The process of making and implementing management decisions. a) Insufficiently clear wording of the decision by the head

Management decision- the most important type of managerial work, as well as a set of interrelated, purposeful and logically consistent managerial actions that ensure the implementation of managerial tasks. This action consists in choosing the goal, program and methods of the team's activity in the field of solving the problem or in the field of changing the goal.

Decision making is the basis of management.

Development and decision making is a creative process in the activities of managers of 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 experts various options solving a problem (task); selection and formulation of the optimal solution; decision-making;

5. concretization of the decision for its executors.

On the decision-making stage developing and evaluating alternative solutions and courses of action carried out on the basis of multivariate calculations; the criteria for choosing the optimal solution are selected; choosing and making the best decision.

On the decision implementation stages measures are taken to specify the decision and bring it to the executors, monitor the progress of its implementation, make the necessary adjustments and evaluate the result obtained from the implementation of the decision. Each management decision has its own specific result, therefore, the goal management activities is to find such forms, methods, means and tools that could help achieve the optimal result in specific conditions and circumstances.

The end result of the work is to provide performers with everything necessary and create relevant conditions for their effective work. It is also necessary to build a communication network for the exchange of information and adjust the appropriate reporting relationships between the participants.

Decision-making methods aimed at achieving the intended goals, can be different:

1) method based on manager's intuition, which is due to the presence of previously accumulated experience and the amount of knowledge in a particular field of activity, which helps to choose and accept correct solution;

2) method based on the concept of "common sense", when the manager, when making decisions, substantiates them with consistent evidence, the content of which is based on the practical experience he has accumulated;

3) method based on scientific and practical approach, involving the choice of optimal solutions based on processing large quantities information to help inform decisions. This method requires the use of modern technical means and, above all, electronic computers. The problem of choosing a decision by a leader is one of the most important in modern science management. It implies the need for a comprehensive assessment by the leader of the specific situation and the independence of his decision making one of several options for possible decisions.

Based on group decision-making, methods contribute:

1) Brain attack undertaken by the group as an idea-generating process where all possible alternatives are considered with critical point vision.

2) Nominal group method restricts discussions or communication with each other to a certain limit. Members of the group are present at the meeting but act independently.

3) Delphi method similar to the nominal group method, with the difference that the physical presence of all members of the group is not required. The Delphi method does not require group members to meet each other face to face.

This method characterizes the following steps:

1. The problem is identified, group members are asked to give possible solutions by answering a carefully crafted questionnaire.

2. Each member of the group anonymously and independently answers the first questionnaire.

3. The results of the first questionnaire are collected at the center, deciphered and summarized.

4. Each member of the group receives a copy of the results.

5. After reviewing the results, the experts are asked to give their decisions again. As a rule, new solutions are given or there are changes in the original position.

6. These steps are repeated as often as necessary until a consensus is reached.

QUESTION 17. THE CONCEPT OF COMMUNICATION IN MANAGEMENT. CONTENT OF THE COMMUNICATION PROCESS.

Communication the process of transferring information from a source to a recipient.

Purpose of communication is to achieve from the receiving side an accurate understanding of the sent message.

All types of management activities are based on the exchange of information. Therefore, communications are called connecting processes. Communication and information are different but related concepts. Communication includes both what is communicated and how it is communicated. In order for communication to take place, at least two people are required.

stand out four basic elements during the exchange of information.

1. Sender- a person who collects or selects information and transmits it.

2. Message- the essence of information transmitted orally or encoded using symbols.

3. Channel- a means of transmitting information.

4. Recipient- the person to whom the information is intended and who perceives it.

Communication process - is the process of exchanging information between two or more people .

The purpose of the communication process is ensuring understanding of the transmitted information on the part of its recipient.

The implementation of the management decision is divided into a number of stages:

1) Preparation for the development of a management decision - includes such elements as obtaining information about the situation, setting goals, developing an evaluation system, analyzing the management situation, diagnosing the situation and developing a forecast for the development of the situation.

Information about the situation must be reliable, sufficiently complete and, at the same time, not redundant. Analytical material should be prepared by specialists with knowledge and experience in the field of the management problem being solved.

The development of goals of managerial influence is of great importance. The definition of goals should be carried out with the direct participation of the decision maker.

In the making management decisions important role plays an adequate assessment of the situation and various factors influencing its development.

To this end, it is necessary to form an evaluation system, which should include:

• - criteria characterizing the object of assessment;
• - a system of indicators and scales by which the object is evaluated according to each of the criteria;
• - principles of conducting comparative assessment options for management decisions and their choice.

Analysis of the situation involves the identification of factors that determine the dynamics of its development. In this case, methods of factorial and correlation analysis can be used.

The task of diagnosing a situation is to identify its key problems and the nature of their influence. This element designed to determine the patterns of development of the situation; mechanisms of purposeful influence on its development; the need for various resources required to implement the management decision.

Of great importance is the presentation of the expected results of managerial influence, which is achieved as a result of developing a forecast for the development of the situation.

2) Development of a management decision - is to generate alternative options decisions, selection of the main options for control actions, development of scenarios for the development of the situation and expert evaluation of the main options for control actions.

Such procedures for generating alternative options as the method of analogues, brainstorming, synthesis of managerial decisions, and others are widespread. In recent decades, automated systems for generating solution options have begun to develop.

In the course of selection, obviously unviable or uncompetitive options are screened out. The selection should be guided by the level of comparative evaluation and the requirement of the absence of duplication.

The main task of developing scenarios is to ensure that the decision maker understands the situation and the most likely paths for its development. It is advisable to consider various options for the dynamics of changes in the main factors in the development of the situation.

The next stage is an expert assessment of the main options for control actions. Its task is to assess the feasibility of the considered options for managerial influences and the achievement of the goals set. On this basis, the options under consideration are ranked.

3) The decision-making stage consists of three elements: collective peer review, decision-making by the decision maker, development of an action plan.

Collective expertise provides better validity and efficiency of management decisions. Among the methods of its implementation are: Delphi methods, brainstorming, commissions, Pattern and others.

According to the results of examinations of alternative options, taking into account additional information, based personal experience and intuition, the decision maker makes the managerial decision. At the same time, it may radically differ from all the proposed options.

Transition to implementation decision requires coordination of actions and resources in time and place. This is achieved by planning the implementation of the adopted management decision. Plans need to be adjusted in the process of implementing management decisions. This is based on the possibility of changing external and internal conditions, legislation, market conditions, enterprise strategy, etc.

4) Implementation of the management decision based on the developed action plan. The solution implementation stage involves bringing the solution to the executors, providing the executors with resources, delegating authority and coordinating the actions of the executors in all areas of the solution implementation.

Bringing the decision to the performers is one of the essential elements organizing the implementation of the solution. It is carried out by setting tasks by a person making a decision in the form of an order, instruction, instruction, etc. At the same time, the manager must make sure that he understands the essence of the tasks and deadlines set for the performers, their significance for achieving the common goal, to ensure that each performer understands the rights and obligations, the procedure for interacting with other performers.

The effectiveness of the implementation of the adopted decision largely depends on the timely provision of the executors with the planned solutions. specific tasks resources.

Each executor must be endowed with certain powers and have some freedom of action in case of an unforeseen change in the conditions for implementing the solution. It is necessary to determine the situations in which the performer has the right to make situational decisions that are the prerogative of a higher level of management.

The effectiveness of the implementation of a management decision is also determined by the consistency of the actions of all performers. As a rule, in the process of implementing a managerial decision, some tasks are completed ahead of schedule, some behind. The resolution of this can only be achieved through the continuous coordination of the work performed, the redistribution of certain resources (time, financial and material resources, employees, etc.).

5) The stage of monitoring the implementation and analysis of the results of the development of the situation after the managerial impact.

Monitoring the implementation of planned activities and actions ensures the effectiveness of the organization. Depending on the nature of the control object, apply different kinds control. The main types of control are continuous and discrete control. If it is impossible to exercise control in the process of execution of managerial decisions, control of the final results of managerial influence is applied. The main task of control is timely recording of deviations from the optimal development of the process, the planned intermediate or final result. Based on the results of control, the plan and control actions are adjusted in order to more fully achieve the set management goal.

Timely coordination of actions is possible only on the basis of continuous monitoring of the implementation of the adopted plans, deviations from the goals set.

The analysis is intended to evaluate the effectiveness of the management decisions made and should include:

• - assessment of strengths and weaknesses decisions and plans;
• - additional opportunities and prospects;
• - additional risks.

The results of the analysis can serve as an incentive to reassess the capabilities of the organization, incline management to rethink and change its mission and strategy.

In the study of decision-making processes, both in theory and in management practice, until recently, the main attention was paid to the stage of developing decision alternatives and issues related to finding the best option. It was even believed that it was the development of a solution that occupied most of the time and funds allocated to solve a problem that had arisen.

Management practice, however, shows otherwise. It is the implementation of decisions, being the most complex, time-consuming and lengthy stage of the PPR, absorbing the bulk of time and resources, which is also the weakest link in the process of managerial activity.

The gap currently observed in management practice between the adoption of a managerial decision and its implementation, which is expressed both in the delay in the implementation time and in the insufficient effectiveness of the implemented decisions, is largely a consequence of the insufficient attention of managers to such an important area of ​​their work as personal management. The fact is that not a single, even the most remarkable solution, is implemented automatically, for its implementation it is necessary to make certain efforts, to organize the implementation. Therefore, one of the main functions of management is leadership (leadership), the essence of which is personal management. The components of leadership are command and control. Power in an organization is expressed in a real opportunity to make final decisions alone, and command - in the organization and control of their implementation, i.e. in the distribution of resources, the selection and placement of performers who are able to independently carry out orders, and the creation of effective incentives for execution.

As already noted, under the conditions modern management, due to the participation of a large number of specialists in the process of development and decision-making, they are becoming more and more collegial. This gives grounds to assume that the ratio of the efforts of managers expended on decision-making and on organizing and monitoring their implementation should change. The center of gravity in the activities of the leader is gradually moving from the sphere of making decisions to the sphere of organizing and monitoring their implementation, as well as maintaining the continuity and stability of the entire process of preparing, making and implementing decisions. This, however, does not in the least reduce, but, on the contrary, increases the responsibility of managers, and, consequently, their role in the organization.

So, for the successful implementation of the decisions made, the organization must have a mechanism for their implementation. The complexity of organizing the implementation of decisions lies in the need to coordinate many interconnected, simultaneously executed management decisions that are at different stages of implementation. The stage of implementation of the management decision consists of the following procedures:

development of a solution implementation plan;

implementation management;

decision implementation control;

evaluation of the implementation results.

Considering the content of each of the above procedures, we can determine the following main tasks of the organizational mechanism for the implementation of management decisions.

Development of a solution implementation plan.

Definition of a complex of necessary works.

Determination of the required amount of resources.

Determination of the number of performers.

Distribution of work, resources and performers by objects, tasks and deadlines.

Solution implementation management.

Carrying out instructive and methodological activities with performers.

Personal management in the course of implementation of decisions.

Providing assistance to performers in case of difficulties.

Solution implementation control.

Monitoring compliance with the main characteristics of the implemented solution.

Monitoring compliance with deadlines

Control over the state of the problem situation.

Identification of the causes of deviations during the implementation of the solution.

Making (if necessary) changes to the solution implementation program.

Evaluation of implementation results.

Periodic evaluation of the actual effectiveness of the solution.

Forecasting the end of the term of the effective action of the solution.

Determination of the need to adjust the current or adopt a new decision.

Accumulation, systematization of experience and development of algorithms for the implementation of standard solutions.

The model of the process of implementation of managerial decisions is shown in fig. 10.1.

Gerchikova Irina Nikonovna

Management 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:

• development and goal setting;
• studying the problem on the basis of the information received;
• selection and justification of criteria for efficiency (effectiveness) and possible consequences of the decision being made;
• discussion with specialists of various options for solving the problem (task); selection and formulation of the optimal solution; decision-making;
• specification 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.

On the stages of preparation management decision, an economic analysis of the situation is carried out at the micro and macro levels, including the search, collection and processing of information, as well as problems that need to be addressed are identified and formed.

On the decision-making stage developing and evaluating alternative solutions and courses of action based on multivariate calculations; the criteria for choosing the optimal solution are selected; choosing and making the best decision.

On the decision implementation stages measures are taken to specify the decision and bring it to the executors, monitor the progress of its implementation, make the necessary adjustments and evaluate the result obtained from the implementation of the decision. Each management decision has its own specific result, so the goal of management activity is to find such forms, methods, means and tools that could help achieve the optimal result in specific conditions and circumstances.

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.

The amount of information that needs to be processed to develop effective management decisions is so great that it has long exceeded human capabilities. It is the difficulties of managing modern large-scale production that have led to the widespread use of electronic computers, the development automated systems management, which required the creation of a new mathematical apparatus and economic and mathematical methods.

Decision-making methods aimed at achieving the intended goals, can be different:

1) a method based on the intuition of the manager, which is due to the presence of his previously accumulated experience and the amount of knowledge in a particular field of activity, which helps to choose and make the right decision;
2) a method based on the concept of "common sense", when the manager, when making decisions, substantiates them with consistent evidence, the content of which is based on his practical experience;
3) a method based on a scientific and practical approach, involving the selection of optimal solutions based on the processing of large amounts of information, which helps to justify the decisions made. This method requires the use of modern technical means and, above all, electronic computers. The problem of choosing a decision by a manager is one of the most important in modern management science. It implies the need for a comprehensive assessment by the leader of the specific situation and the independence of his decision making one of several options for possible decisions.

Since the manager has the opportunity to choose decisions, he is responsible for their implementation. Decisions made go to executive bodies and subject to control over their implementation. Therefore, management must be purposeful, the goal of management must be known. In the control system, the principle of choosing a decision to be made from a certain set of decisions must be observed. The more choice, the more effective management. When choosing a management decision, the following requirements are imposed on it: the validity of the decision; optimal choice; validity of the decision; brevity and clarity; specificity in time; targeting to performers; efficiency of execution.

33. Requirements for management decisions.

Management Technology Requirements and Critical Decision-Making Areas

The requirements for technology management can be summarized as follows:

• the formulation of problems, the development and selection of solutions should be concentrated at the level of the management hierarchy where there is relevant information for this;
• information should come from all departments of the company located on different levels management and performing various functions;
• the choice and adoption of a decision should reflect the interests and capabilities of those levels of management that will be entrusted with the implementation of the decision or that are interested in its implementation;
• subordination in relations in the management hierarchy, strict discipline, high demands and unquestioning obedience must be strictly observed.

Making managerial decisions involves the use of the following factors: hierarchy; target cross-functional groups; formal rules and procedures; plans; horizontal connections.

1) Using Hierarchy in decision-making is carried out by most firms in order to coordinate activities and strengthen centralization in management.
In American companies, managers usually delegate their decision-making authority to the level at which there is more necessary information, and which is directly involved in the implementation of a particular decision. American managers, when making decisions, prefer not to enter into direct contact with subordinates who are more than one hierarchical level below, so as not to violate the principle of links in management.

2) Use of target cross-functional groups in decision making quite common in American firms. Such task forces are usually set up on a temporary basis. Their members are selected from various departments and levels of management. The purpose of creating such groups is to use the special knowledge and experience of group members to adopt specific and difficult decisions. Target groups are most often involved in the creation of new products. Then they include engineers, marketing specialists, production workers, financiers, and suppliers. Initially, they cook professionally high level information on the basis of which top management decides on the allocation of capital investments for the development and implementation of new products. The head of the target cross-functional group is one of its members or a higher head, who can be replaced by another specialist in the course of work.

3) Use of formal rules and procedures in decision making is an effective way to coordinate actions. However, regulations and rules stiffen the management system, which slows down innovation processes and makes it difficult to amend plans due to changing circumstances.

4) Using thorns in decision making aimed at coordinating the activities of the company in the center. Planning is the one important view managerial activity, on which managers spend a significant part of their time. In the course of drawing up plans, a process of combining interests and goals between different levels management. Control systems and accounting adapted in American firms to solving managerial problems, and plans are being developed on their basis. Managers constantly monitor the implementation of planned indicators and have the opportunity to correct them if such a need is justified in front of the top managers of the company or heads of production departments.

34. Conditions and factors determining the quality and effectiveness of management decisions.

The quality of managerial decisions should be understood as the degree of its compliance with the nature of the tasks to be solved for the functioning and development of production systems. In other words, to what extent SD provides further development paths production system in the conditions of formation of market relations.

Factors that determine the quality and effectiveness of management decisions can be classified according to various criteria - both factors of an internal nature (associated with the control and managed systems), and external factors(influence environment). These factors include:

1. the laws of the objective world associated with the adoption and implementation of SD;
2. a clear statement of the goal - why SD is being adopted, what real results can be achieved, how to measure, relate to the goal and results achieved;
3. the volume and value of the 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, intuition of personnel;
4. SD development time - as a rule, a managerial decision is always made in conditions of time pressure and emergency circumstances (lack of resources, activity of competitors, market conditions, inconsistent behavior of politicians);
5. organizational structures management;
6. forms and methods of implementation of management activities;
7. methods and techniques for the development and implementation of SD (for example, if the company is in the lead, the methodology is one, if it follows others, it is different);
8. subjectivity of the evaluation of the solution choice option. The more extraordinary SD is, the more subjective the assessment.
9. the state of the control and managed systems (psychological climate, the authority of the leader, the professional and qualification composition of personnel, etc.);
10. system expert assessments the level of quality and efficiency of SD.

Management decisions should be based on objective laws and patterns community development. On the other hand, SD significantly depends on many subjective factors - the logic of developing solutions, 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 must always be remembered that even carefully thought-out decisions may be ineffective if they cannot anticipate possible changes in the situation, the state of the production system.

35. Power and control. Forms of power.

36. Leadership and leadership. Basic approaches to the problem of leadership.

37. Classification of the main leadership styles.

There are several classifications of leadership styles, but the most common of them is based on the ideas of Kurt Lewin. According to it stand out autocratic(authoritarian), democratic and liberal styles that differ in the degree of concentration of the head of the management functions and the participation of him and the team led by him in decision-making.

Autocratic (authoritarian) style implies strict leadership - orders, instructions that require the group to strictly comply. A leader adhering to this determines all the activities of the group, prescribes all the techniques and actions.

This style is characterized by a clear setting of activity goals, an energetic form of giving orders, orders, intolerance to everything that goes against the opinion of the leader. The group members of such a leader are constantly in a state of uncertainty about their future actions, they know only their particular tasks.

Communication between participants is reduced to a minimum by the leader, so that they are carried out only through his mediation or under his supervision. If necessary, the leader divides subordinates into groups, regardless of their opinion. In praise and criticism, he sticks only to his own opinion.

• Hard. Such a leader is strict, but fair, maintains the already established relationships in the team even when the situation changes; adherent of subordination, treats subordinates well who "know their place." Many accept this method leadership, as it reduces their personal responsibility for the failure of the team. At the same time, subordinates believe that they fulfill only individual obligations.
• Master's. Such a leader imposes his position of paternal care for subordinates, pays attention to improving their material well-being, interferes in their affairs, even personal ones. This leadership style is especially common among sports team coaches. Exaggerated protection and guardianship of subordinates can cause an aggressive response in those. They will put up serious resistance to a leader who, they say, won't let them "even breathe." Others get used to such a system of leadership and will sometimes strive to maintain it, since any of their actions and desires in this case is already “programmed”. As a result, this sub-style of leadership reduces the business and social activity of subordinates and in some cases deprives them of the ability to lead an independent life.
• Inconsistent. This is an inept, unassembled, as a rule, despotic leader. He shows the appearance of power, but is not confident in himself, he prefers to put forward a weaker, but submissive asset, than a more knowledgeable, but independent one. Petty picky, ready to compromise, which will help him evade responsibility in case of failure.

At democratic style management group in one way or another is connected to the organization of activities. The leader allows the members of the group to participate (and even welcomes this) in determining the content of its activities, distributes responsibility among them, encourages and develops relations between subordinates, seeking to reduce intra-group tension; creates an atmosphere of camaraderie and business cooperation. All group members in general view know all the main stages of activity. When someone asks for advice, the manager offers a choice of not one, but several ways to achieve the goal. Employees are divided into groups according to their desire. The leader tries to be objective in his praise and criticism of their participants.

The position of a leader who adheres to democratic style, can be described as "first among equals". His power is necessary for the rational fulfillment of the tasks facing the team, but is not based on orders and repression. Such a leader is more accessible to subordinates who feel at ease with him and communicate willingly. Granting to subordinates in some cases independence and initiative contributes to the formation of socially mature behavior in them.

However, the absence of rigidity and aggressiveness, such a leader must compensate for the greater involvement in the work than usual. Persistence, consistency and tact are the main "weapons" of leaders who demonstrate this leadership style.

At liberal style the leader intervenes, participates in organizing the activities of the group only when the members of the latter turn to him, and his intervention is realized in the form of advice and explanation. Group members are given complete freedom to make their own decisions. Materials and information are provided to them only when they request it themselves. Leaders who demonstrate this style rarely make comments.

38. Management grid R. Blake and J. Mouton.

In the early 1980s, the concept of the "management grid" appeared, created by American psychologists Robert Blake and Jane Mouton.

The vertical axis of this chart ranks “concern for people” on a scale of 1 to 9. The horizontal axis ranks “concern for production” also on a scale of 1 to 9. Leadership style is determined by both of these criteria. Blake and Mouton describe the middle and four extreme lattice positions as

1. 1. - fear of poverty. It takes only minimal effort on the part of the manager to achieve a quality of work that will avoid dismissal.

1. 9. - rest house. The leader focuses on good, warm human relationships, but cares little about task performance.

5. 5. - organization. The leader achieves an acceptable quality of performance of tasks, finding a balance of efficiency and good morale.

9. 9. - team. Through increased attention to subordinates and efficiency, the leader ensures that subordinates consciously join the goals of the organization. This ensures both high morale and high efficiency.

The managerial grid includes two components of the manager's work. The first is attention to solving production problems and tasks, and the second is attention to people. The term "production" means not only the manufacture wealth, but also the implementation of sales, settlements, customer service, etc.

Little attention to decision production tasks and people leads to the so-called "wretched" management style (1.1).

Managers oscillate between style 1.9 (relationship management) and style 9.1 (management based on performance objectives). To increase the return, leaders "tighten the screws", and when relations between people begin to suffer, their "pendulum" returns to position 1.9.

In the middle of the lattice is the style " golden mean"or a balance between" stick and carrot ".

Point 9.9 is characterized by the relationship between attention to people and solving production problems. The leadership style is characterized by achieving results through relationships or the human factor.

Blake and Mouton proceeded from the fact that the most effective leadership style - the optimal style - was the behavior of the leader in position 9. 9. In their opinion, such a leader combines a high degree of attention to his subordinates and the same attention to performance. They also realized that there are many activities where it is difficult to clearly and unambiguously identify leadership style, but believed that professional training and a conscious attitude towards goals allows all leaders to approach style 9. 9, thereby increasing the efficiency of their work.

The management grid of Blake and Mouton had a significant impact on the diagnosis of organizations and the activities of managers, making it possible to identify limitations and, on this basis, to develop and implement organizational development programs.

• The main stages of preparation and implementation of management decisions
• collective forms development of managerial decisions

One of critical aspects characterizing the activities of any organization is the process of development, adoption and implementation of management decisions. Turning to this aspect, we consider the organization as a social body whose function is the development and (or) implementation of management decisions. Decision making as a mental act occurs in a variety of manifestations. human activity- wherever there is a problem situation. Therefore, the first thing to do when starting to consider this topic is to determine the specifics of the management decision, i.e. decisions developed, adopted and implemented in the conditions of the organization, in the conditions of organized joint activities. It will be mainly about the psychological and pedagogical aspects of management decisions.

Specificity of the management decision and types of management tasks

How does a managerial decision differ from decisions made by a person as an individual in his daily life?

The main feature of a management decision is that it is carried out in the conditions of an organization created to perform a specific target function, for example, the release of products or the release of specialists. This target function, which determines the meaning of the existence of this organization, also determines the solution of all problems that arise in the process of managing the organization. From the main feature, all the rest are derived. Let's name some of them.

The first feature is the givenness of the decision being made. An employee included in an organization, occupying a certain position in it, finds in ready-made not only the goals, means and methods of solving emerging problems, but, as a rule, even the motivation that determines the meaning of his activity. In addition, most of the decisions made by the employee turn out to be rather rigidly determined, if not by his own past decisions taken earlier, then in any case by decisions made by higher management. Recall that the question of the degree of independence of decisions made by the employee is the main issue of all theories of organization.

The second feature - the development and organization of the execution of a managerial decision is not just a thought process, but social activities which involves the participation of many people, the division of functions between them, the organization of interaction and the passage of a number of time stages in the process of developing a solution. Again, the most important issue in any theory of organization is the extent to which people participate in the decision-making process. But in any organization, the subject of a managerial decision is not an individual, but a group of people, even in extreme forms of administrative arbitrariness. Why? The answer to this is given by the third feature.

The third feature is dependence on subjective sources of information. The idea of ​​the managerial task that has arisen, the conditions and means of resolving it, which is formed by the decision maker, is largely determined by the information that other people tell him at his request, order or request. This information somehow reflects the opinion or attitude of the person reporting or transmitting information. Therefore, every decision, no matter how independent it may seem, presupposes other opinions with which it aligns itself or which it opposes.

The fourth feature is responsibility for the consequences of the decision. Any managerial decision, being integral part organization management process associated with the distribution of material and financial resources, and representing not only mental, but also social act, assumes responsibility for the results and consequences. Therefore, the manager can transfer to his subordinates all the procedures related to the preparation, search, development and implementation of the decision, but the decision-making and responsibility for its consequences remain the prerogative, i.e. exclusive right, leader.

The fifth feature is the influence of " human factor". Management decision is a moment of social management, which means that the objects of management are systems that include people. In this regard, a managerial decision is made and implemented in conditions of strong feedback, both positive and negative, i.e. the manager himself is subjected to serious influences from the object of management. Positive Feedback manifests itself in the form of approval, support, demands to expedite the matter; negative feedback can manifest itself in the form of criticism that calls into question the correctness of the decision or nullifies the efforts to implement it.

Being a moment of the management process, the managerial task arises and is formed in connection with the dynamics of managerial activity. There are two ways to form management tasks in accordance with two types of management - management by deviations and program-targeted management.

In the first case, the problem arises as a result of a deviation from the specified mode of operation, as a result of a violation in the operation of the control object. In the second case, the task is formed as a result of setting a goal and developing an action program that implies certain, different from the intended, conditions for the implementation of the goal. Thus, in the first case, the task is formed independently of the leader, he is included in it, forced to take action and search for a solution by the force of the circumstances that have arisen. In the second case, the task is created by the leader himself, determined by his goals and actions, i.e. is the product of his own work.

Taking into account that the actions of any manager are under the control and subordination of the higher management, one more way of forming managerial tasks should be determined - receiving them from the higher organization.

Note that we have before us not just ways of forming managerial tasks, but also different types guides and Various types leaders (functionary, reformer, performer). Functionary- a leader who knows his business and works independently, but only within the framework of a given system of rules and norms, acting as a guardian of order. Reformer- a leader who is proactive, enterprising, striving not only to eliminate emerging disorders and violations in the system, but to transform the system itself, change established rules and the existing order. Finally, executor- the type of leader who is accustomed to work on orders, on instructions, on assignment. Each type of managerial tasks requires a certain type of leader for its permission.

In addition to management tasks, distinguished by the method of occurrence, one can distinguish tasks that differ in the peculiarities of understanding the control object. It's about about the difference between the task itself and the conflict.

A task can be defined as the discrepancy between what is given (existing conditions) and what needs to be achieved (conditions necessary to achieve the goal). In other words, as a discrepancy between the desired and the actual, as a lack, lack, imperfection, which should be eliminated, filled. Unlike the task conflict- this is a contradiction, inconsistency, incompatibility of two opinions, two points of view on the same subject. As a rule, this contradiction is determined by the difference in interests, motives and goals of the participants in the conflict. So, the task is a contradiction between the individual and the object of control. BUT conflict is a contradiction between individuals.

In managerial activity, both types of managerial tasks are encountered, but not every manager equally successfully solves both. The difference in decision making different types management tasks is clearly manifested in the adoption of two styles of decision - engineering and political, reflecting approaches to emerging issues, respectively, as a task and as a conflict.

The first of them, characterized by the predominant use of formal rules administrative authority, is based on the attitude towards people as objects of management. Affective human relationships are suppressed or ignored. Manifestations of independence and initiative are considered as violations of the established order, as deviations in the controlled system. Any problem that arises is considered by such a leader as a task in which people act as a means, an instrument for its resolution. The decision is made unilaterally.

The second style, political, on the contrary, involves the manifestation of initiative and independence among workers as necessary condition successful management. The mood of employees, interpersonal, affective relations between them are considered as a factor that determines the effectiveness of the work of the team.

Workers act not as simple performers, but as people who have own opinion who are able to give advice, help in finding a solution, independently make a decision in their case. The decision is made during the discussion by agreement various points vision.

The engineering style of decision-making is characterized in this sense by the desire to reduce each problematic situation to a solution of a problem; this approach is also called technocratic. The political style is characterized by the desire to reduce each problem situation to a solution to the conflict, understood as a clash of opinions, points of view, interests and goals of various individuals, this approach is also called human, humanistic.

The question of the effectiveness or acceptability of a particular decision-making style should be decided in the same way as it was decided above with regard to leadership styles: taking into account the conditions in which the decision is made. Pure technocracy, which means a complete disregard for human interests, can be just as unacceptable as excessive politics, in which any step taken by the leader is evaluated by him from the point of view of what “Countess Marya Alekseevna” will say about it.