Conditions and factors for ensuring the quality of management decisions. Parameters of the quality of management decisions and the conditions for their provision The concept and essence of the quality of management decisions

The quality of a management decision in the general case characterizes the degree of compliance of the parameters of the selected solution option with a certain system of requirements that satisfies both the solution developers and its consumers, and ensures the possibility of effective implementation of the envisaged management decision option.

The main requirements for the quality of management decisions include:

• o scientific validity;
• o consistency;
• o timeliness;
• o adaptability;
• o reality (practical feasibility).

Thus, the quality of a management decision demonstrates the extent to which it ensures the implementation of the tasks facing the managed system.

To ensure the quality of management decisions, it is necessary to find rational answers to the following questions:

• o the manager of what level of management should make the decision;
• o what type of decision making is appropriate to use;
• o how much time a manager can spend on developing a solution and how much time remains for the performers to implement the solution;
• o how the decision should be formalized;
• o how the decision is communicated to subordinates;
• o what indicators for monitoring the execution of the decision should be used;
• o what should be the degree of responsibility of the manager and performers for the timeliness and effectiveness of the implementation of the decision?

A high-quality solution has a number of properties:

• o is based on the interests of specific consumers, a company, a team, society as a whole, social norms and laws;
• o brings a minimum of trouble and inconvenience to consumers (external partners, subordinates, colleagues, management);
• o provides maximum efficiency, reliability, confidence and guarantees of future success;
• o prevents or minimizes unjustified expenses, additional time, various types of resources, irrational personnel changes; ill-considered changes in regulations, instructions, management standards;
• o will create the desired prerequisites, opportunities, prospects for improving and improving certain aspects of activity;
• o eliminates the emergence of new complex problems, repetition or increase in the scale of critical situations, localizes conflicts;
• o does not contradict the natural laws of human psychology and the social needs of human communities;
• o technically feasible, economically profitable and rational in implementation;
• o Can be completed within an acceptable time frame.

Factors that determine the quality of management decisions

Factors that determine the quality and effectiveness of management decisions can be classified according to various criteria. In the most general case, they can be divided into internal factors (related to the control and controlled systems) and external factors (environmental influence), including:

• o laws of the objective world related to the adoption and implementation of management decisions;
• o a clear statement of the goal: why management decisions are made, what real results can be achieved, how to measure, correlate the goal and the results achieved;
• o volume and value of available information; for successful management decision-making, the main thing is not so much the volume of information as its value (relevance) and timeliness in combination with the level of professionalism, experience, and intuition of the personnel making and implementing the management decision;
• o time of development of management decisions; as a rule, management decisions are always made under time pressure under extraordinary circumstances (lack of resources, activity of competitors, fluctuations in market conditions, economic instability, political uncertainty, etc.);
• o available human resources;
• o organizational management structures;
• o methods and techniques for developing and implementing management decisions;
• o availability of technologies for carrying out management activities;
• o subjectivity of evaluation of the solution choice option; as a rule, the more extraordinary the management decision, the more subjective its assessment;
• o the initial state of the control and managed systems (psychological climate, authority of the manager, professional and qualified personnel, etc.);
• o a system for monitoring and assessing the level of quality and effectiveness of management decisions.

Thus, high-quality management decisions, on the one hand, must be based on objective laws and patterns of social development. On the other hand, the quality of management decisions significantly depends on many subjective factors - the logic of assessing situations and developing solutions, the quality of assessing the situation, structuring tasks and problems, a certain level of management culture, technology for making decisions and the mechanism for implementing decisions, executive discipline, etc.

Moreover, even carefully thought-out decisions may turn out to be ineffective if they are not timely or cannot anticipate possible changes in the situation subject to management change.

Let's consider the most important factors that influence the process of making management decisions and their effectiveness.

The following groups of factors influence management decision making.

• 1. Category problem to be solved:
  • o standard problems whose solution requires strict adherence to certain standards. Skills and abilities should play the main role;
  • o typical problems - are solved on the basis of a set of specific, predetermined rules, during the solution it is necessary to select from the available set a specific, often the only set of rules that allows you to achieve success;
  • o heuristic problems, in solving which one must either find somewhere or formulate the rules for solving them and then use them.
• 2. Terms of Use :
  • o quasi-stable, or favorable conditions - the specialist does not face any unforeseen situations, he is in a normal calm environment;
  • o extreme, those. conditions when a specialist is required to show all his qualities, and his professional suitability will be judged by them;
  • o crisis, those. when unforeseen situations arise that lead or may lead to disruption of normal performance indicators (leading to accidents, catastrophes and similar phenomena).
• 3. Sufficiency of initial information :
  • o if there is insufficient initial information, it is necessary to find or synthesize initial information that will allow you to achieve the desired goal;
  • o sufficient amount of background information;
  • o if there is an excessive amount of initial information, the specialist must be able to identify only the necessary information and use only it.
• 4. Credibility initial information:
  • o obviously unreliable, does not correspond to the conditions of the task, the unreliability of which is not difficult to identify;
  • o pseudo-reliable, corresponding to the conditions of the problem, but containing such information that does not allow obtaining the correct solution to the original problem;
  • o completely reliable, corresponding to the conditions of the problem and allowing one to obtain the correct solution to the original problem.
• 5. Scale of the problem :
  • o global - the life activity of entire regions and the entire planet as a whole depends on their solution;
  • o local - the life activity of a small group of people, an individual person depends on their decision;
  • o microlocal - the specific action of an individual depends on their decision.
• 6. Technical equipment :
  • o absent when the necessary technical means to solve the problem are not available;
  • o available in insufficient quantities for sustainable and high-quality decision-making;
  • o is available in abundance.

Universal factors can be supplemented by others depending on the goal, emerging problems, and the conditions for their solution. These include:

• o consequences of the problem (capital intensity, efficiency, impact on something);
• o impact on the organization (consequences of the decision);
• o urgency of the problem and time constraints;
• o the degree of use of the manager’s abilities and time;
• o attention to the problem (participants’ motivation and ability);
• o the degree of support for solving the problem from the outside;
• o problem life cycle (whether the problem can be solved by itself or in the course of solving other problems).

The quality of management decisions is also influenced by many subjective factors. At the same time, the range of their influence is quite wide. Let's look at the main ones.

Factors influencing the quality of management decisions. The quality of a management decision largely determines the final result and depends on a number of factors:

The quality of the source information, determined by its reliability, sufficiency, protection from interference and errors, form of presentation (it is known that the accuracy of the calculation results cannot be higher than the accuracy used to calculate the information);

The optimal or rational nature of the decision being made;

Timeliness of decisions made, determined by the speed of their development, adoption, transfer and organization of execution;

Compliance of decisions made with the current management mechanism and management methods based on it;

Qualifications of personnel involved in developing, making decisions and organizing their execution;

Readiness of the managed system to execute decisions made.

Goals and criteria for evaluating management decisions. The goal is the ideal result of activity in the future. The purpose of the decision Let’s agree to name those specific results that are expected to be obtained after implementing this decision under certain conditions and a fixed period of time. In this case, the goal always lies outside the system. It reflects the reaction of the environment to the system. The quality of the goal determines the success or failure of the organizational-production system.

Let us list the known requirements for targets. The goal should be:

Unambiguously formulated and understandable to performers;

Measurable, feedback can be used for this;

Realistic and achievable within the established time frame;

It is connected with the reward system, since the goal must motivate the performer’s actions in the direction necessary to achieve it;

Compatible with the goals of individual groups of performers;

Formalizable. Formalizing goals is a very complex process.
There are no formal methods for synthesizing goals, but one should
remember that the formulation of goals is heuristic;

The main goal for commercial organizations is to maximize profits. In this case, additional limiting requirements may be formulated, for example, ensuring safety, preventing damage, etc.

Distinguish three types of organizational goals [ 14]:

1) official goals - determine the general purpose of the organization, are declared in the charter or regulations of the organization, and are also publicly stated by the leader. They explain the need for an organization for society, have an external focus and perform an important protective function, creating an appropriate image for the organization;

2) operational goals - determine what the organization actually does in the current period, and may not completely coincide with official goals for a specific period. Such goals have an internal focus and are designed to mobilize the organization's resources; the form of their expression can be a work plan;

3) operational goals - guide the activities of specific employees and allow them to evaluate their work. They are even more specific and measurable than operational ones; such goals are formulated in the form of specific tasks for individual groups and performers.

Another classification of goals is possible:

" strategic goals;

Goals of a specific business program;

Long-term goals;

Current goals;

Operational goals.

In addition, it seems that transition processes in the organizational-production system or the emergence of environmental influences that go beyond specified limits may necessitate the development of stabilization goals, which may define the ideal management result as:

“holding” the parameters of the control object in a certain specified range (tolerance) of values;

Preventing the control object from moving into the area of ​​unacceptable or uncontrollable states.

Stabilization goals can act as an element of other types of goals or be considered independently.

The difference in management goals requires the allocation in the organizational structure of the subject of management (control subsystem) of the corresponding functions and management contours. Forms of harmonization of goals vertically and horizontally are their coordination or the priority of higher-level goals over lower-level goals. The overall goals of an organization represent a compromise of the goals of its parts (individualistic organizations), or higher-level goals determine lower-level goals (corporate organizations).

Goals become a management tool when they are defined or formulated, known to the staff, and accepted by employees for execution.

Formalization of goals takes place when forming a criterion for assessing the effectiveness of the system. The complexity of systems has given rise to various definitions of the criterion. Criterion defined as a quantitative reflection of the degree to which the system achieves its goals. However, in management it is more convenient to consider this term as follows: criteria - the rule for selecting a preferred solution from a number of alternatives. In accordance with the predicted efficiency, the following can be distinguished: solution options:

- ineffective, not allowing to solve the problem;

Rational, allowing to solve the problem;

Optimal solution options are options that allow you to solve the problem in the best way in the sense defined by the criterion or to build the best system in the sense defined by the criterion.

Characteristics of methods for developing and making management decisions

Method name	The essence of the method	Purpose and conditions of application of the method	Features of the method
Methods used at the stage of diagnosing the problem and formulating limitations and criteria
Situation analysis methods
Case method	Step-by-step analysis of situations The essence of the method	Used to analyze management situations	Is simple and effective
Brainstorming in situational analysis	Analyzing the situation by generating ideas, discussing them, evaluating them and developing a collective point of view	Used to discuss the problem that has arisen and establish the main factors determining its further development	High requirements for the level of qualifications and competence of the leader leading the expert meeting
Two-round survey	Establishing influencing factors through individual work of specialists	It is used not only to identify influencing factors, but also to solve other problems of situational analysis	Refers to the number of universal methods of situational analysis
Factor analysis	Obtaining an analytical relationship reflecting the degree of influence of factors and changes in their values ​​on planned or actual indicators characterizing the situation	It is used to assess expected changes in the situation with certain expected changes in factors due to emerging trends or experimental impacts, the feasibility of which is established in the process of using situational analysis technologies	Analytical dependence is obtained based on statistical data
Multidimensional scaling	Based on mathematical processing of information, factors influencing the development of the situation are established	It is used to reduce the number of factors that need to be taken into account when analyzing and assessing a situation, as well as to meaningfully interpret the resulting set of factors	Helps reduce the dimensionality of the ZPR
Modeling methods
Game theory models	Assessing the impact of the decision on competitors	Used to determine the most important factors that require consideration in a decision-making situation in a competitive environment	Not used as often due to the complexity and dynamism of the external environment
Queuing theory models	Determining the optimal number of service channels in relation to the need for them	Used in conditions where decision-making requires assessing the optimal number of service channels that must be available to balance costs in cases of too few and too many of them	The most developed and convenient to use methods are those in which the incoming flow is Poisson
Inventory management models	Determining the time of placing orders for resources and their quantities, as well as the mass of finished products in warehouses	Used to minimize the negative consequences of stockpiling, which is reflected in certain costs	There are several inventory control systems
Simulation modeling	Creation of a model and its experimental application to determine changes in the real situation	Used in situations involving an excessively large number of variables, the difficulty of mathematically analyzing certain relationships between variables, or a high level of uncertainty	All models imply the use of simulation in a broad sense
Economic analysis	Assessment of the financial and economic condition of the enterprise	Used in conditions of accessibility and reliability of financial statements	A typical economic model is based on determining the break-even point
Method name	The essence of the method	Purpose and conditions of use of the method	Features of the method
Optimal Linear Programming	Finding the maximum or minimum of the objective function under given restrictions	A necessary condition for using an optimal approach to planning and management (the principle of optimality) is flexibility, alternative production and economic situations, under the conditions of which planning and management decisions have to be made	Traditional optimality criteria: “maximum profit”, “minimum costs”, “maximum profitability”, etc.
IDEF modeling	Systems Analysis and Development	It is used for modeling and analyzing the activities of enterprises, since by providing! a rich set of opportunities for business process reengineering	The method is based on structured analysis and development technology (SADT)
Methods used at the stage of identifying alternatives
Brainstorming method	Identification and comparison of individual judgments	Used when there is a group of qualified experts	Designed to intensify the search for various solution options and select the best one
Morphological analysis	Obtaining new solutions by composing combinations of elements of the morphological model (matrix)	Used to generate solution alternatives in terms of determining the class of tools to perform specified functions, as well as object parameters	Can be used for forecasting
Methods of associations and analogies	Identifying new ideas	They are used to generate alternative solutions in the context of searching for modifications of known systems	Characterized by simplicity and efficiency
Methods of test questions and collective notepad	Leading to a solution to a problem using leading questions	Can be used both in individual work and in collective discussion of a problem	The questions contain recommendations for testing heuristic techniques to solve the problem.
“Discovery matrices” method	Selecting and studying the field of possible solutions using a matrix	Used to systematize existing material and determine starting points for further research	In contrast to the morphological analysis method, some of the selected characteristics may relate not to the system, but to its operating conditions
Synecgytics	Finding the right solution by overcoming the psychological inertia of striving to solve the problem in the traditional way	It is used to enhance creativity, allows you to go beyond any specific way of thinking and significantly expands the range of searches for new ideas.	The Sipstics method makes extensive use of personal analogy (empathy)
Methods used at the stage of evaluating alternatives
Multi-criteria evaluation methods	Evaluation and comparison of alternatives based on several criteria	Used when it is necessary to take into account several parameters when evaluating an alternative	The validity of the choice of criteria is important
Expert assessment methods	Construction by an expert of a rational procedure for intuitive-logical analysis in combination with quantitative assessment and processing of results	They are used for a wide range of informal problems that cannot always be assessed in quantitative terms, as well as for solving problems of a socio-economic nature or in the absence of information from external sources	There are high requirements for the competence of experts
Expert methods	Forecasting based on generalization of expert opinions about the development of an object in the future	Used when predicting objects that cannot be formalized mathematically	Expert methods include both individual and collective methods
Factual methods	Forecasting based on factual information about the past and present development of the object	They are used in conditions where the probability of maintaining the factors that determined the development process in the past is greater than the probability of change. If unforeseen constraints arise, the use of these methods may lead to errors in forecasts	The reliability and accuracy of factual methods can be increased by combining them with expert forecasting methods
Combined methods	Forecasting based on expert and factual information	Used to solve wide-ranging problems (from formalized to non-formalized)	Often these methods are used to make decisions at the highest level of management
Methods used at the stage of selection, implementation of the solution and evaluation of the result
Functional cost analysis	Identification of areas of imbalance between the functions of the object and the costs for them	It is used to select solutions and optimize costs for performing the functions of an object without compromising their quality	Has high practical usefulness
Chain substitution method	Consistent replacement of the planned values ​​of one of the factors to determine the degree of its influence on the function	Used in conditions where the problem is of a strictly functional nature	Allows you to identify due to what factors deviations of actual values ​​from planned values ​​occurred
Cause-and-effect analysis	Defining a hierarchy of cause and effect to the point where action can be taken to correct the problem	It is used in conditions where the decision maker has complete and reliable information about the object under study	It is difficult to determine when to stop building a cause-and-effect chain

Third stage- the process of implementing decisions - includes:

1) development of a detailed schedule (Ganges schedule, network schedule) for implementation
decisions;

2)organization of work and activation of workers to implement adopted measures
sheny;

3) accounting and control of deviations during the implementation of decisions;

4) analysis and synthesis of deviations (causes, consequences, culprits);

5) coordination and regulation of deviations in the process of implementing accepted
decisions.

Controlling as the main element of effective management

Controlling (strategic and operational) occupies a special place in the process of making and implementing strategic decisions. The block of strategic and operational controlling, presented at the bottom of the diagram for the formation of a corporate strategy of an enterprise (see Fig. 4.5), is designed to ensure management of the process of achieving the final goals of the company. The strategy itself, even of the highest quality, is only a package of normative documents. A controlling system is needed for these goals to be realized. Controlling is the defining subsystem in the goal-implementing part of the enterprise's survival strategy. One of the largest specialists in controlling problems in Germany, D. Hahn, emphasizes that

Controlling is focused on the effective use of potential that contributes to obtaining results, and it becomes especially necessary for strategic management support.

The term “controlling” came to Russia from Germany, although the word “controlling” itself originates from English to contol- - control, manage. However, in English-speaking countries this term is practically not used, however, in the organizational structures of US companies there is a position - controller.

The main goal of controlling in a modern Russian enterprise is to become a reliable self-regulation mechanism that provides feedback between actual results and the strategic goals of the enterprise. Both strategic and operational controlling are designed to monitor the enterprise’s movement towards achieving strategic and operational goals and, if necessary, adjust them.

Controlling and the control function in a management system should not be confused. Unlike control, which records and evaluates deviations in the production process that have already occurred, controlling is mainly aimed at the future. Within controlling, there are three specific control functions. . I. Preliminary control involves:

System control in the triad “goals-problems-solutions” (is it correct
goals and problems were set, synchronicity was checked in the system of goals, their harmony in time and space, etc.);

Control of restrictions (checking the compliance of the system of actual restrictions with the restrictions within the potential structure, as well as with the system of goals, etc.);

Logical control in the forecast system (do formalized forecasts correspond to the vision of managers);

Gap analysis of the “gap” between the target and forecast values ​​of strategic parameters (checking deviations of forecast parameters from the dynamics of target parameters).

2. Current control consists of:

Monitoring the company’s external environment to identify “weak signals from the future”;

Monitoring the strengths and weaknesses of the enterprise for the purpose of early detection of problems;

Preventive monitoring of the actual progress of deviations from strategic plans.

3. Final control is monitoring the final results of the implementation of strategic plans (Did the enterprise achieve its strategic goals? What were the inhibitory and what were the accelerating factors? How should the mission and system of strategic goals be adjusted?).

So, the main emphasis in the controlling system is shifting from the past to the present and future in order to improve the strategic management system, including management based on weak signals from the future (according to I. Ansoff).

Controlling as a system includes subsystems in accordance with the composition of eight functional strategies: marketing strategy; organizational development strategies; strategies for building production potential; HR strategy; information strategy; innovation strategy; crisis management strategies; financial recovery strategies.

Today, the most developed and relevant issues of strategic controlling can rightfully be considered methodological developments in controlling investment projects.)

Literature

1. Bardish G.O. Project analysis: podruchnik [Text] / G.O. Bardish - K.: Zannanya, 2006. - 415 p.

2. Lesechko M.D. Methods of priming and evaluation of management decisions: initial handbook [Text] / M.D. Lesechko, E.G. Matviishin, R.M. Rudnitskaya - L.: LRIDU UADU, 2003.- 72 p.

3. Tyan R.B. Project management: chief assistant [Text] / R.B. Tian, ​​B.I. Kholod, V.A. Tkachenko - D.: DAUBP, 2000. - 224 p.

4. Trofimova L.A. Methods for making management decisions: textbook [Text] / L.A. Trofimova, V.V. Trofimov. – St. Petersburg. : Publishing house St. Petersburg State University of Economics and Economics, 2012. – 101 p.

4. Project management (Foreign experience) [Text] / Ed. V.D. Shapiro - St. Petersburg: DvaTrI, 1996. - 610 p.

Quite often, when talking about the requirements for management decisions, the concepts are confused "quality" And "efficiency".

Considering the decision-making process as a sequence of two interrelated, but at the same time independent stages - the development of a solution and its implementation, it is necessary to note in accordance with this two modifications of the management decision: theoretically found and practically implemented.

In relation to the first one should apply quality concept , and to the second - efficiency .

Thus, the quality of a management decision can and must be assessed at the stage of its adoption, without waiting for the actual result to be obtained.

Quality of management decision - this is the degree to which the parameters of a selected solution alternative correspond to a certain system of characteristics, satisfying its developers and consumers and ensuring the possibility of effective implementation .

These characteristics include all of the above requirements for management decisions.

Traditionally, many managers associate product quality with its production technology and personnel professionalism - this is the simplest and most natural way to improve product quality.

However, in production practice there are three levels of quality management:

1. Industrial , including improvement of equipment, materials, personnel qualifications;

2. Technological , involving the creation of functional management structures to coordinate all production activities of the company to improve the quality of products;

3. Managerial , including the formation of a quality management system throughout the entire structure of the company, including senior and middle management, technology and production.

The quality of management decisions is determined by the quality of all procedures and operations used.

For the success of the entire SD process, order is also necessary in the sphere of management activities - the source of SD. International and domestic standards and regulations are being formed in this area. Currently, within the framework of the PRSD, they are guided by two standards - ISO 900X and GOST RF R 1.0-92.

ISO (International Standard Organization) is a standardization organization recognized in the world community. She coordinates efforts to create global quality standards. The general term "ISO 9000" refers, for brevity, to a group of international standards for quality management and quality assurance.

4.1. Organizational and psychological prerequisites for the quality of decisions

Validity decisions should not raise doubts among the performers. Along with answering the main question: “What needs to be done?” performers should also be clear about others:

· why you need to do it this way and not otherwise;

· the better the old new order of things;

· to what extent this corresponds not only to the interests of the enterprise, but also to each employee.

Timeliness decisions are the second condition for effectiveness. A belated decision does not improve the situation. If a problem arises in an enterprise, events do not wait; they develop in a directed manner. It takes some time to resolve problems. During this period, the situation is studied, the necessary data is collected in order to prepare, make a decision and implement it. The more time a manager gives himself to prepare and make a decision, the less time remains for execution. By placing subordinates within a limited time frame, the manager deliberately damages the effectiveness of his own decisions. The time of decision-making must be correlated with the state of the moral and psychological climate in the team, therefore it is useful to carry out targeted psychological preparation for a new decision.

· prohibiting;

· permissive;

· constructive.

The most difficult psychological situation is created when prohibiting decisions. (The manager refuses to support the proposal, cancels measures conceived by subordinates, prohibits individual actions.) If this is systematically repeated, the manager risks losing the support of the team.

At allowing When making decisions, you should first ask subordinates to comprehensively justify the proposal, identify difficulties and ways to overcome them. This is important in order to avoid the subordinate’s mistake and prevent his initiative from being held back in the future. The manager should delve deeper into the essence of the matter, correlate proposals with long-term plans and better assess the thinking of the subordinate.

Design solutions, developed by the managers themselves, on the advice of a psychologist, it is better to declare them as prompted from below (as a rule, examples of this are found). The leader's ambition may be somewhat compromised, but the efficiency of the decision wins.

Compliance of the decision with forces and means its implementation is also of no small importance. It is known that under the same objective conditions, managers set themselves and their subordinates tasks of varying difficulty, which is explained by the individual’s self-esteem. In this regard, leaders are distinguished:

· with inflated inadequate self-esteem (overestimation of strengths and means);

· low and inadequate self-esteem (underestimation, excessive modesty);

· adequately high (knowledge of one’s great capabilities);

· adequately low self-esteem (awareness of the limitations of one’s capabilities).

Depending on which group the leader belongs to, he makes decisions:

· unbearable for oneself and subordinates;

· much lower than real possibilities;

· appropriate and tense;

· modest, but reflective of available resources.

A fifth option is also possible, in which the manager deliberately accepts a lighter option.

In general, a significant, but feasible workload for the team is preferable, since it is more profitable economically (with objective remuneration), and psychologically, it develops the team by overcoming increasing difficulties.

The rigidity of regulation of the activities of subordinates – one of the conditions for the effectiveness of decisions. There are three levels of hardness:

contour decisions - roughly outline the action plan of subordinates and give them freedom in choosing methods to achieve the goal;

structured decisions - in which the main parameters are strictly fixed, but on secondary issues, initiative is allowed;

algorithmic decisions – practically exclude the initiative of subordinates, strictly regulating their activities.

Assessing the benefits of any level of cruelty is considered in relation to a specific situation. Contour solutions are effective in cases where subordinates know the problem well, are conscientious, and have experience in solving it. Decisions are given an algorithmic nature in conditions where subordinates work without sufficient effort, or in particularly responsible actions, even by fairly experienced subordinates. An example of algorithmic solutions are safety rules, instructions in case of accidents, fires and other stressful situations. The whole variety of psychological prerequisites for the quality of decisions is shown in Fig.

So, the performance of an enterprise depends on the quality of management decisions. They must meet certain requirements, be based on current economic conditions, and be adopted in compliance with organizational and psychological prerequisites.

4.2. Distortion of information at the enterprise and the quality of management decisions

The quality of management decisions, in addition to the qualifications of the manager himself, also depends on the completeness and reliability of the information available to the manager in the decision-making process.

Marketers are responsible for providing management with the information necessary to make management decisions regarding the behavior of the enterprise in the market.

Situations that most seriously distort the information coming to the manager:

1. “ORGANIZATIONAL IMPERFECTION” is manifested in the absence at the enterprise of a single center for processing and analyzing information received by the head of the enterprise.

At the same time, the task of bringing and comparative analysis of data falls entirely on the top manager, who is already overloaded with purely administrative problems. This often means that the most valuable analytical information is lost.

There is also no comparison of information from departments for reliability, which also reduces the quality of information support for management.

The negative impact of this filter can be reduced by summarizing all the heterogeneous information intended for the head of the enterprise into a single format that represents the dynamics of the most general indicators of the enterprise’s performance and regularly entering it into the manager’s computer in the form of graphs, diagrams, etc.

2. “LOW QUALIFICATION-1” is manifested in the absence at enterprises of good specialists in the field of searching and presenting information, which means the quality of this work is usually low.

An effective, but expensive method of combating this filter is to invite third-party specialists to conduct research on problems of interest to the enterprise.

3. “LOW QUALIFICATION-2” is manifested in the inability of senior management to work with information. Many senior managers do not like to admit misunderstanding or ignorance of something, for fear of losing their authority in front of their subordinates and, as a result, reject misunderstood information.

Taking this point into account, it is necessary, firstly, to present the material in the simplest possible language, and, secondly, to try to find out what form of presenting information is most acceptable for a given manager and without falling into ambitions to gradually “tame” the manager to consume information, for example, by re-presenting important information in a different form of presentation (text, tables, graphs).

4. “METHOD OF INFORMATION PROCESSING” is manifested in the introduction of limiting conditions characteristic of a particular mathematical method used in information processing. If the processing method is incorrectly chosen, important information may be lost (cut off).

5. “SUCCESSFUL INSTALLATIONS” is manifested in the desire of managers to use standard methods for solving emerging problems, previously worked out on similar tasks (manager’s experience).

Any manager, in the course of his activities, sooner or later develops a model of successful actions (installation) in the conditions of a constant set of factors and dependencies between them in a given external environment.

When complex information is received, an experienced manager using such a model, analyzing the situation, is able to quickly choose the optimal line of behavior.

But with increasing uncertainty and variability of the external environment, the same model, which takes into account only the experience of the past, ceases to work and becomes a brake preventing the restructuring of the manager’s consciousness.

The manager is tempted to reject inconvenient information not related to past experience. This happens especially often with marketing information, which, like the idea of ​​marketing itself, has not yet taken root in many Russian enterprises.

The degree of manifestation of this filter can be measured and in a certain way characterizes the “aging” of management personnel at the enterprise.

6. “REAL POWER” is manifested in the rejection of information by managers who have real power in the enterprise if this information threatens their position.

In any enterprise, regardless of its size and form of ownership, there are groups of people or divisions that fight among themselves for power in the enterprise, which can be expressed either in control of financial flows, or in predominant influence on the manager, which ultimately allows the winning group to determine the policy of the enterprise.

If the thinking of the “winners” is based on the experience of the past and does not correspond to the current situation, the enterprise inevitably loses its position in the market and enters a crisis zone, since the main resources of the enterprise are distributed in favor of the leading group, often to the detriment of the interests of the company as a whole.

An effective way to reduce the influence of this filter is to improve the economic and marketing qualifications of managers at all levels of the enterprise.

7. “RESISTANCE OF MIDDLE MANAGEMENT” is manifested in middle management’s rejection of management influences from top management, since middle management sometimes does not understand the full essence of what is happening and perceives it as a threat to its position.

The resistance of middle management is manifested in “pushing” “linear” tasks to the level of top management (issues of supply, production, etc.).

This effect is largely a consequence of the lack of awareness among middle management about the motives for decision-making by top management, as well as the fact that the average manager, as a rule, does not have all the necessary information to make optimal decisions within his competence.

This situation is most typical in the field of marketing decision-making, since awareness of the relevance of marketing at Russian enterprises goes “from top to bottom” and therefore the mutual misunderstanding between top and middle management is especially strong.

Therefore, it is important that, in addition to issuing instructions, the manager not only “shares” marketing information (as appropriate) with subordinates, but also in every possible way supports the systematic improvement of the marketing qualifications of management at the enterprise.

This reduces the effect of “resistance” from middle management when implementing marketing activities.

One of the real effects of marketing at the stage of its formation at Russian enterprises is to create a comfortable information environment for the process of making management decisions regarding the behavior of the enterprise in the market.

Part of this process may include identifying information filters in the enterprise and working to reduce their harmful impact on the quality of marketing information.

Factors that determine the quality and effectiveness of SD can be classified according to various criteria - both internal factors (related to the control and managed systems) and external factors (environmental influence):

§ laws of the objective world related to the adoption and implementation of SD;

§ a clear statement of the goal - why the SD is being adopted, what real results can be achieved, how to measure, correlate the goal and the results achieved;

§ volume and value of available information - for the successful adoption of SD, the main thing is not the volume of information, but the value determined by the level of professionalism, experience, and intuition of personnel;

§ time to develop an SD - as a rule, management decisions are always made under conditions of time shortage and emergency circumstances (lack of resources, activity of competitors, market conditions, inconsistent behavior of politicians);

§ organizational management structures;

§ forms and methods of carrying out management activities;

§ methods and techniques for developing and implementing SD (for example, if a company is in the lead, there is one methodology, if it follows others, it is different);

§ subjectivity of evaluation of the solution choice option. The more extraordinary the SD is, the more subjective the assessment.

§ the state of the control and managed systems (psychological climate, authority of the manager, professional and qualified personnel, etc.);

§ a system of expert assessments of the level of quality and efficiency of SD.

§ the quality of the source information, determined by its reliability, sufficiency, protection from interference and errors, form of presentation (it is known that the accuracy of the calculation results cannot be higher than the accuracy used to calculate the information);

§ the optimal or rational nature of the decision being made;

§ timeliness of decisions made, determined by the speed of their development, adoption, transfer and organization of execution;

§ compliance of decisions made with the current management mechanism and management methods based on it;

§ qualifications of personnel involved in the development, adoption of decisions and organization of their execution;

§ readiness of the managed system to execute decisions made.

Management decisions must be based on objective laws and patterns of social development. On the other hand, management decisions significantly depend on many subjective factors - the logic of developing decisions, the quality of assessing the situation, structuring tasks and problems, a certain level of management culture, the mechanism for implementing decisions, executive discipline, etc. At the same time, it is necessary to always remember that even carefully thought-out decisions may turn out to be ineffective if they cannot anticipate possible changes in the situation and state of the production system.

It is impossible to completely avoid subjective factors when making decisions. However, their quality can be significantly improved through the introduction of special procedures and technologies.

The main parameters of the quality of management decisions include:

A) the degree of entropy of the problem, i.e. its quantitative uncertainty; When formulating a problem primarily in terms of qualitative characteristics, the degree of entropy approaches zero. If all indicators of the problem are expressed in quantitative terms, then the degree of entropy approaches one;

B) the level of risk of investing or using any resources;

C) an indicator of the likelihood of implementing a solution in terms of quality, costs and timing;

D) the degree of correspondence of a theoretical model to the actual data on the basis of which it was built, or the degree of accuracy of the forecast.

In the process of developing and making a management decision, it is very important to create conditions to ensure its high quality and efficiency. These conditions include:

§ use of scientific management approaches in developing management decisions;

§ taking into account the impact of economic laws on the effectiveness of management decisions;

§ application of methods of functional cost analysis, forecasting, modeling and economic justification of management decisions;

§ structuring the problem and building a tree of goals;

§ ensuring multiple solutions;

§ ensuring the comparability of alternative management decisions;

§ legal validity of management decisions made;

§ creation and maintenance of a system of responsibility and motivation for high-quality and effective management decisions;

§ the presence or creation of a mechanism for implementing management decisions.

Fulfilling in practice the listed conditions for ensuring the quality of management decisions is very labor-intensive and expensive. Therefore, fulfilling their full scope is advisable only for rational management decisions on expensive objects (projects).

One of the important factors influencing the quality of management decisions is the number of tiers in the organization, an increase in which leads to distortion of information when preparing a decision, distortion of orders coming from the subject of management, and increases the sluggishness of the organization. The same factor contributes to the delay in information received by the subject of the decision. This determines the constant desire to reduce the number of management tiers (levels) of the organization.

Quality of management decisions is the degree of compliance of management decisions with the internal requirements of the organization.

Development, adoption and implementation of decisions is a concentrated expression of the essence of management. A diagram of the process of forming and changing a solution is shown in Figure 1.4.

Feedback

Movement of information

Figure 1.4 Scheme of the management process and decision formation

There are various combinations of necessary conditions in preparing a quality solution. But in any case, the following condition is mandatory: the process of preparing a decision must be systematic; an object and the processes in it are also a system.

This condition, in turn, makes it necessary to determine:

Availability of goals, functions and performance indicators of the object;

Elements of the system and their connections;

Those whom the system serves;

An organization that performs the functions of developing proposals for changing the activities of an object and its elements;

The presence (and structure) of a higher-level system.

Here are only brief statements of the necessary conditions. But they can also be carried out in a more detailed form. For example, the condition about the elements of the system and their connections requires that improving the performance of each element ensures more efficient operation of the entire system. This means that no improvement in the performance of a part of the system (division) can be considered complete if it does not improve the performance of the system as a whole.

These conditions are insufficient in the following cases:

The environment in which the system operates does not objectively contribute to achieving its goal. This occurs when the goals themselves do not correspond to the objective conditions of the environment, when decisions are made that do not take into account the specific situation and violate objectively existing patterns;

The one who should make decisions about making changes to the existing system does not make this decision. There are many cases where a decision is recognized as correct, but is not accepted, and therefore not implemented due to the lack of separation of rights and responsibilities between the relevant levels of management;

Any changes in the organizational system are associated with the joint activities of people. If employees did not participate in the development of the decision, they may, at best, be indifferent to its implementation.

So, we have named several necessary conditions that ensure the process of preparing a solution with system properties. We have also established that there may be situations where these conditions are not met.

Quality of management decision– this is a set of solution parameters that satisfy a specific consumer (specific consumers) and ensure the reality of its implementation. The components of the “black box” systems approach to decision making are presented in Figure 1.5. Let's consider the contents of the “black box” components.

External environment

Input (W t) Output (P t)

Reverse environment

Figure 1.5 Components of the “black box” systems approach

to make a decision

System input characterized by the parameters of the problem that needs to be solved for specific markets (consumer requirements, segmentation results, product quality, sales volume, delivery times, prices, etc.). On system output– a decision expressed quantitatively or qualitatively, having a certain degree of adequacy and probability of implementation, the degree of risk of achieving the planned result.

To components external environment systems include factors of the macro- and microenvironment of the company, the infrastructure of the region, influencing the quality of management decisions. These factors include international integration, the political situation in the country, the economy, the technical condition of industries, socio-demographic, natural-climatic, cultural and other country-wide factors, regional infrastructure factors (market infrastructure, environmental monitoring, social infrastructure, industry, transport and communication, etc.), factors characterizing specific connections of a company (decision maker) with other companies, organizations, intermediaries, competitors, etc.

Feedback characterizes various information coming from consumers to the person who made the decision (to the “process”), or to the person from whom information was received to solve the problem (“input”). The receipt of feedback information may be associated with a low-quality solution, additional consumer requirements for clarification or refinement of the solution, the emergence of innovations, know-how and other factors.

Decision making process includes the following operations: preparation for work, identifying problems and formulating goals, searching for information, processing it, identifying opportunities for resource provision, ranking goals, formulating tasks, preparing the necessary documents, implementing tasks.

The use of a systematic approach to the process of making management decisions allows us to determine the structure of the problem, the system for solving it, the interconnections of the system components and the order of their improvement. In order to save time and money on developing a management decision, the following is recommended: priority for improvement(formation, development) of the “black box” components (Figure 1.5). First, you need to clearly formulate what should be obtained, what parameters the solution should have.

TO parameters of the quality of management decisions include:

- entropy index, i.e. quantitative disorder of the problem. If the problem is formulated only qualitatively, without quantitative indicators, then the entropy indicator approaches zero. If all indicators of the problem are expressed quantitatively, the entropy indicator approaches one;

- degree of investment risk associated with the instability of economic legislation and the current economic situation, foreign economic risk (the possibility of introducing restrictions on trade and supplies, closing borders, etc.), uncertainty of the political situation, the risk of unfavorable socio-political changes in the country or region, incompleteness and inaccuracy of information about the dynamics of TEP, fluctuations in market conditions, prices, exchange rates, etc.;

Probability of implementation of the solution in terms of quality, costs and timing;

The degree of adequacy (or degree of forecast accuracy, approximation coefficient) of a theoretical model to the actual data on the basis of which it was developed.

After preliminary regulation of the parameters for the quality of a management decision and its effectiveness (a limit is set, the minimum acceptable efficiency for which it is worth taking up the solution to the problem), environmental factors that influence the quality and effectiveness of the decision are analyzed. Then the system input parameters are analyzed and measures are taken to improve them and improve the quality of incoming information.

After clarifying the output requirements, clarifying the environmental factors affecting the quality and efficiency of the solution, and working out the system input, it is necessary to model the decision-making technology, analyze the process parameters, take measures to improve them and proceed directly to the development of the solution. If the quality of the input is assessed as “satisfactory”, then at any level of quality of the process in the system, the quality of the output, i.e. the quality of the solution will be satisfactory. To the main conditions for ensuring high quality and efficiency of management decisions include:

Application of scientific management approaches to the development of management solutions;

Studying the influence of economic laws on the effectiveness of management decisions (the law of supply, demand, increasing additional costs, diminishing utility, etc.);

Providing the decision maker with quality information characterizing the parameters of output, input, external environment and the process of the solution development system;

Application of methods of functional cost analysis, forecasting, modeling and economic justification for each decision;

Structuring the problem and building a tree of goals;

Ensuring comparability (comparability) of solution options;

Ensuring multiple solutions;

Legal validity of the decision;

Automation of the process of collecting and processing information, the process of developing and implementing solutions;

Development and operation of a system of responsibility and motivation for high-quality and effective solutions;

Availability of a mechanism for implementing the solution.

It is quite difficult to fulfill the listed conditions for improving the quality and efficiency of management decisions, and this requires significant costs. We can talk about fulfilling a full set of conditions only for rational management decisions on capital-intensive objects (projects). At the same time, competition objectively forces each investor to improve the quality and efficiency of management decisions. Therefore, there is currently a tendency to increase the number of conditions taken into account for improving the quality and efficiency of decisions based on automation of the management system.

To summarize, let us dwell on the factors of the quality of management decisions, which can be grouped into several taxa (Figure 1.6).