Types and types of management decisions. Social efficiency of managerial decisions

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

Indicators and criteria for the effectiveness of economic decisions

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

  1. Organizational efficiency can be manifested in changing the work functions of employees, improving working conditions, optimizing the organizational structure of the enterprise, reducing the number of employees, creating a new department, etc.
  2. The social efficiency of managerial decisions may consist in creating conditions for creative work employees, improving customer service, reducing staff turnover, improving the psychological climate in the team.
  3. Technological efficiency can be expressed in the introduction of modern technologies in production, the acquisition new technology, improving productivity.
  4. Environmental performance can be expressed in providing safety for employees, environmental safety company work.
  5. Legal efficiency is to ensure the safety, legality and stability of work, reducing penalties.

Evaluation of the effectiveness of managerial decision-making

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

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

Methods for improving the efficiency of management decisions

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

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

Efficiency of management decisions and its components. Organizational effectiveness of SD. Social efficiency of SD. Economic efficiency of SD. Comparative economic analysis and guidelines for evaluating the effectiveness of management decisions. Methods for calculating the economic efficiency of SD preparation and implementation: an indirect comparison method various options, the method of evaluation by final results, the method of evaluation by direct results of activity.

General information

Efficiency comes from the word "effect", meaning the impression made by someone on someone. This impression can have organizational, economic, psychological, legal, ethical, technological and social overtones. The effect can be observed or formed. Usually, the effect (result) is compared with the costs in comparable terms. For example, in 1994, 30% of the population (120 thousand people) of city N took part in the mayoral elections, while 1.2 thousand people were involved in the election campaign. activists, and in 1999 - respectively 45% (180 thousand people) of the population and 900 people. activists. The organizational effect is 60 thousand people, and organizational costs have decreased by 300 people. activists.

The ratio of the effect (result) and costs characterizes efficiency any activity or event. Efficiency can be positive and negative. In the given example of the election campaign in 1999, there is a positive effect and a reduction in organizational costs. This is possible as a result of improving the technology of conducting a propaganda campaign, the high professionalism of activists.

Thus, we can talk about organizational, economic and other efficiency (Fig. 7.2)

Rice. 7.2.Main types of functional efficiency

One kind of efficiency can change at the expense of another. Thus, by reducing economic efficiency, it is possible to increase social efficiency. If economic efficiency is put in the first place and no attention is paid to organizational efficiency, then all information processes can slow down and this, of course, will affect the economic efficiency itself. Recall the dinosaur principle: "By the time the decision made in the dinosaur's head for the tail reaches him, it may no longer be necessary or there will be no tail."

The effectiveness of the company as a whole consists of the effectiveness of SD, product efficiency, the company's ability to produce it, a high image among suppliers, contractors and customers.

SD efficiency

SD efficiency - this is the resource effectiveness obtained as a result of the development or implementation of a management decision in an organization. Resources can be finances, materials, personnel health, labor organization, etc.

Similarly to the classification of overall efficiency and effectiveness of SD is divided into organizational, economic, social, technological, psychological, legal, environmental, ethical and political.

Organizational effectiveness of SD - it is the fact that organizational goals are achieved with fewer employees or in less time. Organizational goals are related to the implementation of the following human needs: in the organization of life and security, in management, stability, order. Organizational efficiency and quality of SD are inextricably linked, and therefore, in many publications, these parameters of SD are considered together.

Economic efficiency of SD- this is the ratio of the cost of the surplus product obtained as a result of the implementation of a specific SD, and the costs of its development and implementation.

Social efficiency of SD can also be considered as the fact of achieving social goals for a larger number of people and society in a shorter time by a smaller number of workers, with lower financial costs. Social goals realize the following human needs: information, knowledge, creative work, self-expression, communication, and recreation.

Technological efficiency of SD - the fact of achieving certain results (sectoral, national or world technological level of production) planned in the business plan in a shorter time or at lower financial costs.

Psychological effectiveness of SD- the fact of achieving psychological goals for more workers or the public in a shorter time, with fewer workers or at lower financial costs. Psychological goals realize the following human needs: love, family, free time.

Legal effectiveness of SD is assessed by the degree to which the legal goals of the organization and personnel are achieved in a shorter time, with fewer employees or at lower financial costs. Legal goals realize human needs for security and order.

Environmental efficiency SD - it is the fact of achieving the environmental goals of the organization and staff in a shorter time, with fewer employees or at lower financial costs. Environmental goals realize the following human needs: safety, health, organization of sustainable development of life, physiological.

Ethical effectiveness of SD - the fact of achieving the moral goals of the organization and staff in a shorter time, with fewer employees or at lower financial costs. Ethical goals realize the needs and interests of a person in the observance of moral norms of behavior by people around him.

Political effectiveness of SD - it is the fact of achieving the political goals of the organization and staff in a shorter time, with fewer employees or at lower financial costs. Political goals realize the following human needs: in faith, patriotism, self-manifestation and self-expression, management.

The effectiveness of SD is divided according to the levels of its development, coverage of people and companies. They single out the effectiveness of SD at the level of production and management of a company, a group of companies, an industry, a region, a country.

In the company's activities, a necessary condition for effective functioning is the balance of interests of all business participants: owners, managers, staff, counterparties, customers, etc. With a common interest, each of them has its own interest, which must be respected and taken into account by its other participants.

SD efficiency management is carried out through a system of quantitative and qualitative assessments based on real indicators, norms and standards for the effectiveness of manufactured products and the activities of the company itself. Such indicators, norms and standards include data in the field of:

 activities of the company as a whole;

 the degree of satisfaction of the needs and interests of the personnel;

 activities of the company in a particular market;

 management, service and production activities;

 direct production;

 production of certain types of products (services, information and

 use of material and intellectual resources;

 public relations companies,

as well as the overall performance indicator adopted by the company.

Methods for assessing the economic efficiency of SD

When considering economic efficiency ( E e) it is methodologically difficult to reliably determine the value of the surplus product obtained as a result of the implementation of a specific SD, i.e. its market value. SD implemented in the form of information is not directly expressed in the material form of goods, services or knowledge, but creates conditions for them. The positive economic effect of SD is savings, the negative one is loss. A number of methods are known for measuring (more precisely, estimating) E uh, among which are more commonly used:

 indirect method of comparing different options;

 by final results;

 by direct results of activity.

indirect method involves an analysis of the market value

SD and SD costs by analyzing SD options for the same type of object, developed and implemented in approximately the same conditions. Before concrete implementation, SD goes through many levels of management and production, so it is necessary to separate the influence of the subjective factor that slows down or accelerates this process.

This method allows using the market value of manufactured products instead of the market value of SD. So, when implementing two SD options, the relative economic efficiency for the first solution can be determined from the following relationship:

E e = ( P 2t / W 2t - P 1t / W 1t) 100%,

where P 1t - profit received for the sale of goods in the first variant of SD; P 2t - profit received for the sale of goods in the second variant of SD; W lm - costs for the production of goods in the first variant of SD; W 2m - costs for the production of goods in the second variant of SD.

So, if the manager only maintains production at the same level by his decisions, then the economic efficiency of SD will be equal to zero, while other types of efficiency may be significant, for example, organizational, social.

Method of determination by final results based on the calculation of the efficiency of production as a whole and the allocation of a fixed (statistically justified) part ( To):

E uh = (PK)/OZ,

where P- profit received from the sale of goods; OZ - total costs; TO - share of SD in production efficiency ( To= 20  30%).

Method for determining E uh for immediate results activity is based on an assessment of the direct effect of SD in achieving goals, implementing functions, methods, etc. The main parameters in the assessment E uh are standards (temporary, resource, financial, etc.). the value E uh determined from the ratio:

E uh = C i /P i 100%,

where FROM i- standard for the use (waste) of the resource i for the development and implementation of SD; P i - actual use (costs) i resource for the development and implementation of SD.

When calculating E uh using this method, it is necessary to determine the value E uh across multiple resources t) and then by resource priority ( P i) find the mean E uh .

E e =
m.

Examples of assessments of the economic efficiency of SD

_______________________________________________________________

EXAMPLE 1

The company "Hot bread" produces and sells bakery products and other products. The head of the company implemented SD to change functional responsibilities and laid off one employee. Other employees for performing additional functions have increased material remuneration. As a result of the improvement of functional duties and better work of the staff, the cost of production decreased by 1%, the price of products decreased by 0.5%, but the total selling price increased by 5% due to the increase in sales. General data are given in the table:

It is required to evaluate the economic efficiency of SD. Let us calculate the economic efficiency of SD by two methods: by comparing the final results and by the final results. According to the method of comparing the final results:

E uh = (0,668 / 2,054  0,518 / 2,074)  100%.

As a result E uh = 7.6% is not bad at all!

(K = 20  30%):

E e \u003d (0.668 / 2.054)  0.25  100%.

As a result E uh = 8.1%. A little more than the previous result. However, this difference is acceptable in economic and managerial calculations.

EXAMPLE 2

The local excavator plant produces tracked earthmoving machines. The sale of cars is decreasing, which does not correspond to the capabilities of the plant. The head of the marketing department accepted the SD on expanding the form of payment for products in the form of leasing, the plant itself acted as the lessor. Cars began to leave the factory faster than the financial filling of the current account. After a year of work, this system had to be abandoned. And then Chief Engineer The plant decided to create a permanent and temporary part of the working staff. The permanent part of the staff works independently, and the temporary part - depending on the number of orders. General data for calculations are given in the table:

It is required to evaluate the economic efficiency of two SDs.

Let us calculate the economic efficiency of SD by two methods: by comparing the final results and by the final results.

According to the method of comparing the final results:

BUT. Let us calculate the economic efficiency of the second solution relative to the first one.

E e \u003d (1.514 / 6.537 + 0.183 / 8.234)  100%.

As a result E uh = 25.4% is a good relative result.

B. Let us calculate the economic efficiency of the first solution relative to the second one.

E e \u003d (0.183 / 8.234 - 1.514 / 6.537)  100%.

As a result E uh = 25.4% is a poor relative result resulting in economic damage.

By end results method(K = 20  30%):

BUT. For the first solution:

E uh =  (0,183 / 8,234)  0,25  100%.

As a result E uh = 0,56%.

B. For the second solution:

E uh = (1,514 / 6,537)  0,25  100%.

As a result E uh = 5,7%.

Compared to the previous evaluation method, the results are significantly different. And this is not surprising, since the first method was based on one of the solutions, and the second did not depend on other solutions. In this example, it is more correct to use the end results method.

EXAMPLE 3

Stroydor Open Joint Stock Company designs and builds roads of local and republican significance. The meeting of shareholders adopted a resolution on the start of work on the design of new roads with modern coatings. As part of this decision, the director of the OJSC allocated financial resources, personnel and equipment for the design department, and also determined the design time. General data for calculations are given in the table:

It is required to evaluate the economic efficiency of SD. Let's calculate the economic efficiency of SD for each resource:

E e 1 \u003d 200 / 220  100% \u003d 90.9%;

E e 2 \u003d 16 / 13  100% \u003d 123%;

E e 3 \u003d 9/8  100% \u003d 112.5%.

The overall economic efficiency will be:

E e \u003d (90.9  1.2 + 123  1 + 112.5  1.1) / 3 \u003d 118.6%.

This is a very high assessment of the economic efficiency of R.

The problem of choosing an alternative by a manager is one of the most important in modern science management, but it is equally important to make an effective decision. For a managerial decision to be effective, a number of factors must be taken into account (Fig. 1).

Rice. 1. Factors of the effectiveness of managerial decisions

1. Hierarchy in decision-making - delegation of decision-making authority closer to the level at which there is more necessary information and which is directly involved in the implementation of the decision. In this case, the executors of the decision are employees of adjacent levels. Contacts with subordinates who are more than one hierarchical level lower (higher) are not allowed.

2. The use of targeted cross-functional teams, in which the members that make up them are selected from various departments and levels of the organization.

3. Use of direct (direct) horizontal links in decision making. In this case (especially at the initial stage of the decision-making process), the collection and processing of information is carried out without recourse to higher management. This approach contributes to decision-making in a shorter time, increasing responsibility for the implementation decisions taken.

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

As already noted, the choice the best option decisions are made by sequential evaluation of each of the proposed alternatives. It is determined to what extent each solution option ensures the achievement of the ultimate goal of the organization. This is the reason for its effectiveness. Those. a solution is considered effective if it meets the requirements arising from the situation being solved and the goals of the organization (Fig. 2).

Rice. 2. Requirements for management decisions.

1. First, the solution must be efficient, i.e. ensure the achievement of the organization's goals to the fullest extent possible.

2. Secondly, the solution must be economical, i.e. achieve the goal at the lowest cost.

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

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

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

In achieving the effectiveness of decisions, a special role is played by the methods of bringing the decisions made to the executors. Bringing decisions to the executors usually begins with the division of the alternative into group and individual tasks and selection of performers.

Ministry of Education and Science

State educational institution higher professional education

"Nizhny Novgorod State University of Architecture and Civil Engineering"

Institute of Economics, Management and Law

Department of Management and Marketing

abstract

By discipline: Management decisions

On the topic: "Evaluation of the effectiveness of management decisions"

Completed by: student of group MN-13

Skvortsova N.A.

Checked: Ph.D. associate professor Lopatkina T.N.

Introduction

Management decisions are one of the most important processes. The success of the business largely depends on its effectiveness. Only a professional manager owns the technologies for developing, adopting, and implementing managerial decisions, without which effective management of an organization in a difficult economic environment is almost impossible. Every manager knows that before starting any business, it is necessary to determine the goal of their actions: strategic (for the long term) and tactical (for a specific action).

Goals should be specific and measurable, i.e. for each goal there should be a criterion that would allow assessing the degree of its achievement. If there is no such criterion, then it is impossible to implement one of the main management functions - control. And in this sense, the goal, the degree of achievement of which can be quantified, is always better than the goal, formulated only verbally.

An equally important professional quality of a manager is the ability to foresee. He who cannot foresee cannot manage.

The external and internal environment in which the organization operates is subject to continuous changes, the degree of significance of which is different. In order not to find yourself in a situation of a driver who did not notice a sharp turn in the road, the control over the state of the external and internal environment of the organization must be carried out continuously.

It is the results of the evaluation of the effectiveness and control of management decisions that are the basis for the leaders of the organization to correct the decisions made earlier, if the deviations in the course of the implementation of the decisions made earlier are significant.

Only by correctly assessing the possible losses and gains, having developed a program of action to prevent possible negative consequences, one can make an effective management decision.

1. Decisions as a tool for changing the functioning and development of enterprises

One of the conditions for the successful functioning and development of enterprises in market economy is the constant qualitative improvement of their activities. It is associated with changes in the organization of work, technological process, the equipment used, in the incentive system, personnel policy, ethical standards, etc.

Transformations should concern both the object and the subject of management. Management needs to periodically evaluate and adjust the goals set, taking into account changes external environment and the enterprise itself.

As a rule, serious changes are caused by decisions to improve the organizational structures of management. It is associated with the redistribution of powers, responsibilities, changes in coordination and integration processes. The strategy of change also applies to people, assuming a modification of the capabilities, attitudes, behavior of staff, motivation, leadership, the formation of a workforce, and the implementation of a certain social policy.

The need for change is dictated by the demands of the market, to which successful business leaders respond adequately. It is typical for individual entrepreneurs (for example, Japanese) to provoke changes in the market so as not to be at the forefront of these changes, not to concede in the competition. This allows you to maintain your "niche" and brings enterprises to a new organizational, economic, technological, cultural level.

Most foreign companies (in particular, in the USA) are of the opinion that moderate changes should be carried out annually, and radical changes once every four to five years. It must be remembered at the same time that a violation of the usual mode of operation for a certain time can adversely affect the results of activities. Therefore, some kind of compensatory measures should be envisaged, aimed at smoothing the process of reorganization in the firm. It should also be borne in mind that an enterprise is (as has been repeatedly noted) an organizational socio-economic system. Changes in its individual elements inevitably entail changes in others.

Readiness for change is a complex process in many respects, including psychological. As a rule, the need for them arises under the influence of the external environment, since the internal environment is more conservative and is not burdened by the achieved milestone of its development. Conventionally, in the technology of change, stages can be distinguished: awareness of the need, the formation of a new view of the familiar reality among the staff of the enterprise and its management, the implementation of changes.

In this regard, two types of leaders are distinguished: transitional and transformative. The former bear the traits of reformers, but are weighed down by internal and external restrictions. The second - focused on creation. They need a clear idea of ​​the future of the company based on the developed concept of change and the ability to captivate the workforce with their ideas. At the same time, it is very important to proceed from the mission of the enterprise - to correctly define goals, develop strategies for achieving them, taking into account the available material, financial and labor resources.

In the course of implementing changes, as in any work, it is advisable to adhere to certain principles:

1. Carry out changes in accordance with the developed strategy for their implementation;

2. The process of transformation should not be landslide, but gradual to ensure a smooth transition from the old to the new, in order to have time to identify and, if necessary, make the required adjustments;

3. Take into account the influence of the human factor, the likely resistance of some part of the staff to the upcoming changes. It is necessary to oppose this group of supporters of change, to carry out appropriate work on the reorientation of the “conservatives”, to involve external consultants, if this is required by the circumstances;

4. To pursue a policy of partnership with the company's employees based on awareness, encouragement of initiative and creativity, the formation of a favorable climate, effective "teams", a healthy spirit of competition, and the suppression of manifestations of bureaucracy;

Management specialist Larry Grainer proposed a model for successful organizational change management, which includes a number of stages.

Stage I. Pressure and urge. Its essence is that the pressure of external factors (increased competition, changes in the economy, etc.) should encourage managers to make changes.

Stage II. Mediation and redirection of attention. When an idea of ​​change arises, it becomes necessary to use intermediary services, consultants.

Stage III. Diagnosis and awareness. At this stage, management collects relevant information.

Stage IV. Finding a new solution and commitment to its implementation. Once the existence of a problem is acknowledged, the manager looks for a way to change the situation in a positive direction.

Stage V. Experiments and discovery. Management rarely takes the risk of making major changes all at once. By experimenting and identifying negative consequences, it becomes possible to correct actions in time and get the greatest efficiency from changes.

Competent development of a solution for carrying out changes in the enterprise is the key to the effective functioning and development of firms in the present and future.

2. The concept of efficiency and its main indicators

In economic science, efficiency is understood as the ratio between the results of financial and economic activities, which are usually characterized by profit, and the costs that caused this profit.

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

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

When evaluating the effectiveness of complex objects, they are conditionally differentiated into simpler components. Based on the calculated private estimates of efficiency individual elements object, get the opportunity to develop a generalized assessment of efficiency, taking into account various factors. This raises the problem of determining the contribution of each of the elements to the overall performance assessment. It is resolved by assigning to each of the private efficiency ratings an appropriate mathematical weight, which can be determined based on determining the importance of the corresponding element in the technology of the production process, ranking them according to the results of a survey of specialists, based on the share of this element in the total cost of the object or in the total cost, etc. .P.

Of particular interest is the use of expert methods for evaluating efficiency. They can be used both in the presence of a certain statistical base for the production and economic activities of the company, and in a newly created enterprise. In the first case, the task of experts is reduced to determining the significance of private performance assessments, in the second case, to developing an agreed opinion on the possible efficiency of the enterprise in a new business area.

3. Efficiency of decisions

The practice of financial and economic activity in a market-type economy shows that enterprises of the same type, which have approximately equal material and financial resources, often have significant differences in profit levels. Some of them are developing dynamically, others are going bankrupt.

In this regard, leading domestic and foreign economists point out that one of the most important reasons for such discrepancies is the differences in the efficiency of enterprise management or, in other words, in the effectiveness of management decisions developed and implemented by managers.

AT general plan under the effectiveness of enterprise management is understood the effectiveness of managing the activities of an enterprise, which is a consequence of the ability of managers to develop effective management decisions and achieve the goals set.

Many economists are of the opinion that management efficiency is a function of two variables: the costs of developing management decisions and maintaining the management apparatus, on the one hand, and the results of management activities, reflected in the change in the values ​​of indicators that evaluate the state of the management object.

The level of economic efficiency is the most important characteristic of the management system and the quality of management decisions.

When evaluating the effectiveness of management decisions, it is necessary to provide a synthesis of economic and social aspects of management. In accordance with this, a system of performance evaluation criteria should also be developed.

As performance criteria, indicators such as an increase in profits, production and sales volumes, a change in the payback period of investments, an increase in the turnover of working capital, an increase in economic profitability, a reduction in the cost of maintaining the administrative apparatus, etc. can be used.

Ultimately, almost all of them lead to an increase in the profit of the enterprise. quantitative changes, obtained as a result of the implementation of a management decision, is called the economic effect.

As a basis for determining the economic effect, the planned values ​​of indicators of financial and economic activity at an existing enterprise or similar enterprises for newly created firms are taken.

Everyone recognizes that the process of evaluating the effectiveness of management decisions is not an end in itself, but acts as a lever for using reserves to increase the efficiency of social production. Evaluation of the effectiveness of a management decision acts as a measure of the appropriateness of changes in the management system of an enterprise, firm, and, ultimately, should determine the nature and content of specific changes in the activities of an enterprise, organization.

The economic evaluation of the effectiveness of a management decision cannot be considered in isolation from the evaluation of production efficiency. But the direct use of performance measurement may be insensitive to changes in management. Therefore, it is necessary to look for more specific, narrow indicators of the effectiveness of the management itself.

The composition of qualitative indicators of the effectiveness of the development of management decisions can include:

1. Timeliness of submission of the draft decision,

2. The degree of scientific validity of decisions (the use of scientific methods of development, modern approaches), - multivariate calculations, the use of technical means,

3. Focus on the study and use of progressive domestic and foreign experience,

4. Costs associated with the development of draft decisions,

5. The number of people employed in the development of solutions (specialists, involved employees of the enterprise), the cost and timing of the project, the number of co-executors at the stage of developing solutions,

6. Use of external consultants during the development of solutions,

7. The degree of risk in the implementation of decisions, etc.

Quantitative evaluation of the effectiveness of managerial decisions is largely difficult due to the specific features of managerial work, which are that:

1. Managerial work, including the development and decision-making, mostly creative, is difficult to standardize and account for;

2. The implementation of the decision is associated with certain socio-psychological results, the quantitative expression of which is even more difficult than economic ones;

3. The results of the implementation of decisions are manifested indirectly through the activities of the enterprise team as a whole, in which it is difficult to single out the share of managerial labor costs. As a result, the results of the work of decision developers and executors, who are directed by managerial influence, are identified;

4. Due to existing difficulties, there is often no current control over the implementation of decisions, as a result, activities are evaluated for the past period, an orientation to the future is established, taking into account the factors that influenced the past, although they may not manifest themselves in the future;

5. The time factor makes it difficult to evaluate the effectiveness of decisions, since their implementation can be both operational (momentary) and deployed in time (during days, weeks, months and even years). Dynamism economic life can present nuances that, in aggregate, distort the magnitude of the expected effectiveness of decisions;

6. It is also difficult to quantify the characteristics of the quality of decisions as the main prerequisite for their effectiveness, as well as the actions and interactions of individual employees.

4. Principles for evaluating the effectiveness of the development of a management decision

It is advisable to single out some principles for evaluating managerial decisions. These include:

1. The complexity of assessing the effectiveness of management decisions;

2. Objectivity in the assessment of management decisions;

3. Mandatory assessment of the effectiveness of management decisions;

4. Compliance of the assessment method with the nature of the control object;

5. Comparability of indicators for evaluating various management decisions;

6. Taking into account the individual characteristics of the enterprise, the managerial situation when building a model for evaluating the effectiveness of a managerial decision.

Analysis of the problem of assessing the economic efficiency of management decisions allows us to identify the following elements content of performance evaluations:

1. Criteria (as measures of goals) of economic efficiency evaluation;

2. effects as descriptions of the consequences obtained as a result of the implementation of managerial decisions.

5. Methods for evaluating effectiveness

Depending on the nature, content and measure of expression of changes in the activities of the enterprise, one or another method for assessing the effectiveness of a management decision is selected.

From the point of view of the role of methods in the evaluation process, they are divided into:

1. methods for taking into account the relationship of social and political factors with the assessment of economic efficiency;

2. methods for selecting criteria for evaluating the effectiveness of management decisions;

3. methods for choosing the effects of the implementation of management decisions;

4. methods for determining the values ​​of the criteria;

5. methods for calculating effects.

By the nature of the work performed, assessment methods can be divided into:

1. methods of selection and identification in the process of developing performance evaluation;

2. methods of calculation in the process of performing the assessment;

3. methods of descriptions in the evaluation process.

From the point of view of the role of a person in the evaluation process, methods are divided into formal and informal.

According to the accuracy of the results achieved in the evaluation process, exact and approximate methods are distinguished.

From the point of view of costs, there are methods that require a significant investment of time of specialists, complex computer equipment and financial resources, and methods that do not require significant costs.

When possible, the methods can be divided into complex and simple.

The variety of methods requires the inclusion of various specialists in the assessment team and the harmonization of the methods used on various stages estimates.

The specialists included in the assessment team must be professionals in their field, have the appropriate education and work experience in this field. With constant work as part of a group, specialists not only hone their existing knowledge and skills, replenish their practical experience, but also master new methods for evaluating efficiency. According to the functional nature of the stages of the performance evaluation process and the content of the methods used at these stages, it can be concluded that the group of evaluation specialists should be comprehensive. This corresponds to the complex nature of the object of assessment.

The following composition of the assessment team seems appropriate:

1. economists familiar with economic and mathematical methods,

2. jurists,

3. psychologists,

4. sociologists,

5. specialists in the general theory of organization and production management,

6. specialists in system analysis methodology,

7. mathematics,

8. programmers.

Obviously, not every enterprise or association can provide such a composition. In this case, it is advisable to entrust the assessment of management effectiveness on a contractual basis to specialized research institutes, design institutes or consulting firms specializing in this business area.

Determining the procedure and organization for assessing the economic efficiency of management decisions requires answering the following questions:

1. where the assessment is made;

2. when the assessment is made, what is its process;

3. What technical and software tools are used to evaluate the effectiveness.

6. Methods for assessing the effectiveness of enterprise management

Along with a direct assessment of the effectiveness of management decisions, it is necessary to use methods for assessing the effectiveness of enterprise management as a whole.

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

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

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

The target approach to assessing the effectiveness of enterprise management is based on the analysis of the degree of fulfillment of the goals set for the enterprise. It is important to clearly define the hierarchy of goals and their relationship.

The most comprehensive is the assessment of the effectiveness of enterprise management from the point of view of the economic mechanism of management, which includes intra-company management, production management and personnel management. This assessment allows taking into account many factors that affect the management system and activities to improve it, including the level of stimulation, socio-psychological, communicative, etc.

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

In this case, the final assessment of management efficiency can be presented as a weighted arithmetic value from private estimates of the effectiveness of individual technological stages of enterprise management.

This approach allows us to take into account the features inherent in a particular enterprise. This is achieved by establishing purely individual values ​​of mathematical weights for each private appraisal the efficiency of technological stages and strictly individual values ​​of the indicators used to calculate private estimates.

Thus, the task of evaluating the effectiveness of enterprise management is reduced to calculating partial estimates of the effectiveness of technological stages of management and developing their mathematical weights.

The main problem of calculating partial performance evaluations is the development of adequate criteria. The most acceptable form of presentation of private assessments is the coefficient representation method.

Based on this, as the most capacious criterion for evaluating the effectiveness of the stage of developing goals and strategies, it makes sense to choose the degree to which the goals and strategy of the company correspond to its economic policy. To calculate this partial assessment, it is advisable to apply expert assessment methods, in particular, the nominal group method.

For the stage of making and implementing decisions, such a criterion can be the coefficient of fulfillment of the goals set on the basis of the adopted and implemented decision. For a more accurate assessment, various corrections can be introduced, taking into account, for example, the number of corrective actions in the process of implementing the original solution.

It is advisable to build the calculation of the efficiency assessment of information support for management activities on the basis of two indicators: the economic effect of information and the cost of its acquisition.

It should be noted that private estimates of the effectiveness of technological stages can also be calculated on the basis of a weighted average value, since the stages themselves are in turn complex objects. Mathematical weights of private performance evaluations must be developed for each specific enterprise. This is due to the different significance of certain private assessments in various fields of activity: for financial and trust companies, Information Support, for manufacturing firms with a long process of implementing the decisions made, the evaluation of the effectiveness of this particular technological stage comes to the fore, etc. It is more expedient to involve experts in determining the significance of private assessments.

Conclusion

A managerial decision is the result of a specific managerial activity of management. Decision making is the basis of management. Development and decision-making is a creative process in the activities of managers at any level, including:

1. development and goal setting;

2. study of the problem based on the information received;

3. selection and justification of criteria for efficiency (performance) and possible consequences the decision being made;

4. discussion with specialists of various options for solving the problem (task);

5. choice and formulation optimal solution; decision-making;

6. concretization of the decision for its executors.

Management technology considers a management decision as a process consisting of three stages: decision preparation: decision making; solution implementation.

Management decisions can be justified, made on the basis of economic analysis and multivariate calculation, and intuitive, which, although saving time, but contains the possibility of errors and uncertainty.

Decisions made should be based on reliable, current and predictable information, analysis of all factors influencing decisions, taking into account the foreseeing of its possible consequences.

Managers are obliged to constantly and comprehensively study incoming information in order to prepare and make management decisions based on it, which must be coordinated at all levels of the intra-company hierarchical management pyramid.


List of used literature

1. Zakharchenko V.I. Planning at the enterprise. - Odessa, 1999. - 70 p.

2. Litvak B.G. Development of management decisions: Proc. - 2nd ed. - M .: Delo, - 392 p.

3. Litvak B.G. Expert assessments and decision making. M.: Patent, 1996.

4. Litvak B.V. Management decisions. – M.: Association of Authors and Publishers “Tandem”, EKMOS Publishing House, 1998.–248 p.

5. Meskon M.Kh., Albert M., Hedouri F. Fundamentals of management.–M: Delo LTD, 1994.–720p.

6. Planning the activities of the enterprise. Ed. doctor of economic sciences prof. Taburchak P.P.–St. Petersburg: Chemistry.–1997.–363p.

7. Fatkhutdinov R.A. Development of a management decision: A textbook for universities. - CJSC "Business School" Intel-Synthesis ", 1998.-272 p.

8. Economic efficiency of managerial and economic decisions. Handbook.-M.: Knowledge, 1984.-240 p.

The most important component of the optimal development of socio-economic and socio-political structures is high efficiency management activities.

effect (from lat. effectus- execution, action) - 1) result, consequence of any causes, actions; 2) the impression made on someone; 3) a means, a technique for creating a certain impression, an illusion of something; 4) physical phenomenon. Efficiency in a broad sense means the measure of achieving the goal.

There is a significant difference between the concepts of "effect" and "efficiency". Any interaction between the subject and the object of management can have an effect, regardless of the characteristics of the interaction itself, including the optimality of the actual management activity. Efficiency characterizes not any of their interaction, but only controlled, not every process, but only purposeful. This aspect of the content of the concept of management efficiency is fundamentally important, since only it allows us to consider it as the ratio of the effect (result) and the goals set. It is this type of efficiency that is called target (functional).

AT general view A managerial decision (individual or group) is a creative act of the subject of management, which determines the program of the team's activities to effectively resolve the existing problem, based on knowledge of the objective laws of the functioning of the controlled system and the analysis of information about its state. Management (organizational) decisions differ from all other decisions in their goals; consequences; division of labor; professionalism.

Management decision- this is the choice of an alternative, carried out by a decision maker (DM), within the framework of his official powers and competencies, aimed at achieving the goals of the organization.

Management operations carried out by the subject of management are aimed at making decisions. After the decision is made, all subsequent stages of the management cycle are subject to the implementation of a solution that can get rid of the problem.

A problem is a specific problem situation. Decision - determination of a variant of overcoming problem situation. A problematic situation is a situation in which the representation of the subject of management about the desired state of the system managed by him does not correspond to the predicted and observed, and a decision is required to eliminate this discrepancy. It is assumed that the correct solution allows you to remove the problem, that is, to transfer the system to a new state in which there is no problem situation and which meets the target indicators.

Economic the essence of a management decision is manifested in the fact that the development and implementation of any of them requires financial, material and other costs. Therefore, every decision has a real value. The implementation of an effective management decision should bring the organization direct or indirect income.

Organizational the content of the solution allows you to create in the organization a clearly defined and fixed system of rights, duties, powers and responsibilities of employees and individual services for the performance of individual operations, works, stages of development and implementation of solutions.

Legal the essence of decisions is the exact observance of legislative acts, statutory and other documents of the organization itself.

Technological the essence of solutions is manifested in the possibility of providing personnel with the necessary technical, information tools and resources for the development and implementation of solutions.

Social the essence of managerial decisions lies in the personnel management mechanism, which includes levers of influence on a person to coordinate his activities in a team. The social content of the decision to a large extent varies depending on the form (method) of the decision.

There are individual, group, organizational and interorganizational forms of decision making.

In the process of managing organizations, a huge number of a wide variety of decisions with different characteristics are made. However, there are some common features, allowing this set to be classified in a certain way.

There are three approaches to decision making:

- intuitive;

- based on judgments;

- rational.

Intuitive solution - it is a choice made only on the basis of the feeling that it is the right one. The decision maker does not consciously weigh the pros and cons of each alternative and does not even need to understand the situation. Statistically speaking, the chances of making the right choice when using a pure intuitive approach are low.

Judgment Based Decisions sometimes seem intuitive because their logic is not obvious. Such a decision is a choice based on knowledge or experience. The leader uses knowledge of what has happened in similar situations in the past to predict the outcome of alternative choices in the current situation. Based on common sense, he chooses an alternative that has brought success in the past.

Judgmental decision has such a significant advantage as the speed and cheapness of its adoption. Its disadvantages include the fact that this approach does not allow making a decision in a truly new situation, since the manager does not have experience on which he could justify a logical choice. Because judgment is always based on experience, an over-reliance on experience tends to bias decisions in directions familiar to leaders from their previous actions. Because of this bias, the manager may miss out on a new alternative that should be more effective than familiar choices.

In many cases, the manager is able to significantly increase the likelihood of making the right choice by approaching the decision rationally. The main difference between rational decision and the decision based on judgment is that the former does not depend on past experience. A rational decision is justified through an objective analytical process.

Quality of management decisions- this is the degree of compliance of management decisions with the internal requirements of the organization. The key property of a quality decision should be considered the mandatory availability of alternatives that ensure the expediency and awareness of their free choice.

The organization of the development of a management decision is an important factor in ensuring its quality, which largely determines the time and cost spent on developing a solution.

The following factors can influence the quality and effectiveness of a management decision:

- the structure of the problem, on which it is necessary to develop and make a decision;

– the time available to the decision maker;

- sources of information available to the decision maker;

- the degree of uncertainty and formalization of information;

– resources, technologies, technical means, which can be used in the development and implementation of the solution;

- the consequences that the decision may entail;

- the number and types of objects that fall into the scope of decision-making;

- the organizational culture of the organization and the adopted procedure for agreeing on a decision in the process of its preparation;

- qualification and special training of developers of management solutions and more.

Among the necessary conditions in the preparation of a high-quality solution, the following must be included: the process of preparing a solution must be systematic; the object and the processes in it are also a system.

The quality of a management decision must be assessed at the stage of its adoption. Any quality solution must meet the following characteristics.

1. Scientific validity, which is ensured by taking into account the requirements of objective economic laws and patterns; knowledge and use of trends in the development of the control object; availability of complete and reliable information; availability of knowledge, education and qualifications of decision makers.

2. Timeliness.

3. Consistency.

4. Adaptability.

5. Reality.

In addition, a high-quality solution should satisfy its developers and ensure the possibility of effective implementation.

Efficiency of management decisions- this is:

1) a set of indicators indicating the achievement of the goals of the organization, obtaining certain results in its activities;

2) the main result of the activities of managers to transform the management system and processes taking place in the organization.

The main requirements for the assessment effective solutions, are the following:

- the decision must be justified;

- the solution must be real, that is, capable of being implemented;

- the decision must be timely, that is, taken at the moment when its execution is especially expedient;

- the decision must be flexible, which is given by the ability to change the algorithm for its adoption when internal and external conditions change;

The solution should bring maximum benefit.

Evaluation of the effectiveness of management activities is the implementation of one of the most important functions of any management - control. In addition to assessing the quality of management itself, control is designed to minimize the impact on the result of managerial activity of uncertainty, which refers to the unavoidable realities of life and which cannot be fully predicted by any, even the most sophisticated means.

It should be noted that in theoretical and methodological terms, the issues of assessing the effectiveness of management decisions have not yet been developed sufficiently. Therefore, most often the effectiveness is assessed at a qualitative level and is expressed by the dynamics of quantitative indicators. The effectiveness of management decisions is determined by three main groups of performance indicators of the organization:

1) Indicators of economic efficiency:

- profit;

- revenues from sales;

- profitability;

- cost;

– profitability;

– liquidity;

- management costs.

2) Indicators of quality and productivity of labor:

- the quality of the product or service;

- labor productivity;

- the ratio of growth rates of labor productivity and wages;

- wage fund;

– medium wage;

– loss of working time per employee;

- the quality of personnel work (points or percentages).

3) Indicators of social efficiency:

- staff turnover (the ratio of the number of laid-off workers to the total number of staff);

- the level of labor discipline (the ratio of the number of cases of violation of labor and performance discipline to the total number of personnel);

- the ratio of management personnel, workers and employees;

- Uniform workload of personnel;

- coefficient of labor participation (KTU) or contribution (KTV);

- the socio-psychological climate in the team.

In the economy, material production, and other areas of social practice, where the indicators used have numerical measurement dimensions, efficiency is expressed quantitatively as the ratio of the effect obtained to the costs of achieving it. At the same time, the measurement of indicators can be carried out in value or in kind terms.

Quantitative evaluation of the effectiveness of managerial decisions is largely difficult due to the specific features of managerial work. They are as follows:

- managerial work, including the development and decision-making, mostly creative, difficult to standardize and account for the various psycho-physiological capabilities of people;

- the actual results, as well as the costs of implementing a specific solution, can not always be quantified due to the lack of appropriate documentation;

- the implementation of decisions is associated with certain socio-psychological results, the quantitative expression of which is even more difficult than economic ones;

- the results of the implementation of decisions are manifested indirectly through the activities of the team of the organization as a whole, in which it is possible to single out the share of managerial labor costs;

- due to existing difficulties, there is often no current control over the implementation of decisions, as a result, activities are evaluated for the past period, an orientation to the future is established, taking into account factors that have an impact in the past, although they may not manifest themselves in the future;

- makes it difficult to assess the effectiveness of solutions and the time factor, since their implementation can be both operational and deployed in time. The dynamism of economic life can introduce nuances that, in aggregate, distort the magnitude of the expected effectiveness of decisions.

The main thing in evaluating the effectiveness is the final effect, that is, the result by which it is possible to determine the degree of achievement of the ultimate goal of the system (organization, company) as a whole. However, private performance evaluations are often useful. These are either assessments of the activity of individual components of the system, or intermediate assessments that allow you to control the dynamics of the implementation of the overall goal of the system. With this (decompositional) approach, efficiency can be determined and expressed more accurately.

In any case, to determine the effectiveness (general or private), it is necessary to know three parameters: the goal (of the system or its parts), costs (general or private) and the result.

The effectiveness of a decision can be evaluated from three perspectives, corresponding to the stages of the decision-making process: 1) development, 2) acceptance and 3) implementation.

Despite all the difficulties in evaluating the effectiveness of managerial work, theoretical, methodological and methodological techniques for evaluating the effectiveness of individual measures have been developed to a greater extent than management as a whole.

A management decision implemented in the form of information is not directly expressed in material form, therefore, several indirect methods are used to measure (evaluate) economic efficiency.

1. The indirect method involves the analysis of the market value of a management decision and the costs of it by analyzing the options for a management decision for the same type of object, developed and implemented in approximately the same conditions.

2. The method of determining the final results is based on the calculation of the efficiency of production as a whole and the allocation of a fixed part.

3. The method for determining economic efficiency based on the immediate results of activities is based on assessing the direct effect of a management decision in achieving goals, implementing functions, and methods.

Necessary conditions the effectiveness of management activities are:

- coordination of goals (general and private, related to different areas, stages and activities);

- a thorough justification of the target priorities (what must be achieved without fail, and what can be neglected);

- interconnection of the timing of achieving individual results (time factor in the structures social management often turns out to be decisive, and sometimes acts as a goal).

The methods used to make effective decisions are balance, normative and morphological.

The normative method involves the use of norms and standards in making managerial decisions. On the basis of specially developed benchmarks, the level of marginal sufficiency in the resource provision of various sections of the program being implemented is determined, commensurate with the professional needs of members working group, as well as the opportunities available to the subject in achieving the goals and objectives.

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

From the point of view of the method of expression, quantitative and qualitative norms can be distinguished. Quantitative norms (norms) have, as a rule, the form of restrictions on the minimum, average and maximum value. Qualitative norms are expressed in the form of prescriptions and legislative acts that define patterns of behavior authorized within the framework of a given situation.

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

Using the 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 method, the equality of the results obtained as a result of various comparisons is taken into account.

Thus, it is possible to form an optimal budget structure based on an assessment of the investment structure of software funds, the degree of investment risk and the proportionality of budget injections over a given period.

As a design method, morphological analysis is focused on identifying optimal solutions based on a variety of combinations of properties of the design object. The application of morphological prediction is possible in a wide range, from the analysis of narrow technical problems to the field 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 method is based on the premise that any technical problem can be decomposed into a so-called morphological box, composed of a logically connected chain of elements.

Thanks to the use of the morphological method, the preparation of the optimal solution to the problem situation is ensured. Provide effective choice allows one of the following conditions:

- selection of a criterion that excludes all solutions, except for one;

- sequential application of several criteria, gradually excluding other options;

- decomposition of the problem into subproblems and the consistent application of several criteria to select one solution for each of the subproblems that together make up the desired solution.