern”) system of views on the decision-making process? Answers to other questions are no less important: how to rationally, on a scientific basis, approach the development of solutions? What do the main decision-making tasks look like in a general theoretical sense? What are the basic concepts and principles of the modern approach to developing solutions?

It is impossible to give, and most importantly, understand, answers to the questions posed without recalling the main list of management tasks in general, without outlining the semantic essence of the basic concepts and definitions used in cybernetics and decision theory.

During the management process, personnel actions cannot occur spontaneously. The organization's personnel objectively need their actions to be organized, agreed upon, coordinated, and joint efforts directed toward achieving the goal. The main goal of management is to ensure maximum efficiency of enterprises, firms, and organizations.

The essence of managing the activities of an enterprise and personnel lies in the purposeful activities of leaders and managers to prepare them for conducting economic (financial) operations and guiding them in carrying out assigned tasks. The content of management is a set of activities (management tasks) that cover the activities of executives, managers and services of all levels for personnel management of the company in order to prepare them for certain actions. The main functions of the management process are:

§ continuous receipt, collection, study, analysis and synthesis of data on the situation;

§ timely decision-making on the organization and conduct of economic transactions;

§ setting tasks for subordinates;

§ event planning;

§ organizing and maintaining interaction between “friendly” companies;

§ organizing and conducting activities to improve the organization’s management system;

§ constant monitoring of the correct understanding and implementation of assigned tasks by subordinate organizations, and, if necessary, timely provision of assistance;

§ carrying out other activities, the need for which is determined by the situation.

The manager's decision combines into a single whole the goal of economic actions, the forces and means necessary to achieve it, and measures to organize the management system. It is the basis of management in the economy.

What is the basis of the decision itself? This basis consists of knowledge of the laws and principles of management, as well as a correct understanding of the task received and a correct assessment of the situation. The effectiveness of the solution will be higher if it is not formulaic, but is the result of combining creative thinking and the will of the leader, if it is supported by appropriate mathematical calculations.

A general diagram illustrating the work procedure of a manager when developing a decision to conduct an economic transaction and organizing its implementation is shown in Fig. 4.1.

Rice. 4.1. General scheme of a manager’s work when developing a solution and organizing its implementation

Clarification of the task (1) is the initial stage of the manager’s work, aimed at a deep understanding of the purpose of the upcoming financial transactions; the plan of the superior manager, the content and characteristics of the task received; the role of your enterprise (division) in fulfilling the general task set by senior management; tasks of “friendly” companies, procedures and methods of interaction with them; accounting for tasks solved by the forces and means of senior management in the interests of the enterprise (division), the deadline for readiness to complete the task. A change in the environment is also an incentive to clarify or clarify current and future tasks.

To understand the plan of a superior manager (a manager, for example, for an upcoming increase in the price of manufactured products - this means to understand what products they need, where and in what sequence it is necessary to consider from the entire range of products produced by the enterprise. In addition, it is necessary to understand what types of products will be increased by first, and for which ones the price will increase last, what social consequences will the price increase lead to, what kind of profit will the enterprise have, etc.

Thus, when understanding the purpose of the upcoming actions, the manager must understand what final result his enterprise (division) should achieve. As a result of understanding the task received, the manager draws the necessary conclusions for himself.

Having understood the task, the manager calculates time (2), that is, distributes the time at his disposal to prepare for the upcoming actions of the staff, to plan and communicate tasks to subordinates. The purpose of the calculation is to allocate the maximum possible time for practical preparation for the upcoming actions of the company’s personnel. Time calculation is carried out personally by the manager and his deputy. Having calculated the time, the manager orients his subordinates to upcoming actions in order to increase the time for practical activities of the enterprise personnel.

Operational orientation (3) is carried out by the manager, as a rule, personally, in order to inform the manager (staff) information about the situation, upcoming actions, the organization of observation, the time and procedure of work, the preparation of data for decision-making and other information that allows them to correctly understand environment and prepare to perform tasks.

After orienting subordinates and organizing the work of officials, the manager immediately begins to assess the situation. Situation assessment (4) is a comprehensive study and analysis of factors influencing the implementation of assigned tasks. As a result, conditions and factors that promote and hinder the successful completion of assigned tasks are identified. In general, the situation assessment is carried out according to the following elements: competitor, own personnel, area of the site actions or market segment, time. When assessing a competitor, the manager is obliged to understand and determine the composition, condition, position and possible nature of his actions;

When assessing his staff, the manager studies and analyzes the intellectual potential, readiness to perform assigned tasks, staffing with organizational equipment, communications, etc. This allows him to correctly determine the possibilities for completing assigned tasks and the most effective methods of action. Based on the conclusions made, the manager sets tasks for his departments and subordinates, assesses the state of management, and the level of personnel readiness for upcoming actions.

In addition, the manager evaluates the impact of competitors' actions on the task performance of his departments. When estimating time, the manager determines the time to complete specific activities in preparing and carrying out the necessary actions. The process of assessing individual elements of the situation can be repeated as new information arrives, influencing the decision as a whole or its individual elements, and based on the assessment of the competitor and its personnel, the quantitative and qualitative balance of forces and means of the parties is determined. The solution from the manager to these issues requires a deep understanding of the situation and the ability to identify those key factors that will ensure the best decision for the given situation. Having thus sequentially assessed all the elements of the situation and made particular conclusions for each of them, the manager then makes a general conclusion about the degree of influence of the current situation on the achievement of the goal. In the conclusions from the assessment of the competitor and his staff, the manager already outlines individual elements of the action plan, possible ways to achieve the goal and directions for focusing the main efforts. The final conclusions from understanding the task and assessing the situation allow the manager to formulate several of the most promising solution options for upcoming actions and then choose the most appropriate way to complete the task and make a decision.

The manager justifies and makes decisions (5) based on an understanding of the task received, an assessment of the situation and the calculations performed. In the decision, the manager gives an answer to the main questions that make up the content of the decision:

§ plan of action;

§ preliminary tasks for enterprises (divisions);

§ basics of organizing interaction between firms and departments;

§ basics of organizing support;

§ basics of organizing management and communications.

A plan is a leader’s idea of the course of upcoming actions before they begin. The plan usually indicates the goal of action and the method of achieving it, the directions for concentrating the main and other efforts, the main and other tasks, and the ways to achieve the main and other goals. When developing a plan, those involved in the work express their opinions and make suggestions, as well as provide the necessary information. Heads of departments must be ready, upon request from the management of the enterprise, to report additional data and calculations on their services and personnel.

Next, the manager begins to define preliminary tasks. Having defined preliminary tasks for subordinates and departments, the manager outlines the basis for organizing interaction. The essence of interaction between departments when conducting an economic operation is the coordination of personnel actions on goals, objectives, place, time and methods of performing tasks to achieve the goal.

After determining the basics of organizing interaction, the manager begins to determine the basics of organizing support for actions. Having determined all the elements of the decision, the manager orders his deputy to formalize the decision by the deadline. Then the decision (the intent of the decision) is reported to senior management. The decision approved by the senior manager is announced to the relevant officials, usually indicating the purpose of the upcoming actions and the conclusions from the assessment of the situation. The decision is formalized in the form of an order for the enterprise or company.

Based on the manager’s decision, his deputies and managers plan the necessary actions. At the same time, an order (instruction) is developed.

The organizational work of the manager and the management staff (stages 6, 7,8,9 in the general diagram) comes down to organizing the execution of the decision, its material embodiment in the actions of the enterprise personnel.

Setting tasks (6) to subordinate units is one of the most important functions of the manager and other management bodies in organizing and conducting the necessary actions. Methods of completing tasks are determined by the deputy manager and the main manager. To set objectives for the operation, the following are developed:

§ operational directives (orders);

§ directives (orders) to ensure economic transactions;

§ orders to subordinate units and personnel.

In all cases, accuracy, clarity and timeliness of communicating orders to subordinates are the most important conditions for their successful implementation.

The work of organizing staff interaction (7) consists of coordinating the actions of staff on goals, objectives, place, time and methods of performing assigned tasks. Interaction is carried out continuously, and if violated, it is immediately restored. An interaction plan (table) is being developed. Practical issues of interaction are worked out with subordinate personnel in the daily activities of the enterprise.

The work of organizing management and communications (8) consists of determining the location of the management group, actions, distribution of officials among management locations, and the location of the head of the event to restore management and communications violations.

After setting tasks and organizing interaction, the main task of the leader (manager) is practical work to organize the implementation of the assigned tasks and all planned preparatory activities (9). This work is carried out by organizing effective control over the correct understanding, timely and accurate implementation of given orders and providing direct assistance to managers and specialists on the ground. As a rule, control should be proactive.

First of all, the following are controlled:

§ readiness of management personnel;

§ timely receipt by subordinates of relevant orders;

§ knowledge and correct understanding of the assigned tasks;

§ compliance of decisions made by subordinates with the plan and assigned tasks.

For the final choice and complete conviction of the correctness of the chosen solution, the manager uses, first of all, personal experience, checks the chosen solution according to the criteria of logic, originality, compliance with the provisions of the theory, and historical experience. The rationality and validity of a decision are assessed by criteria that can have either qualitative or quantitative scales.

Literature

1. Baldin K. V., Vorobiev S. N. Management decisions: theory and technology of adoption. Textbook for universities. – M.: Project, 2004. – 304 p.

2. Litvak B. G. Development of management decisions: Textbook. - 4th ed., revised - M.: Delo. 2003.

3. Stroeva E. V., Lavrova E. V. Development of management decisions: Educational and practical guide. – M.: INFRA-M, 2012