Topic 3. Entrepreneurial idea and management decision making
1. Entrepreneurial idea and criteria for its selection
The most important elements of an entrepreneurial idea are:
knowledge of a certain type of entrepreneurial activity;
knowledge of external factors that affect entrepreneurial activity;
the desire to realize their life goal, to achieve recognition in society;
the desire to become an owner;
the desire to constantly increase their well-being;
awareness of the need to work on the edge of their abilities;
a clear understanding of the ways to obtain resources to create their own business;
the ability to choose the optimal organizational and legal form of the future enterprise;
knowledge of potential risks, ability to manage them;
knowledge of the basics of accounting and management accounting, the ability to organize them at the enterprise.
The sources of accumulation of entrepreneurial ideas are:
commodity market;
achievements of science and technology;
knowledge gained in the study of various disciplines, including economics;
presentations, meetings, conferences, symposiums, exhibitions, etc.;
ideas of potential competitors;
Entrepreneurial ideas are born: on the basis of knowledge of the patterns of demand; based on the analysis of the already produced product.
Entrepreneurial ideas are accumulated in a certain direction related to the entrepreneurial activity of a given entity.
From the accumulated ideas, the entrepreneur selects the most promising ones that meet his specific production conditions.
After selecting the necessary idea, its specific analysis is carried out on the basis of specific economic indicators.
The criteria for selecting the most promising ideas are:
the effectiveness of the idea;
the prospect of conquering the market;
the time required to implement the idea;
the amount of capital required to implement the idea;
availability and price of resources;
the availability of the necessary labor force.
2. Technology for making entrepreneurial decisions represents a sequence of actions combined into a logical system that provides an analysis of alternative options and the identification of the most effective, in terms of the goal, taking into account the potential of the company.
Each entrepreneur has his own individual decision-making technology. The decision can be made based on intuition. In this case, intuition is understood as unconscious knowledge obtained as a result of experience. This method is called intuitive. To use it, you must have extensive experience in entrepreneurial activity.
However, the decision-making technology is still based on the real decision-making method. This method is based on logically interconnected and calculated-substantiated conclusions.
In practice, the entrepreneur uses both methods at the same time. In essence, the combined method is real-intuitive. For a novice entrepreneur, the real method prevails in decision-making technology. For an experienced entrepreneur, a significant component in decision-making technology is the intuitive component.
The generalized technology of making an entrepreneurial decision can be graphically represented in the form of a block diagram (Fig. 1).
Fig 1. Scheme of technology for making an entrepreneurial decision
The first technological stage of decision-making is the acceptance for consideration of possible alternatives (projects).
At the second stage, the entrepreneur conducts a comprehension of alternatives. In other words, it reveals their essential features and logic.
At the third stage, for each project, the requirements that must be met for its implementation (the need for specific resources, technologies, financing, etc.) are identified.
At the fourth stage, the specific actions necessary for the implementation of the project are determined (the form of raising funds, the procedure for implementing funds, the procedure for implementing production, etc.). Here, an economic calculation is also made according to the cost estimate of these actions.
The fifth stage involves the calculation of the probable economic effect, taking into account the reasonable worst-case scenario.
At the sixth stage, the variants of the pessimistic and optimistic calculations of the economic effect are compared. This comparison shows the likely range of possible effect.
At the seventh stage, the projects accepted for consideration are compared. This comparison is made on the totality of the qualitative and quantitative characteristics identified at the early stages. This stage is technically the most difficult.
For example, one project promises the greatest economic effect, but requires significantly more resources and is more risky. In this case, an expert assessment of the appropriateness of the choice is possible. But other, more formalized options are also possible.
The final eighth stage is aimed at choosing one of the alternatives. It involves making a decision on the implementation of the chosen alternative.
It should be noted that with an increase in the number of initial alternatives, the process of making a decision on them becomes much more complicated. Therefore, at the stage of taking into consideration possible alternatives, one should strive to minimize their number. For this, a priori information and intuition should be used as much as possible.
Usually an experienced entrepreneur leaves 2-3 alternatives at this stage for further consideration. The last two steps always require a certain amount of intuition. From this it becomes clear that only constant practice in combination with theoretical training ensures the success of entrepreneurial activity.
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MAKING AN ENTREPRENEURIAL DECISION
1. The concept, essence and role of entrepreneurial decisionenia
Entrepreneurial activity is constantly associated with solving problems that arise in the external and internal environment of an entrepreneurial organization: the search for innovations, changing types of products, acquiring production resources, structural changes in production, and many other problems.
The process of entrepreneurship can be considered in its essence as a management process for the creation and functioning of an object (system) of economic activity.
There are no contradictions between entrepreneurial and managerial decisions, since any entrepreneurial business is associated with the performance of managerial functions. In the process of performing management functions, an entrepreneur, like a manager, has to make a large number of decisions, carrying out planning, organizing work, motivating people employed in the organization, controlling and coordinating all the processes taking place in it. Thus, the creation of an entrepreneurial organization is associated with the adoption of such decisions as the formation of ideas, setting goals, determining the necessary resources, choosing ways to achieve goals and objectives. The process of organization inevitably causes the need to make decisions on the structure of production and management, on the organization of the production process, support services and service production, on the organization of labor of workers and specialists. The control process is associated with making decisions about what, how and when to control, what types and forms of control to use, how to analyze the information received and how to adjust processes in accordance with control data, etc.
Thus, the initial impulse to the decision-making process is given by information about the state of the controlled parameters of the controlled object, and the impact is carried out after the development and adoption of the appropriate decision, which in the form of this or that information (command, order, order, plan, etc.) is fed to the “input” of the controlled object.
The process of making entrepreneurial decisions is also cyclical, starting with the detection of a discrepancy between the parameters of a meaningful idea, planned targets or standards and ending with the adoption and implementation of decisions that should eliminate the discrepancy. At the center of this cyclically developing activity are three elements of the entrepreneurial process: the problem, its solution, and the people involved in the entrepreneurial process at all its stages.
The problem is understood as a discrepancy between the actual stateImanaged object (for example, production) desireemy or givenOmu (planned).
The whole process of entrepreneurship is presented as a set of cyclical actions related to identifying problems, especially those of an innovative nature, searching for and organizing the implementation of decisions made (Fig. 1).
Thus, all problems require thoughtful decisions by localizing or smoothing their influence on the controlled object and bringing it to a given (desired) state.
An entrepreneurial (management) decision is understood as finding a certain course of action, the process itselfOsti and its end result. When talking about solving a problem, this term is used in three meanings:
1) found, but not yet implemented option of action;
2) the process of implementing the solution to the problem, i.e., the elimination of some obstacles and difficulties along the way;
3) the result of the activity.
Rice. 1. The process of making entrepreneurial (management) decisions: M - modeling the state of the management object (entrepreneurial problem, business, organization, etc.); P - development and adoption of management decisions; B - organization of the implementation of the decision
This ambiguity should be taken into account when defining the concept of "entrepreneurial decision".
Sometimes the definition of an entrepreneurial decision is limited to the choice of a possible course of action. Such an approach impoverishes the content of this category of management theory and does not correspond to its essence. You can choose a good course of action, but it will remain only an intention if you do not conduct organizational and practical activities to implement it.
Firstly, an entrepreneurial decision is a type of activity (work) that takes place in an entrepreneurial (management) system and is associated with the preparation, finding, selection and adoption of certain options for action.
Secondly, an entrepreneurial decision is a variant of the impact of the control system on the controlled one, the formula of the impact. In this sense, a management decision is a description of the intended actions of the management system in relation to the managed one.
Thirdly, an entrepreneurial decision is the organizational and practical activity of an entrepreneur in a controlled system. Emphasizing this important aspect, an entrepreneurial decision is sometimes defined as an act of organizational and practical activity of an entrepreneur-manager and management apparatus, carried out according to a previously developed and consciously chosen option. For a correct understanding of an entrepreneurial decision, one must always take into account all three of its aspects in unity and interconnection.
There are many definitions of an entrepreneurial decision, as well as a managerial one. However, taking into account the essence of entrepreneurship, we limit ourselves to the following: decision in the process of entrepreneurshipVleniya) is a complex logical-thinking, emotional-psychological and organizational-legal act, performingeby the entrepreneur within the limits of his powers. Therefore, let us take some definitions as a basis. Entrepreneurial decision is a fixed management act expressed in writing or orally and implemented to solve a problem situation. Or another definition. Entrepreneurbdecision- it is the result of analysis, forecasting, optimization, economic justification and choice of alternatives from a variety of options to achieve a specific business goal.
The impulse of an entrepreneurial decision is the need to remove the problem or reduce its relevance.
Making an Entrepreneurial Decision- this is the process of choosing a reasonable alternative to solving a problem, which is a key moment in the system of not only entrepreneurship but also management. The results of the implementation of the adopted management decisions serve as the most objective assessment of the art of an entrepreneur. To solve the problem, it is necessary toTrespond to the following questions:
* what to do (implementation of an idea, solution of a problem);
* what exactly (what new needs of buyers need to be satisfied, or at what qualitative level it is necessary to satisfy old needs);
* how (by what technology);
* for whom;
* with what production costs;
* in what quantity;
* in what terms;
* where (place, industrial premises);
* to whom to deliver;
* at what price and when;
* what will it give to the entrepreneur, investor and society as a whole?
2. Classification of solutions
* stage of the product life cycle (strategic marketing, research and development, organizational and technological preparation of production, product sales, etc.);
* subsystem of the management system (target, providing, etc.);
* scope (technical, economic and other solutions);
* purpose (commercial and non-commercial);
* management rank (upper, middle and lower);
* scale (complex and private solutions);
* organization of production (collective and personal);
* duration of action (strategic, tactical and operational);
* object of influence (external and internal);
* methods of formalization (textual, graphic and mathematical);
* forms of reflection (plan, program, order, instruction, instruction and request);
* complexity (standard and non-standard solutions);
* method of transmission (verbal, written and electronic).
Main factors, that influence the quality of entrepreneurial decisions are: the application of scientific approaches and principles, modeling methods to the management system, automation of management, motivation for high-quality decisions, etc.
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. Here there is a "sixth sense", a kind of insight, visiting, as a rule, representatives of the highest echelon of power. Middle managers rely more on the information and assistance they receive from PWM. Despite the fact that intuition sharpens along with the acquisition of experience, an entrepreneur who focuses only on it becomes a hostage to chance, and his chances of making the right choice are not very high.
An entrepreneur has to make a large number of a wide variety of decisions that differ in content, duration and development, direction and scale of impact, level of acceptance, information security, etc.
In order to develop and apply decision-making methods, the latter are classified according to criteria (Table 1).
Table 1.
Classification of entrepreneurial decisions
|
Criteria |
Decision classes |
|
|
Degree of structure |
Weakly structured (not programmed) Highly structured (programmed) |
|
|
Economic, social, organizational, technical, scientific, etc. |
||
|
Number of targets |
Single-purpose, multi-purpose |
|
|
Duration |
Strategic, tactical, operational (or long-term, medium-term, short-term) |
|
|
Decision maker |
Individual, group |
|
|
Decision Level |
Entrepreneurial organization as a whole, its structural divisions, functional services, individual employees |
|
|
Depth of impact |
Single-level, multi-level |
|
|
Decision directions |
Inside the organization as a system, outside it |
3. The essence of the main scientific approaches to the development of solutions
In the practice of developing entrepreneurial decisions, the following basic scientific approaches can be used, on which decision-making methods largely depend:
Systems approach;
Structural approach;
Marketing approach;
functional approach;
Subject approach;
A complex approach;
Normative approach;
situational approach;
directive approach, etc.
The essence of the system approach lies in the fact that, firstly, the business object on which a decision needs to be made is considered as a system with interconnected and organized elements; secondly, the algorithm for solving the behavior of the system to obtain the planned (given) result is not specified - it must be found on the basis of system representations.
The essence of the structural approach lies in the structuring of the business object, on which it is necessary to make a decision, giving each structure scores (priorities) and making a decision on the main ones. For example, the importance of factors (indicators) for achieving the competitiveness of a product: quality, price, costs - for the consumer is appropriate as follows: 4:3:2:1, i.e. when deciding on the distribution of financial resources in the formation of an entrepreneurial strategy, it is advisable to give priority to the quality of the product.
The marketing approach provides for the orientation of the essence of the entrepreneurial business (production of goods) to the consumer and saving him and the entrepreneur himself of expensive and, especially, non-reproducible resources.
The basis of the functional approach is the consideration of the consumer's needs as a set of functions, the implementation of which is necessary to satisfy the need. As a rule, with the functional approach, a new item (goods) is created that satisfies the minimum total cost for the item's life cycle per unit of its useful effect. The chain of development of the business object: needs - function - indicators of the future object - change in the structure of the object.
The essence of the subject approach is to improve an existing subject (product), an entrepreneurial object.
Comparative characteristics of the subject and functional approaches are given in Table. 2 and 3.
table 2.
Differences between functional and substantive approaches to the development of the company's structure
|
Subject approach |
functional approach |
||
|
1. Idea of approach |
Improvement of the produced model and existing structures |
Creation of new facilities and structures in accordance with market requirements |
|
|
2. The form of the organizational structure of the company |
Linear-functional or matrix |
Problem-target or matrix |
|
|
3. The level of novelty (continuity) of the organizational and production structures of the company |
|||
|
4. Condition of the main tangible assets |
Obsolete |
||
|
5. The principle of the formation of the staffing table |
Adaptation of departmental structures to working employees |
According to the parameters of the output (target subsystem) of the firm, tasks and functions of departments |
|
|
6. Share of highly qualified managers and specialists |
|||
|
7. Average salary of managers and specialists |
Relatively low |
Approximately 2 times higher |
|
|
8. Average age of managers and specialists |
|||
|
9. Efficiency and sustainability of the firm |
|||
|
10. Competitiveness of firms |
low |
Table 3
Differences between functional and substantive approaches to the development of the company's products
|
Subject approach |
functional approach |
||
|
1. Level of marketing research |
|||
|
2. The degree of satisfaction of the market demand for this product |
incomplete |
||
|
3. Technical approach to product improvement |
Based on unification with the produced model |
Based on the creation of completely new products |
|
|
4. Comparison base for product upgrade planning |
The best example of competitors |
Leading base of comparison, focused on providing competitive products by the time they enter the market |
|
|
5. The degree of novelty (patentability) of products |
Low, improvement of the produced model |
Creation of qualitatively new products |
|
|
6. Labor intensity of development and mastering of new products |
|||
|
7. The degree of novelty of technology |
|||
|
8. Continuity of the organization of production and labor |
Improving an existing organization |
Designing a New Organization |
|
|
9. Level of market development |
Fully mastered |
The market can be old or new |
|
|
10. Product competitiveness |
essence integrated approach is that when developing and making an entrepreneurial decision, technical, environmental, economic, organizational, social, psychological and other aspects and their interrelations should be taken into account (Fig. 2).
situational approach concentrates on the fact that the suitability of various methods of developing and making decisions is dictated by a specific unforeseen situation. These situations can change according to signs:
- content - technical, economic, political, organizational, psychological, etc.;
- type of entrepreneurial decision in time - strategic, tactical and operational;
- resources and ways to ensure the implementation of management decisions;
- methods of implementation of managerial decisions.
Essence normative approach is to substantiate decisions with norms and regulations on the most important elements of entrepreneurship.
Essence directive approach consists in the regulation of functions, rights, obligations, standards of qualities, costs, duration of the elements of the management system in normative acts (orders, orders, instructions, standards, instructions, regulations, etc.). The directive approach is based on methods of coercion, which are based on:
On the system of legislative acts of the country and region;
On the system of normative-directive and methodical (mandatory for application) documents of the company and the higher organization;
On the system of plans for programs and tasks;
On the system of operational management (power), bordering on the psychological aspects.
Rice. 2. Application of an integrated approach to the justification of an entrepreneurial decision
3.1 General scientific methods
The basis of the system of general scientific methods used in making entrepreneurial decisions is a general scientific methodology that provides for a systematic, integrated approach to solving problems, as well as the use of such methods as modeling, experimentation, a specific historical approach, economic, mathematical and sociological measurements, etc.
The specifics of entrepreneurship, as one of the types of management activities, has a significant impact on the forms, scope and effectiveness of the application of general scientific methods.
Systems approach It is used as a way to streamline management problems, thanks to which they are structured, the goals of the solution are determined, options are selected, relationships and dependencies of problem elements are established, as well as factors and conditions that affect their solution.
Thus, a systematic approach to the analysis of a problem situation allows us to identify the factors and causes that led to the appearance of the problem as a whole and its components. It is especially important when new problem situations arise that the organization has not encountered before.
An integrated approach is a specific form of concretization of consistency, since it is based on the consideration of entrepreneurship problems in their connection and interdependence using research methods of many sciences that study these same problems. According to many specialists in the field of management, including entrepreneurship, an integrated approach is the most important condition for the effective solution of management problems in a multi-purpose open system that actively interacts with the external environment, which is entrepreneurship.
Modeling has a wide scope in entrepreneurial processes, especially at the initial stage of developing an entrepreneurial project, when complex problems are solved that require a systematic and integrated approach. The solution of such problems is unthinkable without the use of models, which is understood as their representation in the form, aboutTreflective properties, relationships, structural and functional parameters of the system, withatessential for the purposes of the solution.
Modeling is usually carried out in several stages, at which the problem statement is refined, a model is constructed, its theoretical and (or) experimental analysis for reliability is carried out, and after practical application and analysis of the data obtained, an adjustment is made (if necessary) to introduce additional factors and data, restrictions, criteria, etc.
An example of modeling can be the development of an organizational structure, the creation of an organization, the return on capital, etc.
When solving business management problems, the most widely used models are game theory, queuing theory, inventory management, linear programming, simulation, and economic analysis. They allow solving a large class of control problems using economic and mathematical methods.
Experimentation, as a method by which many entrepreneurial problems can be solved relatively quickly, is gaining increasing recognition among entrepreneurs, leaders and managers. Many managerial innovations related to the reform of the economy and management being carried out in the country require experimental verification. With the help of experiments, the search for scientifically based innovations is also carried out, the use of which will be useful for solving the goals and objectives of the organization.
In the study and solution of management problems, an important role is played by concrete historical approach according to which each phenomenon should be considered in dynamics. In the development of any control object, for example, one can single out the stages of its life cycle: design and creation; height; maturity; completion. It is obvious that the goals, and consequently, the problems of management at these stages, differ, and quite significantly. This makes it necessary to choose from the entire arsenal of methods that best correspond to objective conditions that reflect the cyclic (or "age") state of the object. Therefore, when analyzing problems related to management, such parameters as the time of formation of the organization and the main events of development (growth, merger, downsizing, privatization, etc.) are important. If an entrepreneurial object is created anew, it is necessary to get acquainted with the prospects for its development, intentions to join unions, associations, etc.
Methods of sociological research are widely used in solving problems related to workers, their role in the occurrence of deviations from planned goals, in the choice of courses of action and interest in the implementation of the planned action plan. Sociological research is carried out by collecting and processing information about the needs and interests of the organization's personnel, about the nature of relationships between people and groups, about the type of culture that has developed under the influence of the structural composition of personnel and other factors in the development of the organization. For this purpose, interviews and questionnaires, observations and introspection, the study of documents and factors of group behavior, etc. are widely used. All this provides the necessary information on the basis of which it is possible to predict the reaction of the organization's personnel to certain decisions, as well as to control the behavior of both individuals and groups of people to ensure their implementation.
General scientific methodology is the foundation on which the complex building of the arsenal of management methods is built. Approaches, methods, techniques by which various types of management work are carried out are called specific or specific methods. They are characterized by great diversity, reflecting the multiplicity, varying complexity and composition of managerial tasks solved by management in entrepreneurship.
The classification of decisions into highly and weakly structured allows you to more effectively organize the process by developing different approaches and actions that ensure movement towards your goals. Decisions that are highly structured are also known as programmed decisions. They are the result of implementing a certain sequence of actions or steps (similar to those taken when solving a mathematical equation). At the same time, the number of alternatives is limited and the choice is made within the directions set by the organization, as well as taking into account regulations, standards, rules, etc. An example is the problem of determining the number of managers for a given controllability norm.
Separation of the class of programmed solutions allows one to develop standard procedures and program solutions for situations that repeat with a certain regularity.
Weakly structured decisions (non-programmed) are made in situations characterized by novelty, internal unstructuredness, incompleteness and unreliability of information, variety and complexity of the influence of various factors. This does not allow finding solutions by constructing adequate mathematical models, and the main role in the search is played by a person and his ability to develop an appropriate procedure leading to a solution to the problem. Weakly structured are decisions related to setting goals and formulating an organization's development strategy, changing its structure, forecasting work in new markets, etc.
Between the two types of decisions - programmed and non-programmed - there are many combinations of them, and it is this set that is the reality in which managerial and entrepreneurial decisions are made. The programmability of solutions increases as you move from top to bottom along the control vertical. Therefore, the highest level of management, and especially the founder of an entrepreneurial project, has to deal mainly with poorly structured decisions; at the middle level, the nature of the problems that arise requires the adoption of both programmed and non-programmed decisions (it should be noted that the automation of labor in this level is accompanied by an increase in the proportion of decisions characterized by greater structure), decisions that are made according to previously developed rules and procedures predominate at the lower level.
Individual and group decision making. Persons making managerial (entrepreneurial) decisions are called decision subjects. These can be both individual entrepreneurs and groups of workers who have the authority to make decisions. In the first case, we talk about individually made decisions, in the second - about a group or collective decision. Each of them has its own advantages and disadvantages.
Forindividual decisions made by a separate subject, characterized by a higher level of creativity; they often implement many new ideas and proposals. As a rule, such decisions require less time, since they are not associated with the need to coordinate them at intermediate stages. True, this does not apply to solving such problems, in the process of developing which one has to spend a lot of time collecting and analyzing the necessary information.
Individual decisions more often than group ones turn out to be wrong, they have a much greater risk of errors; not least of all, this is due to the fact that the problems of organizations are becoming more complex and require multidimensional consideration, and therefore diverse, often specialized knowledge.
That is why at present an increasing number of managerial decisions are made on the basis of discussion, by involving specialists of various profiles or by creating special groups (commissions, committees, temporary working groups, etc.).
Group decision making has a number of advantages over individual A group approach to decision-making provides higher validity and a lower percentage of errors, which is facilitated by the very mechanism of group work (mutual adjustment of decisions in the process of group work, the creation of an atmosphere of cooperation and competition, interaction between group members), as well as the multivariance of developments.
However, group decision-making also has its downsides. First of all, these are higher time costs due to the need to form a group, familiarize it with the problem and create conditions for normal and effective interaction of group members. Coordination and coordination of different views on the problem and ways to solve it also take time. The larger the size of the group, the more time it takes to coordinate, and consequently, the time to develop a solution increases (there is an opinion that groups of five, maximum seven members work most effectively). A negative factor is the fact that group decisions are often made under pressure from the majority or people holding high positions in the organization, and this reduces the creative potential of the other participants and the group (it is useful to remind everyone of the well-known joke - "We consulted here, and I decided"). There is usually no clear responsibility in the group for making the final decision, which is why it is so difficult to find the author of the wrong decision when it is collectively developed.
3.2 Decision-making methods
If the problem is simple, and the situational factors are clear and manageable, the process of making entrepreneurial decisions can be quite simple and fast. IN In this case, after clarifying the problem situation, a decision is made that has a direct impact on it and brings the system (managed object) into a state corresponding to the specified one. For example, if there was a breakdown of the machine on which it was planned to manufacture a batch of parts, and the factors that led to its failure were known (for example, high equipment wear), then if there is a similar machine in good condition in the workshop, the problem situation (failure to fulfill the production plan for a batch of parts due to a malfunction of the machine) can be resolved by replacing the failed equipment with the equipment in reserve.
When solving relatively simple problems, it is often used intuitive an approach that is characterized by the following features: the subject of the solution keeps the whole problem in his head; as the problem develops, the approach to solving it can change radically; it is possible to consider several options at the same time; the sequence of steps may not be followed; The quality of a decision is based primarily on the previous experience of the decision maker. Therefore, the intuitive approach does not give good results in cases where the experience of the decision maker is small, and previous situations do not correspond to the new one. In addition, the quality of intuitive solutions may be affected by an insufficiently complete understanding of the current problem situation and an incorrect interpretation of its essence.
If the problem situation is not so obvious, and its solution is ambiguous, then the decision-making process requires structuring, which will make it possible to determine the stages and procedures aimed at solving it.
The simplest, "ideal" decision scheme (Fig. 3) assumes that the process is a co-current movement from one stage to another; after identifying the problem and establishing the conditions and factors that led to its occurrence, solutions are developed, from which the best is selected. The number of options developed and considered depends on many factors, and above all on the time, resources and information available to developers. The main constraint is the time within which a decision must be made. Therefore, in parallel with the development of options, they are evaluated, and the final decision is made by choosing the best of those that were prepared and considered in the planned period of time.
Rice. 3. Stages of the decision-making process
In table. Figure 4 presents a more detailed structuring of the decision-making process, which, along with the allocation of four stages, shows the composition of the procedures necessary to implement the goals of each stage.
The purpose of the first stage is to identify and describe the problem and the problem situation; the second stage - the search for possible solutions; at the third stage, alternatives are evaluated and the final solution is chosen; Finally, at the last stage, the purpose of the work is the organization, control and evaluation of the results of the implementation of the decision.
Mandatory elements of the process are the presence of a phased plan and solution methods, as well as their information support.
Table 4
Stages and procedures of the decision-making process
|
Procedures |
||
|
1. Statement of the problem 2. Development of solutions 3. Choice of solution 4. Organization of the implementation of the decision and its evaluation |
1. The emergence of a new situation 2. The appearance of a problem 3. Collecting the necessary information 4. Description of the problem situation 5. Formulation of requirements-limitations 6. Collecting the necessary information 7. Development of possible solutions 8. Determination of selection criteria 9. Selection of solutions that meet the criteria 10. Assessment of possible consequences 11. Choosing your preferred solution 12. Plan for the implementation of the chosen solution 13. Monitoring the progress of the implementation of the solution 14. Evaluation of the solution to the problem and the emergence of a new situation |
The decision-making phase begins with the collection and processing of the information necessary to develop a course of action. As a rule, when solving complex problems, it is not possible to limit oneself only to the information that existing reporting systems provide; therefore, it takes time and resources to inform the solution of the problem.
At the stage of developing a course of action, i.e., developing options for solving problems, various criteria are applied to select from a variety of project proposals that are acceptable, and from them - the most useful or preferable for solving the entrepreneurial goal of the organization. The quality of decisions depends on how reasonably they are chosen, and this, in turn, determines the competitiveness of the organization, the speed of its adaptation to changes in the economic situation and, ultimately, efficiency and profitability.
Thus, the choice of the final decision from the set of acceptable and useful ones is carried out on the basis of weighing the importance of goals and necessarily takes into account both positive and negative consequences of its implementation. They can be social, economic, organizational, technological, political, i.e., they can affect various aspects of the organization's activities.
For example, when deciding to build a branch of an enterprise, it is necessary to take into account how this will affect its economy, development programs, what impact the new enterprise will have on the economic and social environment of its habitat, etc.
The complexity of choosing an entrepreneurial decision and predicting its consequences is exacerbated by the fact that this process is almost always carried out under the influence of uncertainty and risk factors characteristic of a market economy. This significantly increases the responsibility of those who make decisions, makes high demands on their competence and personal qualities.
3.3 Organization of implementation of the adopted decision
Organization of the implementation of the decision- the most important stage of the management process. The decision must be communicated to the executors, who receive clear information about who, where, when and by what methods performs actions related to it. The most important task of the manager at this stage is to overcome objective and subjective obstacles and create conditions for the implementation of the solution.
Along with methods of direct influence (order, instruction, administrative pressure, etc.), measures of material incentives for employees, influence through authority and persuasion, etc. are used. All of them are aimed at overcoming resistance to innovation, changing the views and increasing the interest of participants in the process of implementing the decision taken, intensifying their activities and, ultimately, solving the problem facing the organization.
Of great importance control execution of work related to the implementation of the solution, since it can reveal not only deviations from the execution plan, but also the shortcomings of the solution itself that require adjustment. In order to reduce such shortcomings, the control function must be carried out at all stages of the decision-making process.
4. Economic methods of substantiation and decision making
Economic methods of decision-making necessary to resolve entrepreneurial problems are a set of stages and procedures based on the use of economic indicators. In business practice, as noted above, the following stages of problem solving are distinguished:
Statement of problems;
Problem solution;
Choice decisions;
Organizations for the implementation of decisions made.
Methods used in the stage problem statement, provide its reliable and most complete description, identification and analysis of the impact of internal and external factors, make it possible to assess the situation and formulate a problem situation on this basis. In their composition, a significant role belongs to the methods:
- collection, storage, processing and analysis of information;
- fixing the most important events;
- factor analysis;
- comparison, analogy, decomposition, modeling, etc.
The set of applied methods and techniques depends on the nature and content of the problem, the level of its occurrence and solution, the timing and funds that are allocated at the stage of formulation.
At the stage problem solving, i.e., the development of its variants, methods of collecting information are also used, but, unlike the first stage, which searches for answers to questions like "what happened?" and "for what reasons?", here it is necessary to understand, "how can the problem be solved?", with the help of what management actions. Therefore, information should be more effective, constructive and provide a search for possible solutions.
In group work, the disclosure of creative abilities and extraordinary thinking is facilitated by various methods that stimulate the imagination, freedom of thought, and the exchange of ideas and thoughts. Such methods, for example, include the nominal group technique method, the Delphi method and the brainstorming method.
Nominal group technique method is built on the principle of interpersonal communication limitations, therefore, all members of the group who have gathered to make a decision, at the initial stage, set out their proposals in writing independently and independently of others. Then each participant reports the essence of his project; the presented options are considered by the members of the group (without discussion and criticism), and only after that each member of the group, again independently of the others, presents in writing the rank estimates of the considered ideas. The project with the highest score is taken as the basis for the decision. A feature of this technique and its advantage is that, despite the joint work of group members, it does not limit individual thinking and provides each participant with the opportunity to justify their own solution.
Delphi method most often used in cases where it is impossible to gather a group (for example, if the participants in solving the problem include specialists from various branches and divisions of the organization, geographically distant from each other and from the central office of management). Moreover, according to this methodology, group members are not allowed to meet and exchange opinions about the problem being solved. Its development is carried out in the following sequence.
1. Members of the group are invited to respond to a detailed list of questions on the issue under consideration.
2. Each member of the group answers questions independently and anonymously.
3. The results of the answers are collected in the center, and on their basis an integral document is compiled containing all the proposed solutions.
4. Each member of the group receives a copy of this material.
5. Familiarization with the proposals of other participants may change the opinion about possible solutions to the problem.
6. Steps 4 and 5 are repeated as many times as needed to reach an agreed upon solution.
As with the use of the nominal group technique, the independence of the opinion of individual members of the group is ensured here. However, the time spent on developing solutions is growing significantly, and the number of alternatives considered is narrowing. These shortcomings should be taken into account when choosing the Delphi method for group development of entrepreneurial decisions.
essence mbrainstorming method is to give each member of the group the right to express a wide variety of ideas about the options for solving the problem, regardless of their validity, feasibility and even logic. The principle is this: the more different offers, the better. Members of the group get acquainted with information about the nature of the problem and the problem situation in advance. All proposals are listened to without criticism and evaluation, and their analysis is carried out centrally after the completion of the process of hearing options based on the notes made. As a result, a list is formed in which all submitted proposals are structured according to certain parameters-limitations, as well as according to their effectiveness, i.e., according to the expected degree of achievement of the goal.
At the stage decision making it is necessary, first of all, to determine the methods of formation criteria choice. They are most fully developed for well-structured (programmed) solutions, where it is possible to use the methods of quantitative analysis and electronic data processing.
Application economic and mathematical methods to solving entrepreneurial problems allows you to use the objective function as a selection criterion, which usually needs to be maximized or minimized. This choice is called optimization. Examples of optimization criteria are: maximization of profit, income, productivity, efficiency; minimization of costs, losses from marriage or downtime, etc. The choice of the optimal solution is carried out by comparing the quantitative value of the objective function for all possible options; the best solution is the one that provides the maximum or minimum of the target criterion. In the domestic literature, which considers the use of economic and mathematical methods in enterprises and organizations, their capabilities are quite fully presented in solving a large class of problems (for example, optimizing equipment loading, cutting materials, determining stocks, etc.).
To evaluate options for weakly structured decisions, one can apply the method weighted criteria systems, which under certain conditions provides a good result. Consider the possibilities of such an approach to choosing the best option using a simple example.
Suppose an entrepreneur is faced with the problem of choosing a company - a supplier of materials necessary for the production of finished products. There are several firms producing the required materials, and all of them, as shown by preliminary negotiations, have expressed their agreement to cooperate with this entrepreneurial organization, but offer different conditions regarding deliveries, prices, discounts, etc. These firms can be considered as possible alternative solutions to the supply problem. In order to select the most suitable supplier, the organization must compare the proposed options, using the criteria that are most important to it to evaluate them. Suppose that in the case under consideration, the following indicators are taken as selection criteria:
1) price per unit of supplied material;
2) the size of the minimum supply;
3) conditions for granting discounts and benefits;
4) the quality of the material;
5) geographical location of the supplier company;
6) the status of the firm.
In terms of their significance for an entrepreneurial organization, they are not the same, so they must be "weighed" in relation to the main criterion. Let's assume it's the price of the supplied material, and it is given the maximum numerical rating, for example, 10. The rest are evaluated by comparison with the highest rating, and the result of such a "weighing" reflect the data in Table. 5. They show that along with the price for the supplied material, the organization attaches the same importance to the geographical location of the supplier, which is associated with high transport tariffs for freight. In second place in importance is the criterion of discounts and benefits offered by firms under certain conditions of supply, the third place in this "table of ranks" went to the quality of the products supplied. The organization is not very concerned about the size of the minimum supply (weight of this criterion is 4) and does not attach decisive importance to the status of the supplier, although it takes it into account in the selection process.
Table 5
Criteria weighting
According to the selected and weighted criteria, all possible solutions are evaluated. Suppose that in this case four supplier firms are considered, which we will conventionally call the letters A, B, C, D. In fact, there may be much more of them, but they are either unknown or not considered for one reason or another, which decision makers know about. At this stage, it is comparative evaluation of each firm for each criterion(the result is presented in Table 6). Thus, firm A received the highest rating in terms of price for the supplied products (in this case, the maximum rating is set equal to 10), firms A and B turned out to be the best in terms of supply terms, firm C offers the highest discounts and benefits, and firm D received a rating of 10 in terms of distance. If we summarize all the scores received by firms according to the criteria, then the result will be as follows: the total score of firm A is 40, firm B - 38, firm C - 34 and firm D - 37. However, it is too early to make a final decision. It is necessary to take into account the different "weight" category of each criterion, and only after that it is possible to make a choice of the firm that will be preferable.
Table 6
Weighting options by selection criteria
The results of this stage are presented in table. 7, and they lead to a somewhat unexpected conclusion: firm G, which was not among the leaders at the previous stage of calculations, received the highest total scores.
The use of such an approach to choosing the optimal solution is based on the concept of rationality and on the assumption that the subject of the decision thinks logically and objectively, has a clear goal and, in the decision process, takes actions aimed at achieving it (optimization). It is also assumed that all criteria and decision options can be identified, that the priorities are known and that they are permanent, as well as the weights given to them. Under these conditions, the option with the highest score is selected. But these initial conditions rarely exist in the actual activity of the entrepreneur.
Table 7
Selecting a Solution Based on Criteria
|
Total weighting of options by selection criteria |
|||||
|
Criterias of choice |
|||||
|
Price per material |
|||||
|
The size of the minimum deliveries |
|||||
|
Discounts and benefits |
|||||
|
Material quality |
|||||
|
distance distance |
|||||
|
Firm status |
|||||
|
Total weighted score |
In business practice, the conditions for making optimal decisions also rarely exist. The process proceeds under conditions of uncertainty, the subject of the decision cannot always objectively establish the evaluation criteria, priorities in their significance, especially since the values themselves cannot be considered unchanged. Information is also limited, which does not allow all possible options and estimates to be used in the decision-making process. Therefore, in practice, a model is often used that allows one to take not the optimal, but a satisfactory solution which is considered "good enough", as it meets the set constraints and provides an improvement in the problem situation.
A simplified model describes the most significant features of the problem without capturing all its complexity, uses a limited number of criteria (most often those that have already been tested and have given good results in the past). Suppose the problem of reducing the cost of production is being solved. In the task, the developers proposed three selection criteria: reduction of costs per unit of output by at least 3%; the share of wages in the total cost should not exceed 14%, indirect costs - 28%. Comparison of the options proposed by the developers is carried out sequentially according to the specified criteria until an option is found that meets all three selection conditions. It is he who will be chosen as a satisfactory solution to the problem.
With this approach, the sequence in which the options are considered is very important (in contrast to the optimization model, in which the sequence does not matter, since all possible alternatives are evaluated). And even if the review of possible options continues, this is most often done only to confirm the validity of the choice already made. At the same time, past experience becomes a decisive factor in the choice, therefore, preference is given to the decision that the subjects of the decision are familiar with or have encountered in their own practice.
After the completion of the procedure for selecting solutions that meet the criteria, assessment of the possible consequences of their implementation. It should be multilateral, that is, it should cover the economic, social, technical, political and organizational spheres, the functioning of which may be affected by the chosen decisions. So, choosing D as a possible supplier in the example above should be confirmed by a detailed analysis of the consequences of implementing this decision in terms of the impact on parameters such as profits, stocks, vehicle loading, etc. It is also worth considering the issue of those problems in relations with other organizations that may occur after you change the supplier of materials.
Only on the basis of such an analysis final choice of the preferred solution, moreover, it does not always exactly correspond to the optimal variant obtained by criteria selection.
Stage organization of decision implementation begins after its acceptance and approval. The method of bringing the decision to the executors most often is the preparation of an implementation plan, which provides for a system of measures to ensure the successful achievement of the goals. One of the planning mechanisms at this stage can be the so-called decision tree, which allows, by decomposition of the selected option, to present the entire set of goals and objectives necessary for its implementation.
Suppose, for example, that in the process of solving the problem of choosing an organization's strategy for the future, the main strategic directions were identified to ensure the achievement of the goal set by the management: to survive in difficult crisis conditions, to maintain and strengthen its position in the market of competitive products, to create prerequisites for further intervention in the market, as well as for maximizing the use and building up the potential of the organization. These directions are formulated as follows:
1. Concentrate efforts on the production of competitive products A, B and C, using both domestic and foreign markets for products.
2. Develop and implement a program of cooperation with other enterprises and organizations directly or indirectly related to the production of products A, B and C, in order to attract equity investments.
3. Change the management system of the organization in order to increase its flexibility and create the most favorable conditions for the development of creativity and the use of brigade structures.
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Topic 3. ENTREPRENEURIAL IDEA AND MANAGEMENT DECISION MAKING
The most important elements of an entrepreneurial idea are:
knowledge of a certain type of entrepreneurial activity;
knowledge of external factors that affect entrepreneurial activity;
the desire to realize their life goal, to achieve recognition in society;
the desire to become an owner;
the desire to constantly increase their well-being;
awareness of the need to work on the edge of their abilities;
a clear understanding of the ways to obtain resources to create their own business;
the ability to choose the optimal organizational and legal form of the future enterprise;
knowledge of potential risks, ability to manage them;
knowledge of the basics of accounting and management accounting, the ability to organize them at the enterprise.
The sources of accumulation of entrepreneurial ideas are:
commodity market;
achievements of science and technology;
knowledge gained in the study of various disciplines, including economics;
presentations, meetings, conferences, symposiums, exhibitions, etc.;
ideas of potential competitors;
Entrepreneurial ideas are born: on the basis of knowledge of the patterns of demand; based on the analysis of the already produced product.
Entrepreneurial ideas are accumulated in a certain direction related to the entrepreneurial activity of a given entity.
From the accumulated ideas, the entrepreneur selects the most promising ones that meet his specific production conditions.
After selecting the necessary idea, its specific analysis is carried out on the basis of specific economic indicators.
The criteria for selecting the most promising ideas are:
the effectiveness of the idea;
the prospect of conquering the market;
the time required to implement the idea;
the amount of capital required to implement the idea;
availability and price of resources;
the availability of the necessary labor force.
2. Technology for making entrepreneurial decisions represents a sequence of actions combined into a logical system that provides an analysis of alternative options and the identification of the most effective, in terms of the goal, taking into account the potential of the company.
Each entrepreneur has his own individual decision-making technology. The decision can be made based on intuition. In this case, intuition is understood as unconscious knowledge obtained as a result of experience. This method is called intuitive. To use it, you must have extensive experience in entrepreneurial activity.
However, the decision-making technology is still based on the real decision-making method. This method is based on logically interconnected and calculated-substantiated conclusions.
In practice, the entrepreneur uses both methods at the same time. In essence, the combined method is real-intuitive. For a novice entrepreneur, the real method prevails in decision-making technology. For an experienced entrepreneur, a significant component in decision-making technology is the intuitive component.
The generalized technology of making an entrepreneurial decision can be graphically represented in the form of a block diagram (Fig. 1).
Fig 1. Scheme of technology for making an entrepreneurial decision
The first technological stage of decision-making is the acceptance for consideration of possible alternatives (projects).
At the second stage, the entrepreneur conducts a comprehension of alternatives. In other words, it reveals their essential features and logic.
At the third stage, for each project, the requirements that must be met for its implementation (the need for specific resources, technologies, financing, etc.) are identified.
At the fourth stage, the specific actions necessary for the implementation of the project are determined (the form of raising funds, the procedure for implementing funds, the procedure for implementing production, etc.). Here, an economic calculation is also made according to the cost estimate of these actions.
The fifth stage involves the calculation of the probable economic effect, taking into account the reasonable worst-case scenario.
At the sixth stage, the variants of the pessimistic and optimistic calculations of the economic effect are compared. This comparison shows the likely range of possible effect.
At the seventh stage, the projects accepted for consideration are compared. This comparison is made on the totality of the qualitative and quantitative characteristics identified at the early stages. This stage is technically the most difficult.
For example, one project promises the greatest economic effect, but requires significantly more resources and is more risky. In this case, an expert assessment of the appropriateness of the choice is possible. But other, more formalized options are also possible.
The final eighth stage is aimed at choosing one of the alternatives. It involves making a decision on the implementation of the chosen alternative.
It should be noted that with an increase in the number of initial alternatives, the process of making a decision on them becomes much more complicated. Therefore, at the stage of taking into consideration possible alternatives, one should strive to minimize their number. For this, a priori information and intuition should be used as much as possible.
Usually an experienced entrepreneur leaves 2-3 alternatives at this stage for further consideration. The last two steps always require a certain amount of intuition. From this it becomes clear that only constant practice in combination with theoretical training ensures the success of entrepreneurial activity.
Entrepreneurial success depends on many factors. These include the development of a sound business plan, the introduction of new technologies, the foresight of risks, the organization of the work of the team, the entrepreneurial talent of the leader, thoughtful and timely management decisions.
The decision-making function is implemented by each of us daily and, as a rule, without hesitation. This applies to everyday life. However, in entrepreneurial activity, rash, thoughtless decisions of the manager can not only bring no result, but also cause financial losses. The successful functioning and development of the organization depend on how timely, thoughtful and effective the decisions made will be.
As a rule, when making any decision, three points are present in varying degrees: intuition, judgment and rationality.
When making an intuitive decision, the manager is based on his own feeling that the choice is correct. As a rule, intuition sharpens along with the acquisition of experience, so top managers are more inclined to make such decisions. However, trusting only the "sixth sense", the leader becomes a hostage to chance and the possibility of an error in choosing a solution is not ruled out.
Judgment based decisions are similar to intuitive ones. They are based on knowledge and meaningful experience of the past. With this approach, the leader seeks to act mainly in traditional, well-known directions, thereby risking not seeing new opportunities. Another weakness is that the judgment cannot be correlated with a situation that has not taken place before, and therefore there is simply no experience of solving it.
Rational decisions are made on the basis of sound economic analysis. A rational decision satisfies certain restrictions: resource, legal, moral and ethical.
When developing and making managerial decisions, an entrepreneur must, first of all, realize the goals of the company. The generalized characteristic of the solution is its effectiveness, that is, the achievement of the goal. The solution is the more effective, the greater the degree of achievement of goals and the lower the cost of their implementation.
Decision making is called a process. In practice, there is no single technology by which this process takes place; each entrepreneur has his own individual technology for developing and making decisions, and the more complex the decision is, the more multi-stage and individual the process of its development and adoption is, as a rule.
When making a rational decision, the following stages can be distinguished:
- definition of the problem;
- formulation of restrictions and criteria for decision-making;
- identification of alternatives;
- evaluation of alternatives;
- selection of an alternative;
- implementation and control over the implementation of the decision.
It should also be noted that the results of all stages of the development and adoption of managerial decisions largely depend on the personality of the person or those who participated in their preparation. Managers react differently to the existence and severity of the problem and diagnose it. This, in particular, depends on the place of work, position, experience, personal preferences, relationships that have developed in the team. Each decision is characterized by a certain level of imagination, creativity, intelligence and discretion, etc.
Of particular interest in the field of management fundamentals is the Japanese experience. Management decision-making in Japanese firms is based on the cultural and structural characteristics of Japanese organizations, so it would be difficult to adapt Japanese methods to Russian conditions. But at the same time, for our conditions, some ideas of the Japanese approach to managerial decision-making could be considered, including the following:
- 1. The effectiveness and efficiency of the decision-making process is determined by the availability of complete and reliable information about the problem, the level of training and competence of the decision-making team, and its well-coordinated work. For the Japanese, teamwork is considered more effective, since one of the features of Japanese culture is the desire of the team to come to an agreement when choosing a particular solution. When a group decision is made, the involvement and obligation of the group members in relation to the final management decision is created, and this facilitates its implementation. In addition, group decision-making ensures the choice of the best management decision option, since as a result of an increase in the number of participants, the amount of information considered also expands.
- 2. Cost control. Here, the goal is overall cost minimization. The costs incurred in planning and organizing, during the pre-development phase of the decision process, are minimal compared to the costs incurred from an ill-conceived decision or poor implementation of the decision.
- 3. Detailed planning is the key to efficiency and cost control. The risk of making the wrong decision increases when planning is based on assumptions and assumptions. And assumptions and assumptions are made due to lack of information or lack of time to clarify the data. Therefore, management should make it a practice to check all the details related to costs, time, resources, coordination of activities, and, based on the information available, develop action plans.
- 4. Improvement of horizontal links. The structure of the Japanese model is based on excellent horizontal connections. The change of work provides an opportunity to get acquainted with various aspects of the company's activities and establish personal contacts that facilitate the horizontal exchange of information.
One of the alternatives to solving the problem of horizontal links is to use the latest information technology. Increasingly complex information systems create such horizontal links that allow managers to receive information from all levels of the organization. The introduction of these systems helps to improve the exchange of information. Having access to information, the manager can identify the prospects for the assigned case.
It is necessary to reconsider the bureaucratic approach to management. In principle, the point is that managers should rely on the help of their colleagues within the organization.
5. Increase in terms. Mechanisms that improve horizontal linkages also slow down the decision-making process until they are implemented. Management should take into account such an increase in time that would ultimately increase the result in the implementation of the proposal.
Delaying the initial stages of the managerial decision-making process can provide some benefits. First, this additional time increases the amount of information that can be taken into account when making a decision. This will improve the quality of decisions made. Second, more time leads to a greater degree of employee involvement. A greater degree of participation ensures interest in the process, which, in turn, increases the result. Therefore, it is up to managers to direct the process in such a way that time is not considered wasted.
Unlike the Japanese, American management is characterized by more individualism than collectivism in decision-making.
The American style of management is not the present for the future, but the future for the present. The organization of the firm and the management process in American firms are focused on the consumer, on his needs and tastes.
The most important decision-making areas are the determination of the investment policy and the introduction of new products. Making decisions in the field of capital investments in the United States involves making preliminary calculations of their payback and efficiency. If the payback or efficiency of the proposed investment is above zero, then the investment is worthwhile, as it increases the company's capital. At the same time, it is necessary to take into account the results of the analysis of the payback and efficiency of other, alternative, investment options, choosing the highest indicator from them.
Efficient management and thoughtful management decisions are a necessary condition for modern business. For business structures, it became necessary to establish a regular process for making managerial decisions. Therefore, it is necessary to form criteria, principles, methods and directions for making managerial decisions. It is competent management decisions that help any organization to adapt to the external environment.
In the future, it seems appropriate to study the patterns and features of managerial decision-making in business structures. A large number of scientific works on enterprise management relate to large manufacturing enterprises, trade organizations and intermediaries. At the same time, an extensive system of management and control over the consequences of managerial decisions, which is necessary for large enterprises, does not fully suit a small enterprise. Therefore, based on foreign and Russian experience in this area, it is necessary to develop a model for making managerial decisions that takes into account all the nuances of entrepreneurial activity, including small business.
technology features
decision-making in business
activities
Kharasova Aisylu Salavatovna
postgraduate student of the Department of Finance and Banking [email protected]
Blazhenkova Natalya Mikhailovna
Doctor of Economics sciences, professor, head. Department of Finance and Banking [email protected]
Ufa State University of Economics and Service
annotation
The article discusses the features of the technology of making managerial decisions in entrepreneurial activity. To formalize the procedures for developing and implementing a managerial decision, the authors propose a conditionally typical version of the development and adoption of managerial decisions.
Key words: decision maker (DM), management methods, entrepreneurial activity, managerial decision, stages of decision development
In entrepreneurial activity, rash and unreasonable decisions of the management can cause financial losses and bankruptcy of the enterprise. Competitiveness, successful functioning and development of the enterprise directly depend on how timely, rational and effective the decisions made will be.
Business Administration
Entrepreneurial activity has its own specifics of doing business, usually accompanied by increased risks, which determines the features of the technology for making managerial decisions. Features of management in entrepreneurial activity are as follows:
The execution of managerial functions, as a rule, is concentrated on one person - the leader;
The whole process of developing, adopting and implementing a management decision takes a very short period of time;
The heads of business structures in most cases do not resort to the services of consulting companies, developing decisions on their own and taking on all the risks and consequences of making erroneous and ill-considered decisions;
Often, the owners of entrepreneurial structures are also their leaders.
The process of business management is always implemented through the adoption and implementation of management decisions, the development of which is called the technology of development (making) of management decisions.
The technology of managerial decision-making in entrepreneurial activity is a logically ordered sequence of stages containing a certain set of procedures, the implementation of which ensures the choice of the best option for solving the identified problem situation based on an analysis of the external and internal environment, goals and selected criteria, and taking into account the potential and prospects for the development of the organization.
However, in practice there is no single technology for the decision-making process, since each entrepreneur has his own individual technology for developing and making decisions. Depending on the level of complexity of the decision being made, the number of stages and the duration of the development process vary. As a rule, the results of all stages of the development and adoption of managerial decisions largely depend on those who participated in their preparation, and the main role is played by the personal characteristics of managers, depending on which managers react differently to emergencies.
to services
consulting companies,_
on one's own_
and taking all the risks ----
the occurrence and severity of the problem and diagnose it in different ways.
Effective entrepreneurial activity today is no longer possible without modern management technologies based on information technology, designed to ensure the progress of all communication processes in business. In addition, market conditions of functioning require more and more efficiency of management, especially in the development and implementation of management decisions. During the period of sharp changes in the market, reduction of the duration of the circulation cycle of products and services, instability of consumer demand, the adequacy of the information basis for making managerial decisions, as well as continuous monitoring of their implementation, are important. In this regard, the use of modern methods of information technology for the preparation of management decisions becomes relevant as one of the most important tools for business development.
A managerial decision is a choice that a decision maker (DM) must make in order to ensure the fulfillment of the tasks assigned to him by his official duties.
An analysis of the terminology leads us to the conclusion that the concept of "solution" carries two semantic
Loads.
First, decision is a process
Choosing one option from several
Possible alternatives. Criteria for choosing
Or another variant of actions from a set of alternatives, the following: the degree of progress towards the goal,
Required effort, cost (costs, investment)
Niya), risk, time frame.
Secondly, the decision is understood as the result
The choice of one or another variant of actions from the
Gestures of alternatives. This eliminates the possibility of choosing more than one option.
Both interpretations are united in one thing: there is a solution
The choice of the best, according to decision maker, alternative
You are one of many possible, each of which
Can be implemented in practice
Lena method with some final result
Effective
Entrepreneurial
Activity
Impossible without
Modern
managerial
Technology,
Providing a move
all communication _processes
The role and significance of managerial decisions determine a number of requirements that are imposed on them: optimality, efficiency, legality, specificity, simplicity of form and clarity of content.
According to I.N. Gerchikova, managerial decision-making is a creative process in the activities of managers at any level, which involves:
Goal development and setting;
Analysis of the problem situation based on the study of available information;
Formation and justification of a set of criteria for efficiency (effectiveness) and assessment of the possible consequences of the implementation of one or another solution option;
Choosing from a variety of possible options for solving the problem of the optimal solution;
Acceptance and approval of the selected solution option;
Concretization and bringing to the executors of the solution for its implementation.
Management Decision Making Process
In fact, the process of making managerial decisions is the basis of management, a specific type of activity that is continuously carried out at all levels of management. In its most general form, a management decision is considered as a process consisting of three successive stages.
1) The preparation of a management decision involves an analysis of the current situation in the external and internal environment of the enterprise, includes the search, collection and processing of the information necessary for analysis, as well as the diagnosis and specification of the problem that needs to be solved.
2) Decision making - based on the available information, the development and evaluation of alternative solutions and a set of actions for their implementation is carried out. A system of criteria for choosing the optimal solution from a set of acceptable options is formed, the selection and adoption of the best solution is carried out.
to managerial
decisions_
presented_
following_
requirements:_
optimality,_
efficiency,
legitimacy,_
concreteness,
simplicity of form
Rice. The process of developing and implementing a management decision in business activities
3) The implementation of the solution involves the implementation of a set of measures to detail the solution and bring it to specific executors, monitor and control the implementation of measures to implement the solution, make the necessary adjustments and evaluate the result.
Comparison of the main stages of the technology for the development of management decisions, outlined by domestic and foreign researchers, revealed some discrepancies in them. This determined the expediency of creating a conditionally typical option for the development and adoption of a managerial decision for decision makers in the course of entrepreneurial activities that meets the requirements for prompt analysis of the situation in business, the choice of a solution to the problem and its implementation.
In our opinion, the technology for developing and implementing a management decision in business should include the following steps and procedures (see Fig.). The stages of the process of development and implementation of a management decision presented in the figure should be carried out within the framework of a single mechanism for making management decisions, designed to ensure the integrity and consistency of the procedures of each stage in order to ensure the quality of the management decision, which is revealed at the control stage and is determined by its final result (the degree of achievement of the goal or contribution to the overall goal of the organization).
The quality of the management decision is ensured by:
Correct statement (recognition) of the problem;
Quality of information (timeliness, reliability, relevance);
Qualification and value orientations of decision makers.
To improve the efficiency of the process of developing management decisions, one should also pay close attention to such a promising management tool as controlling. Integrating the traditional methods of management - planning, accounting, analysis and control, controlling is a single system for collecting, processing, summarizing information and providing it with the development and management decision-making processes.
controlling_
suggests_
availability of mechanisms
self-regulation
management,
in particular -_
feedback_
in the control loop
It is important to note that controlling implies the existence of management self-regulation mechanisms, in particular, feedback in the control loop, the implementation of which provides the possibility of coordinating and adjusting control actions in accordance with the goals of the activity and the conditions for its implementation.
Effective decision-making is a necessary condition for the professional performance of managerial functions and a guarantee of achieving the set goals. The technology of managerial decision-making is a central link in the theory and practice of management.
Literature
1. Gerchikova I.N. Management. - 4th ed. - M.: Unity-Dana, 2012. - 511 p.
2. Gribanov Yu.I., Ershov K.O. Information support of the controlling system at an industrial enterprise // Russian Journal of Entrepreneurship. - 2013. - No. 2. - S. 66-72.
/1umladze R.G. Management in the agro-industrial complex. - M.: KnoRus, 2011. - 382 p. 4. Pytkin A.N., Blazhenkova N.M. Comprehensive assessment of the effectiveness of an economic organization based on information from a managerial eta // Economic and humanitarian sciences. -2009. - No. 1. - S. 196-202.
Ytkin A.N., Misharin Yu.V. Analysis of the basic structure of management factors of organizational and economic systems // Bulletin of the Perm University. Series: Economy. - 2013. - No. 4. - S. 20-25.
6. Pytkin A.N., Necheukhina N.S. Methodological bases for improving accounting in the controlling system of an industrial enterprise // Economic analysis: theory and practice. - 2010. - No. 3. - S. 11-16.
7. Pytkin A.N., Chernikova S.A. Features of the restructuring of enterprises of the agro-industrial complex into innovative integration formations: Monograph - revised. and additional -
Perm: ANO VPO "Perm Institute of Economics and Finance", 2013. - 184 p.
8. Shishkin D.G., Gershanok G.A. Significance and classification of entrepreneurial structures // Russian Journal of Entrepreneurship. - 2012. - No. 22. - S. 63-69.
Aysylu S. Kharasova
Postgraduate at the Chair of Finance and Banking, Ufa State University of Economics and Service
Natalia M. Blazhenkova
Doctor of Science, Economics, Professor, Head of the Chair of Finance and Banking, Ufa State University of Economics and Service
Peculiarities of technology of managerial decision-making in business activity
The article discusses the peculiarities of technology of managerial decisionmaking in business activity. The authors propose a relatively typical model of development and taking of managerial decision to formalize the procedures for development and implementation of managerial decisions.
Keywords: decision maker (DM), methods of management, business activity, managerial decision, stages of development of a decision
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