Standard and non-standard management decisions.

One of the main goals of big business is to be at least one step ahead of your competitors. This will ensure the emergence of new customers, new sales and worldwide fame. Nowadays, trivial decisions in managing your business can achieve little. To be on top, you need to come up with something non-standard and original. The companies that will be discussed below were able to circle their competitors around their fingers thanks to creative ideas and solutions.

Many of the cases presented are already included in world history business and can serve as an excellent example of how to find and implement recipes for success.

Robert Taylor and liquid soap

In the 1970s, there was an American entrepreneur who invented liquid soap and sold it with his small business. However, the invention was not patented, as the idea itself was not radically new. And the pump mechanism, without which the use of liquid soap would be difficult, was also invented a very long time ago. Taylor understood that if the big manufacturers household chemicals will mass-produce liquid soap in dispensers, then the prospects for its development small business not to be seen.

And then the resourceful entrepreneur decided to simply prevent other manufacturers from getting the coveted plastic dispenser pumps that are attached to bottles of liquid soap. In those years, there were only two factories in the United States that produced such pumps, and Taylor placed an order with both for their manufacture at a cost of twelve million dollars. With this amount, about a hundred million dispensers could be made, and thus, for the next few years, both factories worked only to fulfill Taylor's order. Robert's competitors, of course, could make liquid soap itself, but without a convenient packaging with a dispenser, such a product was not competitive.

Consciously taking a huge risk, Taylor made the right decision - within a few years, his small company turned into a huge Colgate-Palmolive business, producing liquid soap, toothpaste and other hygiene products.

Oakley and sunglasses

In the summer of 2010, a mine collapse occurred in Chile. The consequence of this tragedy was that 33 workers found themselves at a depth of approximately 700 meters without the ability to get out on their own. Rescue operations began, which lasted as much as three months. Caring people and organizations sent food, water and other necessary means to the affected miners to survive. The Oakley company decided to send the miners also their product - sunglasses.

When the rescue of the miners was finally successful and they got out of captivity, they had to put on the glasses they received as a gift, since it was difficult for their eyes to look at daylight after such a long stay in the dark. Correspondents from almost all TV channels and print publications, of course, arrived at the scene of the incident, who filmed the faces of the rescued workers wearing Oakley glasses on photo and video cameras. Thus, the company made itself free advertising, which was seen by a multimillion-dollar audience around the world, including views on the Internet.

Puma and tying shoelaces

We all know that big football matches are always a great platform for advertising. Some companies cover stadiums with advertising posters, others start up a news ticker on television during live broadcasts of matches. At Puma, they decided to act much simpler, and at the same time much more ingenious. They paid the football player Pele only to tie the laces on his sneakers in the stadium just before the start of the match. Of course, the sneakers he wore were from Puma, and of course, the actions of such a great football player always hit the main screens in close-up.

Asus and computer manufacturing

Once a manufacturer motherboards for the American company Dell was engaged in one small firm in Taiwan. After a long cooperation, this company wanted to supply Dell with other components as well, and issue entire computers as output. Dell agreed, because they saw only benefits in this. After a while, the Taiwanese partner offered to participate in supply chain management as well. Dell again happily accepted the offer. Collaboration began to boil with renewed vigor. For Dell, such cooperation was more than profitable: they were promoting their product to the market, and the Taiwanese partner did all the routine work for them.

At one fine moment, Taiwanese specialists once again came to America, but not for negotiations with Dell. They went straight to the main office of one of the largest chains of electronics stores and offered computers for sale. own production. These computers were High Quality, like Dell products, but their price was slightly lower. By the way, the Taiwanese company in question is now one of the leading manufacturers of computer equipment in the world and it is called Asus.

"MCI" and consumer inattention

In the 1990s, the international telecommunications company AT&T began introducing a new promotion for its customers. According to its terms, each client given operator communication must dial the number 1-8-00-operator, after which he could use the new communication tariffs at a reduced price. AT&T's main competitor at the time was MCI. Its specialists immediately realized that in this case you can get good benefits for yourself.

The word "operator" is not in itself difficult to understand, but it is still possible to make a mistake in it. MCI added another one to their numbers, which looked like this: 1-8-00-operator. It differed from the AT&T promotional number by only one letter (the penultimate one), otherwise it completely coincided with it. Thus, all AT&T customers who misheard or misrecorded the number ended up in the MCI. Well, then the specialists of this company have already communicated with them, using all their skills and knowledge to make them regular customers.

When toothpaste in tubes they just started to produce, the hole in them was made very narrow - about 2 millimeters. Of course, squeezing toothpaste out of such a hole was not very convenient. One day, the Colgate company decided to hold a competition among its regular customers on best idea for product improvement. One consumer put forward his idea about increasing the diameter of the hole in toothpaste tubes. Colgate employees immediately took this idea with hostility: they did not understand how it could increase sales.

As a result of much deliberation, it was nevertheless decided to launch a trial batch of toothpaste in tubes with an enlarged opening. Sales skyrocketed. Why? It's simple: from big holes people were squeezing out a lot more toothpaste at a time, so the tube ran out faster and you had to buy toothpaste much more often than before.

Lego and x-rays

Lego blocks are the favorite entertainment for millions of children around the world. They are loved even by the smallest, who can accidentally swallow small details of the designer. Consumers began to increasingly complain that their children "ate" Lego pieces that were extremely difficult to detect during X-ray examination.

Lego did not refuse to produce small parts, as this could significantly reduce the interest of children in their products. The company approached the problem from the other side: they began to add to the material from which the small parts of the designer were made, a special component that easily shows up on an x-ray. This may not have reduced the number of cases of swallowed parts, but it made it much easier for parents and doctors to detect these parts in the stomachs of children.

Success never comes suddenly, it is either preceded by long years of work, or it is promoted by non-standard thinking and actions, unexpected and interesting. Going beyond the established framework is half the success in e, in art, and in ordinary life.

Is it difficult to think and act outside the box?

There is nothing wrong with standard thinking and actions, most of us have a standard education, moral and behavioral principles. Any skills (business, social, personal) are automatically performed actions that a person subconsciously perceives as correct and safe. This is their advantage and disadvantage at the same time.

While life or the situation is familiar, actions at the level of reflexes help out. But, as soon as the situation changes dramatically, a new objective assessment is required - the stereotype immediately turns into an obstacle. Developing the ability to think and act unexpectedly, originally and creatively is very important for successful businessman. Then he will be among the first to see opportunities and prospects that are not obvious to his colleagues and competitors. But all the cream is removed first!

It's very hard to be creative. To do this, you need to learn to see the hidden and overcome several inhibiting habits in yourself:

Too lazy to think. It is often easier to get away from a question, problem, or situation than to look for a way to get out of it without losses or with profit. Helplessness arises.
Extra emotions. Spontaneously decision under the influence of mood can be ingenious, but most often mistaken. Emotions should not be confused with commercial flair or intuition; actions dictated solely by feelings can be destructive (both in business and in life).
Scattered, disorganized and confused. Doing many things at the same time, poisoning with information leads to chaos in thoughts and deeds. A new idea cannot be born exactly like that, it is possible to start making mistakes in ordinary actions.

Non-standard solutions for business

The best creatives in business are those entrepreneurs for whom the chosen business is a real hobby, not a chore. Numerous examples of the success of the most modern ones confirm this. If the owner is sincerely passionate about the business, he always finds original ways to develop it.

Thus, the success of an elite restaurant is unthinkable if its owner is not a true gourmet who wants to please guests. gourmet dishes. You can also go in an unconventional way, as the McDonald's restaurant chain did, emphasizing the speed of service and the standard menu. The result is millions of grateful customers around the world.

An original feature, packaging, presentation or other zest can bring success. For example, having studied the needs of its audience, one of the Russian publishing houses released a "pocket" series of classics in paperback, so that it was convenient to read on the go - and sales jumped. The owner of an American pizzeria equipped his vehicles with ovens - and customers began to receive pizza only hot, which affected income.

There is absolutely crazy ideas, which, with the right and appropriate presentation, guarantee a real sensation. These include the development of Japanese perfumers who created a fashionable line of perfumes with the smells of burnt rubber and acetone.

Of course find original solution in business and it is quite difficult and risky to implement it, but it instantly sets you apart from competitors and pays off many times over. After all, ordinary profitable niches are busy and very competitive, only the new kind services and products give unprecedented success. You can present something old in an original or unusual way by modifying it, but this requires real entrepreneurial talent.

Creativity is everything

The ability to think outside the box, the rejection of frames and stereotypes allows you to create a fundamentally new and live much richer and more interesting. A creative person always sees the goal, believes in it, and, despite the obstacles and skepticism of those around him, he always achieves the result.

The most out-of-the-box thinking people are children. They are sincerely interested in the world, they try to realize themselves in it, they create. And only restrictions on the part of adults turn them into blinkered creatures, devoid of entrepreneurial qualities, freedom of thought and creativity.

Doing “like everyone else” because “this is how it should be” is a very bad way for business. Yes, you can achieve good results in or, but you will not be able to achieve true success. Only independent thinking, a look at a problem or task from an unexpected angle and absolute fearlessness on the way to the goal - the road to business with a capital letter.

A person with a flexible mind will find himself in any business, become successful in any business, always choose the best solution for himself. And it will do it naturally and easily. Remember, for example, how many decisions, options for action and instantly come to mind when you need to do a hated job.

When people talk about a person who has beliefs, this is perceived as a positive characteristic. But what if our beliefs and traditional view of events have a downside that prevents us from clearly understanding the processes taking place in the world?

Konstantin Smygin, founder of MakeRight book hacking service, talks about Stephen D. Levitt and Stephen J. Dubner's acclaimed book "Freaky Thought".

“Thinking like a freak” means finding out-of-the-box solutions, avoiding common psychological traps, and looking at current events from a perspective that is usually inaccessible to a blinkered mind.

Few people are able to "think like a freak", and here's why:

Studies show that even the smartest people are looking for evidence in the world around them to support their point of view, and are not ready to accept new information that runs counter to their ideas about the world. Our consciousness distorts and adjusts the surrounding reality.
In addition, people are greatly influenced by their environment, the environment in which they live. It is easier for a person as a social animal to agree with the existing order of things than to question it, causing the wrath of fellow tribesmen. The authors call this phenomenon “transferring the thought process to someone else.”
The third reason also follows from the peculiarities of human nature: “people have no time to think about how they think. What’s more, they don’t spend much time thinking at all.”

In their book, Levitt and Dubner argue for the need for more people to think "like freaks." That is, more productive, inventive and rational.

The power of "I don't know" and the sickness of the experts

Most people find it shameful to show their ignorance and appear ignorant. In their opinion, it is better to try to look like an expert in something that you do not understand at all. In this situation electronic ways communication is just handy. On the other hand, the unwillingness to admit one's ignorance and incompetence means that the human mind is closed to learning and real knowledge.

Recent studies (eg by Philip Tetlock) have shown that experts predict the future only slightly more accurately than "arbitrarily choosing a dart-throwing chimpanzee." The accuracy of their forecasts is only about 47.4%. This is equivalent to predicting at random, with the only difference that it will cost you nothing, while forecasters will charge a lot of money for their services.

Interestingly, researcher Philip Tetlock characterizes the worst predictors as overconfident - even if their forecast does not come true.

Nevertheless, people continue to listen to forecasts or give in to the temptation to predict. Why? This is due to the fact that (given the extremely intricate causal relationships of our world) few people remember failed predictions. But if the prediction comes true, then the person who made it can gain the fame of a prophet or receive a large reward.

How to confess ignorance?

The authors urge not to be shy to admit their ignorance. In order not to put yourself in a stupid position, say something that is unpleasant for you and end with the phrase: "... but maybe I can find out." Most likely, people will respond positively to such frankness, especially if you return to them with the necessary information.

Go to the root!

Causal relationships are complex, confusing, and not obvious. However, most people continue to think and explain the causes of certain phenomena according to patterns formed for them.

To see real reasons events, you need to go beyond the prevailing ideas.

What is the cause of poverty and hunger? On the one hand, it is the lack of money and food. On the other hand, food supplies and material aid starving countries do not change anything. The problem is in an unworkable economy, when those in power think, first of all, about satisfying their own needs.
Why are there so many wars in Africa? Of course, there are many reasons, but the main one is in the colonial division of Africa by Europeans in the 19th century. Europeans divided territories simply by looking at a map (so the borders between African countries are often perfectly straight lines). As a result, friendly African tribes could end up on opposite sides of the border, and warring tribes could be in the same country.
Why is heart disease more common among blacks in the US? It was found that slave owners selected slaves for the salinity of their sweat. Since salt retains moisture, a slave with saltier sweat was more likely to survive during the exhausting sea travel to the New World and not die of dehydration. Salt sensitivity is hereditary, and studies show that African Americans are 50% more likely to have hypertension than whites (and blacks in other countries), and as a result, a higher risk of heart problems.
Until the 1980s, it was believed that stomach ulcers were caused by stress and spicy food. Barry Marshall proved that the cause of an ulcer (which can then lead to cancerous tumor) is the bacterium Helicobacter pylori. To overcome the resistance of the medical community, which did not take Marshall's hypothesis seriously, he performed a heroic deed - he drank a liquid containing bacteria, after which he developed symptoms of gastritis.

Think like a child

Freakout often involves the ability to think like a child. The authors note that this is one of better ways search for non-standard solutions and generation of ideas. Children are curious and ask questions that adults are afraid to ask. No prejudice - huge advantage for those who want to get to the bottom of things.

Since big problems usually consist of many small tasks, it is quite reasonable to start by turning your attention to one of them. The advantage here is also the fact that a small task is easier to translate into reality.

The main life principle of a freak

If you want to think like a freak, then the authors advise you to always use real incentives that act on people.

There are many incentives - monetary, social, moral. The ability to recognize and apply them is a whole science, because different stimuli act in certain cases and with certain people.

Determining the incentive that will affect a particular person is not easy. People usually do not admit to what they can be addicted to, and the authors do not recommend taking anyone's word on this issue.

There is another effect, the so-called cobra effect. It is connected with the fact that often manifestations of generosity cause a backlash. It got its name after the situation in which the English colonists found themselves in India. Deciding to reduce the snake population in Delhi, the colonists announced a monetary reward for each killed cobra. The result was the opposite - the Indians began to breed and grow cobras, receiving money for them, and when the awards were canceled, all cobras were released into the wild.

In addition, avoid incentives that look like thinly disguised attempts at manipulation. People feel good about them.

The use of incentives is useful in another way as well. Often the one who cheats or lies reacts to them in a particular way. Based on this, the authors derive a principle that they call "teach your garden to weed itself." The point is that you need to foresee the situation in which a person with evil intentions will reveal himself.

As an example, the authors give known history about King Solomon. Once two women with a child came to his court, each of whom claimed that the child was hers. Solomon announced to them that he had decided to cut the child and give each mother a half. This helped to figure out the real mother, who said in horror that it would be better for her child to get another, but she would live. The impostor agreed to kill the child.

How do you convince people who don't want to be convinced?

It is extremely stupid to pass off your proposal as ideal - it always alarms people, simply because this does not happen. So that the person does not feel a catch, tell yourself about the weak points of your proposal.

But to convince someone is a difficult task due to psychological effects. If a person's beliefs (which often happens) are based on stereotypes and herd thinking, convincing him using logic and common sense is a waste of time. It is better to work not on the logic of proofs, but on their effectiveness.

Another trick is to acknowledge strengths arguments of the opponent, which will help to give significance to their own arguments.

In addition, in no case should you cross the line, hang labels and slide down to insults. This will immediately deprive you of all positions. Best Strategy persuasion - telling stories. Stories grab attention and take you to another level of understanding, making your arguments and ideas better understood.

Retreat Benefits

It is important not to fall into a common mental trap - if we have already invested time and money in something, then we continue to invest money and time in these projects, even when they do not bring anything useful. This is called the sunk cost fallacy. So, by retreating in time from the unprofitable project for the development of Concorde, the governments of France and Great Britain could save their budgets from billions of dollars in expenses.

We are afraid to stop because it will be an admission of our mistake. As a result, we are forced to continue a hopeless business. But, as noted earlier, thinking like a freak involves not being afraid to admit your own mistakes.

An effective way to avoid sunk cost mistakes is to remind yourself of them. Always look for alternative ways and solutions to a given situation.

Ask yourself: “What would I do now, using the same time, money and resources?”.

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MINISTRY OF CULTURE OF THE RUSSIAN FEDERATION

FEDERAL STATE BUDGET EDUCATIONAL INSTITUTION OF HIGHER EDUCATION

"SAINT PETERSBURG STATE INSTITUTE OF CULTURE"

Department of Management and Economics

ESSAY

in the discipline "Management decisions"

on the topic "Standard and non-standard management decisions"

Is done by a student

gr. SKT/SZ511-5/1

V.A. mortuary

Supervisor

cand. economy Sciences, Associate Professor

E.V. Gaponova

St. Petersburg - 2015

Introduction

The result of the manager's work is a managerial decision. The whole activity of the organization depends on what this decision will be, it also depends on whether the goal will be achieved or not. Therefore, the adoption of a decision by a manager always presents certain difficulties. This is due both to the responsibility that the manager takes on and to the uncertainty that is present when choosing one of the alternatives. Decision making is not the prerogative of managers alone. After all, we all make decisions literally every day. True, not all of our decisions are as fateful as those that company managers have to make. But still, our decisions have a significant impact on our lives. Almost every one of us sometimes thought: that's why I did this at that moment and not otherwise, because because of this I now have new problems? It turns out that in some moments we get rid of some problems, but in the future we face new ones.

But on the other hand, it is impossible not to decide anything at all and let everything take its course. In this case, a person loses understanding of the situation and can no longer control what is happening. Taking various solutions every day, we begin to act so mechanically that we no longer notice the processes that precede the decision itself. AT Everyday life, between our awareness of a problem and its solution, fractions of a second pass, and we often cannot say why we did it this way and not otherwise. This is explained by the fact that if a problem occurs very often and every time it is solved in the same way, then the algorithm for solving it already becomes a program that our brain executes automatically. But most of the problems that occur in the work of a manager are not so often repeated, and therefore their solution is also a kind of choice problem that is not always easy to make.

The decision making process is one of the most important management processes. The success of everything undertaken by the manager largely depends on ensuring its effectiveness.

When making many management decisions, one may encounter unpredictability, the probabilistic nature of the result, which is influenced by many different factors: both internal and external. The unpredictability of the results is higher, the lower the level of professionalism of the manager (insufficient knowledge in the field of organization management, personnel management, insufficient skills in using methods of socio-psychological influence, technology for developing and making managerial decisions).

Only a leader who owns the technologies for developing, adopting and implementing a managerial decision is able to effectively manage an organization in a complex, constantly changing economic environment.

1. Management decision, essence and tasks

A managerial decision is presented as a social act aimed at resolving a problem situation.

Any management decision goes through three stages:

1. Understanding the problem

2. Drawing up a solution plan

3. Implementation of the decision

In management, the decision links all aspects of the manager's activity: from the formulation of the goal, the description of the situation, the characterization of the problem, to the development of ways to overcome the problem and achieve the goal. A management decision, including an assessment of the situation, identification of alternatives, selection of the best of them, formulation of the task and organizational and practical work on its implementation, ultimately determines the effectiveness of the entire management system and processes.

Management decision is the result of analysis, forecasting, optimization, business case and selecting an alternative from a variety of options to achieve a particular goal of the management system.

The impulse of the managerial decision is the need to eliminate, reduce the relevance or solve the problem, that is, the approximation in the future of the actual parameters of the object (phenomenon) to the desired, predictive ones.

2. Classification of management decisions

Decision is the choice of an alternative. At the same time, the decision is a product of managerial work, which ultimately increases or reduces the efficiency of the enterprise.

Usually in making any decision there are three points in varying degrees: intuition, judgment and rationality.

When making a purely intuitive decision, people are based on their own feeling that their choice is correct. There is a "sixth sense" here, a kind of insight, visited, as a rule, by representatives of the highest echelon of power. Middle managers rely more on the information they receive and the help of computers. Despite the fact that intuition sharpens along with the acquisition of experience, the continuation of which is just a high position, a manager who focuses only on it becomes a hostage to chance, and from a statistical point of view, his chances for right choice not very high.

Judgment-based decisions are in many ways similar to intuitive ones, probably because at first glance their logic is poorly visible. But still, they are based on knowledge and meaningful, in contrast to the previous case, the experience of the past. Using them and relying on common sense, with the amendment for today, the option that brought the greatest success in a similar situation in the past is selected. However, common sense is rare in humans, so this way decision-making is also not very reliable, although it captivates with its speed and cheapness.

Another weakness is that the judgment cannot be related to a situation that has not taken place before, and therefore there is simply no experience of solving it. In addition, with this approach, the leader seeks to act mainly in those areas that are familiar to him, as a result of which he risks missing a good result in another area, consciously or unconsciously refusing to invade it.

3. Types of management decisions

Since decisions are made by people, their character largely bears the imprint of the personality of the manager involved in their birth. In this regard, it is customary to distinguish balanced, impulsive, inert, risky and cautious decisions.

Balanced Decisions are accepted by managers who are attentive and critical of their actions, put forward hypotheses and their testing. Usually, before starting to make a decision, they have formulated the initial idea.

impulsive decisions, the authors of which easily generate a wide variety of ideas in unlimited quantities, but are not able to properly verify, clarify, and evaluate them. Decisions, therefore, turn out to be insufficiently substantiated and reliable; managerial decision standard ruling

Inert solutions are the result of a careful search. In them, on the contrary, control and clarifying actions prevail over the generation of ideas, so it is difficult to detect originality, brilliance, and innovation in such decisions.

risky decisions differ from impulsive ones in that their authors do not need a thorough substantiation of their hypotheses and, if they are confident in themselves, they may not be afraid of any dangers.

Cautious Decisions are characterized by the thoroughness of the manager's assessment of all options, a supercritical approach to business. Even to a lesser extent than inert ones, they are distinguished by novelty and originality.

For strategic and tactical management of any subsystem of the management system, rational decisions methods based economic analysis, substantiation and optimization.

According to the tasks to be solved, they distinguish informational, organizational and.

Information management solutions called upon to establish necessary structure management. They answer the question: "What can be used here?"

Called to establish the necessary governance structure. They answer the question: "What needs to be done?"

Operational management decisions represent action decisions and answer the question: "How to act?"

Depending on the degree of coverage of problems, management decisions are divided into public and private.

General management decisions relate to the entire management system, to all aspects of its activities.

Private management solutions relate, as a rule, to one problem of particular importance, or to one of the aspects of the activity of the production site.

Depending on your goals, you can highlight strategic, tactical and operational management decisions.

Strategic (forward-looking) decisions determine the directions and ways of development of the management system for the long term.

Tactical (medium-term) decisions designed to ensure the achievement of private goals, the solution of private problems.

Operational management decisions provide for immediate intervention in the process of operation of the controlled system. These decisions are developed on the basis of current, operational information about the functioning of the managed system and its elements. Such decisions are caused by deviations of the functioning of the controlled system from the planned process of activity, from the solution of previously set goals. Such decisions are called regulatory or corrective.

In terms of scale, management decisions can be global affecting the whole organization, and local relating to only one division or a specific aspect of production activity.

According to the time frame, there are retrospective decisions, the consequences of which will be felt long time, and current, focused on the needs of the present.

Depending on the duration of the implementation period, there are long-term(over five years) medium-term(one to five years) and short-term(up to one year) decisions. The longer the period for which a decision is made, the more uncertain its result will be, and the decision itself will be risky, and vice versa.

According to the degree of compulsion, management decisions are divided into directive, recommendatory and orienting. In practice, such a division depends on many factors: the level of decision-making, the timing of its validity, and the significance for a given enterprise.

For example, policy decisions most often adopted by the highest authorities in stable conditions about the most important problems of the enterprise and are intended for mandatory execution.

Recommended Solutions are usually prepared by advisory bodies - various kinds of committees and commissions. The execution of such decisions is desirable, but not mandatory, since those who are affected by these decisions are not formally subordinate to those who make them.

Orienting predictive decisions are considered that outline the desirable prospects for the development of a given enterprise.

Functionally, one can consider organizational, coordinating, regulating and controlling decisions.

Organizational management decisions, for example, distribute official duties among individual performers.

Example coordinating decisions- the order of distribution of the current work among the performers.

Regulatory management decisions most often prescribe a way to carry out certain actions in certain situations. They are expressed in various kinds of rules, routines, schedules, norms, standards.

Control solutions serve to evaluate the results of certain actions.

Depending on the degree of completeness and reliability of information, there are deterministic and probabilistic solutions.

Deterministic Management Decisions accepted in the presence of complete and reliable information. Such decisions are usually easily formalized and can be made using economic and mathematical methods and computers.

Probabilistic decisions have to be made in conditions of insufficiency and incomplete information. To justify such decisions, methods of expert assessments, game theory, jury opinion, brainstorming, etc. are often used.

According to the levels of management, management decisions are distinguished territorial, sectoral, individual firms, enterprises, bodies, divisions, departments.

According to the field of activity, management decisions are divided into social, economic, organizational, technical, technological, environmental, legal, etc.

According to the organization of development, management decisions can be divided into individual, collegial, collegial.

Sole management decisions are accepted by the manager without agreement with specialists, without discussion in the team. Such decisions include operational decisions that provide for rapid intervention in the activities of the managed system.

Collegial management decisions accepted by difficult questions requiring an in-depth discussion. Managers are involved in the development of such solutions. various levels and experts in the relevant field.

Collective management decisions are accepted at meetings of collectives by all participants.

According to the procedure for preparing and accepting, one can single out standard and non-standard management decisions.

4. Standard and non-standard management solutions

The standard (they are also called program or standard) include management decisions, the essence of which is clearly defined, the adoption procedure is well developed and the implementation is characterized by a certain frequency. A standard solution is one that assumes an unambiguous choice of a variant. Standard decisions are made, as a rule, in well-known (standard), recurring situations. When making such a decision, the manager understands that it may not be the best, but due to various circumstances (limited time, desire to follow traditions, unwillingness to search for the optimal solution, etc.), he chooses the well-known, proven with better side in the past, a course of action.

Examples of a standard solution would be: reprimanding an employee who has committed a serious violation labor discipline; holding a meeting of heads of departments to coordinate their actions on initial stage implementation of any plan; obtaining a bank loan to provide financial resources for a new project, etc.

Such solutions greatly simplify the management process. Therefore, it is necessary to strive for the maximum possible standardization of the structure of techniques and procedures for making and implementing management decisions.

Non-standard (problematic, atypical) creative problem solving that requires new information, search for other combinations of decision making, development and evaluation of previously unknown alternatives, etc.

Such managerial decisions cannot be formulated and planned in advance. They appear in the management process when problems arise that are not provided for by standard tasks and solutions, and are determined by the state of the control object, the influence of external and internal conditions.

An example of a non-standard management decision.

Antarctica. Scientific village. People worked for several months and counted the days until the ship arrived for them. But for some reason, the arrival of the ship is delayed for a month or two. The tension in the team is such that sparks fly in the event of a collision. Look, someone is going to kill someone! And then the head of the station decides to take the fire upon himself: he begins to find fault with everyone, mocks the workers, comes up with the stupidest prohibitions. Soon the whole team unites in the fight against the authorities. Then they admitted that they were thinking about rebellion and isolating him from the team. But he achieved his goal: people waited for the ship, no one went crazy and did not hurt his comrades.

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So, how to solve problems.

The first method is the method of Edward De Bono.

Ask yourself 6 questions and write down every thought that comes to your mind.

1. What facts do you have? (white hat).

The answer to this question should not contain any own opinions and conjectures: only facts and reliable information. "Filter" the data to see the clearest picture (as possible). Consider what information you are missing.

2. What does your intuition say? (red hat).

3. What are the dangers and downsides? (black hat).

It is necessary to carefully consider all aspects of a possible negative development of events and choose a method of protection.

4. What potential benefits can this product bring? (yellow hat).

As is known, even in bad situation there is something useful. Think positive thoughts while cutting off negative thoughts.

5. How can I solve the problem? (green hat).

This is a brain attack in which you need to write down absolutely all the ways, without thinking whether they are good or bad.

6. Have you fully answered the previous five questions? (blue hat).

Review your answers and check how much and in detail you have covered each item.

The effectiveness of the exercise is due to the fact that you do not think about everything at once, but direct your thoughts in a certain direction. This allows you to see the problem from all sides.

Second method

It also represents answers to questions, but there are only four of them, and they are slightly different:

1. What will it give me?

The wording may be different (“How will this affect my life?” or “What will I get?”), But the meaning is the same - the inner true motive.

2. Will it work?

How much effort does it take to get results? And will the costs be justified?

Acceptance really needs to consider what resources are available and how to create the conditions under which "it really works."

3. Does it make logical sense?

Cut off the component and "turn on" the logic. Try to evaluate your decision not in terms of “good or bad”, but in terms of “does it make sense”. Dispassionate, careful research will yield true knowledge.

4. How will this affect others?

The question is asked by those who do not want to lose with outside world. If emotional interaction is important to you, and you can feel good only when your loved ones, then the decision will largely be determined from the position of harmony.

It is important here to “not go too far”, as this can be expressed in excessive control (“I know better how to make everyone feel good”). To achieve true harmony is sometimes necessary. In addition, you are also part of the whole, and ignoring your own needs will in no way help create complete harmony. Pay attention to yourself and to others, and then you will find the right solution.

Surely you have noticed that other people's problems seem easier than your own. This is because we often have a distorted view of what happened to us. Other people are trying to come up with a rational way out of the situation, and we want to protect ourselves from the consequences of the problem and do not delve into its essence. Related to this is another method of finding a solution, which is perhaps the easiest.

Third method

In the 90s in the United States, bracelets with the inscription "What would Jesus do?" were very popular among believing teenagers. With the same success, you can imagine what any person authoritative for you (father, favorite hero, public figure) would do. This will allow you to go beyond your own emotional view of the problem and come up with a more sensible solution.

When a person is full, he is not always able to reason soberly. Moreover, he can take all extraneous advice with hostility, forgetting that it is much easier for people who see his situation “from the other side” to distinguish the path along which to swim.

Try listening to what your friends are saying, or think about what your favorite character would do if you were in your position. Good luck!