Implementation of the solution. ensuring sufficient accuracy of problem solving. an order that serves as instructions for action for the manager and employees of the enterprise

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

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

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

It is important to develop goals for management influence. The determination of goals should be carried out with the direct participation of the decision maker.

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

For this purpose it is necessary to form rating system, which should include:

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

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

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

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

2) Development of a management decision - consists of generating alternative solutions, selecting the main options for control actions, developing scenarios for the development of the situation and expert assessment of the main options for control actions.

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

During the selection process, obviously unviable or uncompetitive options are eliminated. The selection must be guided by the level of comparative assessment and the requirement of non-duplication.

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

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

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

Collective expertise ensures better validity and efficiency of management decisions. Methods for carrying it out include: Delphi methods, brainstorming, commissions, Pattern and others.

Based on the results of examinations of alternative options, taking into account additional information, based on personal experience and intuition, the decision maker makes a management decision. However, it may differ radically from all the proposed options.

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

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

Bringing the decision to the executors is one of the most important elements of organizing the implementation of the decision. It is carried out by setting tasks by the decision maker in the form of an order, instruction, direction, etc. At the same time, the manager must make sure that the essence of the tasks assigned to the performers and the deadlines for completion are accurately understood, their importance for achieving the common goal, and ensure that each performer understands the rights and responsibilities and the procedure for interaction with other performers.

The effectiveness of the implementation of the adopted decision largely depends on the timely provision of the performers with the resources planned for solving specific tasks.

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

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

5) The stage of monitoring the implementation and analyzing the results of the development of the situation after management influence.

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

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

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

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

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

The development of any enterprise is based on the creation and implementation of various kinds of solutions. Solutions are created and implemented by employees with different levels of professionalism, so the range of solutions is large - from insufficiently thought out to carefully calculated ones.

Development of management decisions is one of the most important management processes. The success of the business, and sometimes the very existence of the company, largely depends on the effectiveness of management decisions. Therefore, it is important to adopt the correct, economically sound management decisions.

A managerial decision is a choice that a manager must make in order to fulfill the direct responsibilities associated with his position (the choice of an alternative made by the manager within the framework of his job responsibilities and qualifications and aimed at achieving the goals of the enterprise). Decision making is the basis of management.

The activities of any enterprise can be shown as a constant cycle of developing, making and implementing decisions. The development, adoption and implementation of management decisions are based on theoretical and methodological principles of domestic and foreign specialists, as well as accumulated and grouped practical experience.

The decision is made by a person in 3 main systems: technical, biological and social. A technical system includes machines, mechanisms, computers, equipment, etc. The range of solutions in such a system is limited, and the results are often predetermined. Such decisions are formalized and carried out in a precise manner. The quality of the result depends on the qualifications of the specialist making decisions in a technical system. In a technical system there are not enough alternative solutions to the same issue (often there is only one solution). The biological system includes the flora and fauna of the planet, as well as relatively closed biological subsystems (for example, the human body.). This type of system has a huge variety of activities compared to technical ones. The set of solutions in a biological system is also limited due to the slow evolutionary development of the animal and flora. However, the results of decisions in biological systems often turn out to be unforeseen (for example, a doctor's decisions related to methods of treating patients; an agronomist's decisions about the use of certain fertilizers). It is important to develop a number of other types of conclusions and select the best one based on any criteria. The professionalism of a specialist is determined by his ability to find reliable information, use appropriate methods for preparing a solution, and select the best existing solution. The social (public) system is characterized by the presence of a person in a complex of interdependent components (family, work team, informal organization, etc.). Social systems exceed biological ones in the variety of issues that arise. Set of conclusions in social system characterized by a great abundance of means and methods of implementation. This can be explained by the fact that the main object of control is considered to be a person as an individual with a high rate of change in consciousness, as well as a breadth of aspects in reactions to the same situations. Each of these systems has a different level of unpredictability (risk) in the results of decisions.

The process of developing and making management decisions begins with defining goals. The management subject (individual or group) makes decisions in order to resolve issues of a particular enterprise.

Goals must be achievable, clearly expressed, and related to other goals of the organization. An important role is played by the collection and analysis of information necessary for making effective management decisions. The process of developing management decisions is a set of instructions.

Stages of developing management decisions:

1. Preparation;
2. Adoption;
3. Implementation.

Preparation.

1. Disclosure and analysis of the problem situation. The initial information about the position of the object of study and the external environment, its place and role among adjacent objects and objects of a higher order are considered, problems are identified, structured and distributed. At the end of the stage, the basic problems, ways to solve them and means for solving them are determined.

2. Formation of goals to solve a problem situation. This stage follows from the previous one. A list of goals is compiled. Goals must be clearly stated and quantitative characteristics, by which one can judge the level of their achievement.

3. Gathering the necessary information. This is one of the main stages. Information is checked for importance, validity, reliability, etc.

4. Information analysis. The selected information is reviewed and then sorted according to the level of importance for the problem being solved.

5. Identifying or developing options for achieving the goal. If there is no better option on the list, then it will not be chosen. It is important to take into account the results of numerous studies.

6. Selecting valid options. All alternatives undergo testing of various restrictions (resource, legal, social, moral and ethical, etc.), so their number will decrease.

7. Preliminary selection of the best option. Accurate analysis of acceptable alternatives in terms of achieving set goals, resource costs, and compliance with specific conditions. It is possible to identify a group of alternatives. The final result at this stage is a decision on the preference of options, then this data is provided to the decision maker at this stage.

Decision-making.

8. Assessment of alternatives by the decision maker. Additional points are taken into account. The decision maker finally decides which option is the best.

9. If the decision maker cannot decide on the final choice of the best solution, an experimental test of the options is carried out.

10. Selecting a single solution. Based on the experimental testing data, the final decision is made.

11. Coordination of the decision with the leaders of the organization.

12. Final approval of the decision. The decision is made in the form of a project, plan, order, etc. and comes into legal force when the decision-maker accepts it.

13. Organization of the implementation of the decision, i.e. determining the timing, stages and executors of the decision.

14. Determination of work to implement the solution. Tasks are transferred to performers, who receive everything necessary to implement the solution; choosing the most appropriate work methods, stimulating performers to effectively implement the decision.

Implementation of the solution

15. The implementation of the decision is monitored, amendments are made, and the results of the decision are analyzed. The end result is the complete achievement of the solution goals within the established time frame.

Decisions can be made:

• in standard mode;
• under time pressure.

Implementation of management decisions.

The effectiveness of a management decision depends not only on its importance, but also on the organization of its implementation. Important conditions for the successful implementation of management decisions are created during the period of its preparation and adoption; this is the unity of the process of resolving the issue.

At the stage of implementing a management decision, measures are taken to detail the decision and transfer it to the executors, the progress of its implementation is monitored, corrections are made and the final result is evaluated. The goal of management activity is to find such forms, methods, means and tools that can contribute to achieving best result in specific conditions and circumstances.

Stages of implementation of management decisions.

1. The decision is transferred to the executor. This is an important stage in achieving productive management decisions. The stage begins with the distribution of tasks into group and individual tasks and selection of performers. As a result, each employee receives a personal task that corresponds to his qualifications.
2. Monitoring the implementation of the decision. Controlling the process of interpreting decisions is an important task. The purpose of control is to timely identify deficiencies in the plan and take measures to eliminate deviations. Sometimes the original goals are changed based on additional information received about the implementation decisions made. Timely identification of deviations in the program for implementing decisions is the main task of control.
3. Making changes to goals. The reasons for important changes in management decisions can be: poor organization of decision implementation; unexpected changes in conditions caused by external effects; mistakes made in making a choice. As the solution is executed, new opportunities are identified that significantly change the planned results; this also requires making appropriate changes.

The productivity of the implementation of the decision depends on the coordinated actions of all implementers and on the resources provided for this.

Enterprise management productivity refers to the effectiveness of managing the organization's activities. The effectiveness of management activities is a consequence of managers’ skills to develop effective management decisions and achieve goals.

After the complete implementation of management decisions, the results are summed up; this completes the management cycle of solving a management problem. At the same time, the initial basis for a new management cycle is created. The results are summed up in any case. This has important implications, both social and managerial. Performers should know how they worked and what results they achieved.
To summarize our article, we can say with certainty that management decision-making is a very important, labor-intensive process that requires special knowledge.

Every management decision has its own subject, i.e. the person or body that receives it, an object– the workforce or individual employees who must implement this decision, and item, i.e. the content of the decision, which determines what needs to be done, etc.

Thus, a management decision is an act of the subject of management that determines the activity and behavior of the object of management. Through decisions, activity goals, deadlines for achieving them, types of work are established, people are assigned to positions and jobs, their functions, rights and responsibilities are determined, rules of behavior at work, penalties and incentives for employees, material resources and funds are distributed, quality is assessed products, etc.

A management decision is a complex act, including legal, social, psychological and other aspects. In legal terms, a management decision is an authoritative act of the subject of management, in which he expresses his will, exercises the rights granted to him to dispose of the labor of subordinate workers, material and in cash in the interests of production. At the same time, a decision is an act of the subject accepting responsibility for its possible adverse consequences and an act of assigning responsibility to the performers for its full and timely implementation. The manager is also responsible for the timeliness of decision-making and for avoiding making an overdue decision.

A management decision is a social act, since it is made by people and affects the interests of people.

A management decision is a psychological act, since it is the result of human mental activity. Therefore, the quality of a decision largely depends on the depth of thinking, which in turn is directly related to the knowledge and experience accumulated by a person and used by him in the decision-making process.

From an information point of view, a decision is the result of information processing, during which a choice is made among possible options of the one that is closest to the optimal, i.e., the best.

The decision is a direct product of managerial labor. These are intermediate products, but necessary. Without it, it is impossible to obtain the final product (car, building, finished clothing). A solution, as a type of product, can serve as a subject of purchase and sale. This allows you to create special organizations to develop complex management decisions for a fee. The role of such organizations is often performed by research institutions, computer centers and other organizations.

The quality of management decisions directly affects management efficiency. Without a solution there is no management.

Management decisions can have different directions and many purposes.

The classification of management decisions can be carried out according to the following criteria: subject, object, subject, time of adoption, importance, formalizability, degree of independence, obligation, form.

By subject, i.e. Depending on who makes them, decisions can be divided into three groups. The first group of decisions is related to the type of management subject. Decisions can be made by: the administration of the organization, enterprise; local authorities; labor collective; public organizations. The second grouping is related to the place of the subject of the decision in the management hierarchy. Decisions are made by lower-level managers (foreman, foreman, foreman, site manager); mid-level managers (divisions of organizations, associations); managers of the highest level of management (organization, association). The third group of decisions is related to the number of people involved in their adoption: individual decisions made by managers on the basis of unity of command; collegial, adopted by specially created boards and various commissions; collective, accepted by labor collectives and teams public organizations.

Classification of solutions by object means dividing them depending on who is assigned to perform them. The object of decisions in construction can be the industry as a whole, its sub-sectors, construction organizations, as well as individuals.

By subject, i.e. In terms of content, decisions can be classified depending on the production subsystems to which they relate. There are technical, organizational, economic, social solutions.

By time, to which decisions relate, they can be divided into decisions about the future, present and past. Decisions about the future are planning and forecast decisions. Planning decisions (plans) are of a directive nature; predictive decisions (forecasts) are probabilistic predictions of the future state of the control object.

By degree of importance decisions are divided into strategic and tactical. Strategic ones include: general solutions, which have a decisive influence on the management object as a whole, on the success of the organization, enterprise. Strategic decisions involve not only quantitative, but also qualitative changes in the structure of production. Tactical are private decisions made to resolve current, private problems.

In terms of possibility formalization of work When preparing solutions, they are divided into formalizable and non-formalizable (standard non-standard). Formalized are those decisions that can be prepared according to a specific template. Therefore, all operations associated with the development of such solutions can be described in the form of an algorithm, programmed and performed using a computer. Non-formalizable solutions include those whose preparation process cannot be represented in the form of an algorithm. This - problem solutions, requiring a creative approach, for example, a solution to improve the quality of construction and labor productivity.

By degree independence solutions are divided into those applied: independently; in pursuance of decisions of higher management bodies; at the initiative of subordinate units.

Depending on the degree of obligation decisions are mandatory and recommended.

By form Decision submissions are classified into documented (written, electronic records) and undocumented (oral).

In order for management decisions to fulfill their leading role in management, they must satisfy a number of requirements, the main ones being: feasibility, timeliness, optimality, legality, authority, fairness, consistency and continuity, simplicity, brevity and clarity of presentation. Special simplicity, clarity and brevity are required oral decisions transmitted through the chain of command through several authorities.

Extremely harmful to the business, and ultimately also to those leaders who make decisions, are such negative traits as bias, substitution of what is desired, overinsurance, half-heartedness, and self-centeredness. Particularly dangerous is egocentrism, which manifests itself in the substitution of the general goals of the organization for the goals of the individual or a narrow group nature.

In order to make timely effective decisions on the entire range of emerging problems, it is necessary to properly organize the work on preparing solutions. This the most important condition efficiency and effectiveness of management. The organization of preparation of solutions is determined by their complexity. Some decisions are made directly by the manager within a short time, others are developed by large groups of specialists over many months.

Decision making is the responsibility of the manager. To prepare complex decisions, a person responsible for organizing all the work may be appointed.

Organization of decision-making work includes: establishing the type of decision to be made; determining the scope of work, duration, timing of decision-making and the composition of specialists required for this; selection of decision-making methods, determination of the procedure for consideration, agreement and approval (signing) of the decision. When preparing the most complex decisions involving a large number of participants, it is advisable to draw up a decision plan.

IN modern management a noticeable problem is non-implementation of decisions. At the same time, the number of unfulfilled decisions on the same issue often increases. As a result, production suffers, discipline decreases, and workers become accustomed to not following through on decisions. Therefore, it is necessary for managers and management staff to show maximum persistence to steadily ensure the implementation of the decisions made.

Organization of the implementation of decisions includes: timely delivery of them to executors, accounting, control, regulation of implementation, analysis and evaluation of the results achieved as a result of the implementation of decisions. The possibility of successful implementation of a decision is already laid down in the decision itself, when it is indicated not only what is to be done, but also the performers, deadlines, means and methods of activity, as well as those who monitor the implementation of the decision. Despite this, in the case of complex decisions, a plan for its implementation is drawn up, detailing and specifying measures to ensure the implementation of decisions and linking them in time.

Bringing the decision to the executors must be timely and accompanied by its promotion and explanation. It is important to achieve a correct understanding of the content and significance of the decision, as well as to arouse in employees the desire to actively participate in its implementation.

It is necessary to organize accounting and control of the progress of implementation of decisions at its individual stages. For this purpose, all existing or organized special types accounting and control. For accounting and control purposes, it is advisable to use a decision file.

Regulating the implementation of decisions consists of timely taking measures to eliminate the backlogs and other shortcomings in the implementation of decisions identified during the control process. If necessary, decisions are adjusted taking into account the specific situation.

Analysis and evaluation of the achieved results make it possible to establish the effectiveness of the solution, identify its shortcomings, evaluate the success of the solution implementers and implement measures to stimulate them.

Systematic decision-making methods are based on a systems approach, which is a methodology for studying complex objects. The essence of the systems approach is that cognizable complex objects are considered as systems, that is, as a complex of elements that are interconnected and represent a holistic formation. A formation is considered holistic if it has new properties that are absent in its constituent elements. With a systems approach, attention is focused on revealing a complex object and identifying the whole variety of external and internal connections that influence its functioning and development.

Most systems are characterized by the presence of a goal, which is a system-forming factor. The same set of interconnected elements can represent different systems depending on the purpose in question. A system can be composed of elements included in it entirely or in some part, for example, part of its properties, simultaneously or sequentially. The same elements can be included in different systems. The internal connections of a system are always stronger than its connections with the environment.

Decision making methods

In the practice of managing complex systems, which include construction, systemic, expert, logical and logical-mathematical methods of decision making have found their application.

The systems approach is based on a number of principles: a) integrity, which consists in the fundamental irreducibility of the properties of the system to the sum of the properties of its constituent elements and the irreducibility of the properties of the whole from them; b) the dependence of each element, property and relationships of the system on their place and functions within the whole; c) structurality - the possibility of describing a system through establishing its structure, i.e. networks of connections and relationships of the system; d) interdependence of structure and environment, expressed in the fact that the system forms and manifests its properties in the process of interaction with the environment, being the leading component of interaction; e) hierarchy, which consists in the possibility of dividing the system into subsystems and elements, which in turn have system properties. The system under consideration itself is a subsystem of a broader system, i.e. higher level systems (matasystems).

The task of a systems approach when making decisions on various artificial systems is to ensure such a combination of their elements that would contribute to the maximum manifestation of the properties of the integrity of systems (these properties are also called emergent).

The requirements of the systems approach are satisfied by a decision made taking into account all factors influencing the expected result, and ensuring the maximum manifestation of the properties of the integrity of the system, i.e. optimal solution.

The most important procedures of the systems approach are: identification of the subject of the solution as a system, macro approach, micro approach, system modeling.

Necessity identification (identification) of the subject of solution as a system is determined by the essence of the systems approach, which consists in the representation of cognizable objects in the form of systems. In the process of identification, it is necessary to determine what should be taken as a system in each specific case, what components are included in it, establish its type, identify which broader system it is part of, determine the elements of the external environment and the nature of the relationships between the system and external environment.

Identification of the subject of solution as a system begins with identifying the problem and establishing goals that need to be achieved in the process of solving it. The goal is the main system-forming factor.

By macro walk stems from the systemic principles of hierarchy and interdependence of structure and environment. It consists of considering the object under study, which is the subject of a solution and presented in the form of a system, as an element of a broader system (metasystem) and analyzing its connections with elements of the external environment. A metasystem determines the interdependence of all its constituent systems, their properties, relationships, place and functions within the metasystem as a whole, and the external environment influences the formation of the properties of the system. Therefore, this approach will allow us to identify the goals and external parameters of the system under consideration. It should be taken into account that the same system can be part of one or several metasystems, each of which has its own requirements.

When making design decisions, the macro approach is called external design. If a decision is made to build a residential building, then it should be taken as a system. The house will be part of at least two metasystems: a system associated with the customer (developer) and systems of architecture of settlements. The customer (developer), based on the need for housing, family structure, available funds for construction, determines the size of the living area of ​​the house, the structure of apartments, and their level of comfort. Main architector settlement determines the location of construction, number of storeys, requirements for architectural design. By studying connections with the external environment, they determine the conditions for supplying the house with electricity, gas, water, thermal energy for heating, the possibility of connecting to external sewerage networks, the conditions for trade and transport services for the population, and much more.

Micro approach consists in considering the subject of the decision as an independent system to establish its internal structure, composition of elements and relationships between them. If the macro approach is used to identify the goals and external characteristics of the system, then the micro approach is used to make decisions that ensure their achievement. When making design decisions, the micro approach is called internal design. In the above example with the construction of a house, after establishing at the macro-approach stage the parameters of the residential building as a whole (total and living area, number of storeys) and the requirements that it must meet in terms of architecture and comfort, the issue of the structure of the house itself is resolved, space-planning plans are adopted , constructive and other solutions.

Experienced managers strive to take into account all factors that may influence a particular decision. However, a random selection of such factors leads to the fact that any of them will be missed. Consideration of the object that is the subject of the decision as an element of the metasystem and as an independent system, the study of connections with the external environment guarantee a more complete account of the factors influencing the decision.

To simplify the management, especially of very complex systems, the “black box” method is used. The control object is presented in the form of a “black box”, i.e. its contents are unknown, but the patterns of connections between input and output devices are known, or, in other words, it is known what specific results at the output of the system are caused by certain influences at the input.

For production systems, the “black box” method consists in the fact that the control body (manager) does not delve into the activities of the subordinate unit (employee), but sets it only output results and ensures that the input is what is necessary to obtain them. The performance of a unit (employee) is judged on the basis of outputs versus the provision of inputs; Intervention in resolving internal issues of a unit (employee) on the part of the subject of management is carried out only as a control in the presence of deviations from planned targets.

The most important means of a systems approach is modeling. Modeling is a method of studying objects using their models. A model is an analogue of the object under study, i.e. a system that allows you to display the properties of the system being studied - the original - that interest researchers. Models are used when direct study of the object under study is difficult or expensive. The model, as it were, plays the role of a “representative” or “substitute” of the original in the process of studying it. The information obtained as a result of the study of the model extends to the original. In some types of models, certain corrections are introduced to take into account differences in the operating conditions of the model and the original, their inertia, etc. From a logical point of view, such dissemination of information from the model to the original is based on the method of analogies.

Analogy is a similarity, similarity of objects in some properties, relationships or characteristics, and objects that are generally distinguishable. Inference by analogy is a logical conclusion about the properties _ and relationships of one object based on the fact that this object is similar to another object, the properties and relationships of which are known.

The peculiarity of all conclusions by analogy is that one subject is directly studied, and a conclusion is drawn about another subject. However, a conclusion by analogy is always probabilistic in nature, no matter how obvious it may seem established similarity two items. Therefore, the data of any analogy should be verified by practice. Positive role analogy often consists in the fact that it leads to guesswork, gives the idea of ​​one or another assumption.

Modeling is a broader concept than analogy. It includes inferences by analogy as an integral part. A model always acts as a means of study, explanation, prediction and heuristics, i.e. searching for something new. Modeling covers the processes of constructing a model, its research, obtaining the necessary information with its help, and the practical application of the results.

Depending on the tools used to build models, modeling can be physical or abstract. .

Physical modeling carried out with the help of physical objects and phenomena, i.e. using models that have a certain real form. Physical modeling, in turn, can be subject-based and analog.

Subject-physical modeling based on direct analogies between the object being studied and its model, which has the same physical nature. Such models include scaled-down models of construction sites, populated areas, models of building structures, working models of construction machines and mechanisms, and others. Thus, the architectural merits of buildings and the quality of their space-planning solutions are studied using building models. By testing structural models, judgments are made about the strength properties and stability of structures.

A specific type of physical modeling is business (management) games, in which control systems are simulated by creating game teams that perform simulated functions. Business games, are used to develop solutions to improve management.

Analog Physics Simulation involves the use of models that have a different nature from the original, but allow the same mathematical description as the original. For example, using a hydraulic device consisting of vessels connected by tubes, it is possible to study the movement material flows at the enterprise. A change in the liquid level in the vessels will mean a change in supplies of materials (semi-finished products) by various stages production process, and the cross-sectional area of ​​the tubes and the speed of liquid movement will give an idea of ​​the material consumption. Using electrical-analog installations, you can analyze and calculate network diagrams, solve problems related to optimizing cargo transportation, placing orders, and others.

Abstract modeling implemented on models presented in the form of symbols. Therefore it is also called symbolic. A symbol is a conventional sign that denotes a concept, object, phenomenon, action, event, property, connection, relationship between objects, phenomena, etc. By materializing mental images, the symbol makes it possible to accumulate, store and transmit information. Thanks to their clarity, symbols facilitate logical operations and make the thinking process more productive.

Abstract models are divided into two groups - mathematical and logical.

Varieties of mathematical modeling are economic-mathematical and simulation modeling. Economics-mathematical modeling- one of the main methods for studying processes occurring in production systems. An economic-mathematical model is a formalized description of the essential connections and patterns of the process of functioning and development of a production system in the form of formulas, systems of equations, etc. Among the methods of economic-mathematical modeling, the most famous are linear and nonlinear programming, dynamic programming, correlation methods, queuing theory , matrix calculus, statistical methods. These methods allow you to obtain optimal solutions and solve many other problems. Distinctive feature economic and mathematical models is the possibility of obtaining concrete solutions in numerical form.

Simulation modeling allows you to simulate the production process, i.e., conduct experiments on models in order to study the behavior of the system, evaluate various strategies for its functioning and development, and develop management decisions. Simulation modeling is most often carried out under the influence of uncertain factors. It also includes the use of stochastic models and the use of statistical testing methods (Monte Carlo). When modeling complex systems, as well as to implement models online, computers are used.

Logistics modeling implemented on models in the form of text, matrices, graphic diagrams, networks. Models have been used in formal logic for a long time. Unlike mathematical models that allow you to calculate solutions, logic models only specify the logical operations that must be performed in a certain sequence to obtain a solution. Text models are constructed in a certain way verbal descriptions properties of the modeled system that interest researchers. They are used, for example, in forecasting (scenario method). Logical models that allow mathematical processing are called logical-mathematical. These include models of symbolic (mathematical) logic and models created on the basis of graph theory (tree, network).

The methodology for studying any objects by presenting them as systems and analyzing these systems is called system analysis. The basis of system analysis used to prepare and justify decisions on complex problems production management is a systematic approach. However, system analysis borrows general initial ideas and premises. System analysis is essentially a method for implementing a systems approach to production management. Each management problem, its connections with many other problems and various aspects of management are systematically considered.

The decision-making process is divided into large stages and includes many procedures, the number of which is determined by the complexity of the problems. Decision making on the most complex problems is divided into four stages.

First stage consists in understanding the current situation, identifying existing problems, choosing one that requires a solution in this specific situation in the formulation of the goal.

Usually, a problem is understood as a complex practical and theoretical issue (obstacle, difficulty) that requires study and resolution. In systems analysis, the problem arises when there are differences between the actual and necessary (desired) state of the production system, which is not able to ensure that the actual results of its activities (outputs) correspond to the necessary ones. For example, the actual growth rate of labor productivity in a construction organization is below the planned target, therefore, there is a problem of increasing labor productivity. The problem may lie not only in the need to increase, but also in preventing a decrease in output. Finding a solution to a problem means determining what changes need to be made to the existing system (or what new system needs to be replaced) so that it provides the desired outputs.

In order to identify the main problem that requires a priority solution, it is necessary to identify a complete list of problems. If at the beginning of the analysis it is not possible to clearly identify the main problem, it is advisable to solve a number of simple problems, and then move on to identifying and formulating the main one and establishing how ripe it is for solution in the future. this moment. It is important to take into account as fully as possible all the factors creating the problem, to check their correctness and significance for solving it. Problems may arise from the tasks set by a higher management body; they can be detected on the basis of an analysis of activities over the past period, the results of regular monitoring, claims from the customer and organizations operating the constructed facilities, proposals from specialists, and critical speeches at meetings of public organizations. Many problems can be detected directly by a manager who knows well and constantly analyzes the state of affairs in his area. It is recommended to have a constantly updated list of the most important problems of the construction organization.

Setting a goal has great importance to properly solve the problem. If the decision-making is determined by the task set by a higher management body, then it is necessary to understand this task, establish the place and role of its unit in achieving the goals of the higher organization. Experience shows that an in-depth study of the problem makes it possible to significantly clarify and even radically change the formulation of the goals of the national economy, the construction industry and the higher construction organization. After clarifying the formulation of the main goal of this decision, it is necessary to establish subordinate goals and restrictions, and also formulate a criterion for choosing the best solution.

Second stage decision making consists of structural analysis the object in respect of which the decision is being made. In detail, all factors, their characteristics, parameters are identified in dynamics, and the relationships between them are determined.

The analysis is carried out from the perspective of the whole, i.e. from the point of view of the influence of factors on achieving the goal. At this stage, it is important to identify the weakest links in the system.

At the third stage Using various methods, a quantitative and qualitative analysis of the behavior of the system is performed, taking into account the interaction of various factors. In the process of analysis, decision options and their possible consequences are put forward and explored, the possible degree of achievement of goals is assessed, and additional factors that have emerged are studied. The analysis is carried out on all aspects of management - political, economic, social, technical, psychological, etc.

At the fourth stage When making a decision, a synthesis of the system under study is carried out: working options are combined and compared, results for each option are studied and compared with the goals set. If there are discrepancies, the possibilities of achieving goals are analyzed or the need for their revision is justified.

System analysis is iterative in nature, i.e. At each stage, it is possible to return to previous stages to make clarifications and further rework the options. Such requests may be made repeatedly.

Consideration of the stages of the systems analysis process provides only the most general idea about him. Detailing of this process is possible only when a specific decision is made.

In the system analysis of management problems, methods are used: decomposition, diagnostics, sensitivity analysis of solutions, aggregation of variables, heuristic and other methods.

System decomposition- this is the division of the system being studied into its constituent subsystems and elements, up to the primary elements, the further division of which, from the point of view of this problem, is inappropriate. This method is used at the second stage of system analysis to identify the relationship of its elements. When decomposing a system, it is necessary to take into account the property of integrity in order to avoid distorting the characteristics of a system whose parameters are not the sum of the parameters of its parts.

System diagnostics is to identify it weak links in order to concentrate attention on them and prevent a decrease in the efficiency of the system as a whole.

Sensitivity analysis of solutions to various factors is carried out in order to establish the degree of permissibility of changes in the system under which the decision made remains optimal. In this case, special techniques are used.

Aggregation of Variables into complex factors is used to synthesize the results of analysis performed in different ways. In this case, factors that are insignificant in terms of influence are excluded, and factors of a homogeneous direction are combined into complex ones, which makes it possible to reduce the amount of data and simplify the justification of the decision.

Heuristic methods are used to search for solutions to new problems, options for goals and criteria. Heuristics is a science that studies productive creative thinking. Heuristic methods are used when neither past experience nor conditions suggest a way to solve a problem and new approaches are required. The basis of these methods is heuristic reasoning, which must be plausible but not necessarily rigorous. At the preliminary stage, heuristic reasoning allows only to outline options for solving the problem, which are subsequently analyzed by more rigorous methods.

Heuristic methods allow you to find solutions with a minimum search of many of their possible options, thereby reducing the time for developing solutions compared to methods of blind search of options and others.

Analysis systems also use the modeling method, expert, statistical and other methods.

The essence of expert methods is that highly qualified specialists - experts with the necessary professional education, experience and professional intuition - are involved in making decisions (evaluating phenomena).

The most important task of the examination is to identify objective opinions of experts, not distorted by conformity and other influences.

To identify problems and develop management decisions, the survey method is often used in written and oral form (Fig. 3.1)

During the written survey, participants receive questionnaires, which they must fill out and return to their destination.

In-person examinations in the form of oral interviews provide for direct communication between experts and the persons carrying out the examination. A typical example here is an interview, i.e. a conversation between the interviewer and the expert, during which the expert answers the questions posed to him.

If the survey follows a strictly defined pattern, then we talk about a standardized interview. The standardized form is widely used in mass surveys. With free inquiry there is only one topic and purpose, and there is no specific scheme. In practice, free interviews are used, as a rule, during a preliminary study of a problem.

Personal interview is the most universal method of conducting a survey. It comes in two types – individual and group.

To develop solutions that do not require quantitative justification, in conditions where there are controversial issues or different points of view on solving a problem, it is recommended to conduct discussions. Discussion consists of experts freely expressing their opinions, accompanied by providing evidence in favor of their point of view and refuting other opinions.

The development of forms of discussion led to the emergence of a method of collective generation of ideas - also called the brainstorming method. It is used in a situation where it is necessary to find new ways to solve any industrial or scientific problem, identify new ideas, etc. The method is implemented in the form of an expert meeting, which is held according to certain rules, ensuring their joint creativity. As a rule, the method is implemented in two stages. At the first stage, ideas are developed, at the second stage, ideas are selected for implementation. Any idea, even the most absurd (at first glance), can be expressed. Any criticism of ideas is not allowed at meetings. On the contrary, they try to collect as many ideas as possible.

The final stage The application of expert methods is the processing of expert surveys in order to obtain generalized data and identify new information contained in them, on the basis of which decisions are made.

A decision * is made to resolve a problem. The problem resolution process consists of three stages (Fig. 4.3.)

Rice. 4.3 Stages of the problem solving process

Decision-making *. This stage includes five main stages (Fig. 4.4). The actual number of steps is determined by the nature of the problem.

Rice. 4.4. Stages of decision making

Diagnosis of the problem. At the first stage, the problem situation that needs or is desirable to be solved is identified and described. The diagnosis of the problem must be complete and correct. It is often difficult to fully identify a problem because all the many parts of an organization are interconnected and interdependent, and identifying the root cause and source of a problem may require extensive information collection and in-depth analysis. It is not without reason that they say that correctly identifying a problem means half solving it. As a result, diagnosing a problem often becomes a multi-step procedure with intermediate decisions being made. These steps could be:

· establishing symptoms of difficulties that have arisen or opportunities that have arisen (low profits, sales, productivity and quality, excessive costs, numerous conflicts * in the organization, high staff turnover, etc.). Identifying symptoms helps identify the problem in general view;

· determination of the novelty of the problem and the situation in which it arose. If the problem has already arisen previously in a similar situation, then it is necessary to evaluate the possibility of using previously adopted solutions. In the case of a fundamentally new problem situation, it is necessary to solve the decision-making problem anew, without using past solutions. In order to make it easier for managers to make decisions in repetitive problematic situations, it is advisable to create a library of precedents for decision-making problems, which would be integral part normative documentation of any level of management and would contain collective experience in solving problems;

· identifying the causes and sources of the problem. To do this, it is necessary to collect and analyze the required internal and external information. During the analysis process, the collected initial data must be filtered, discarding those that are not relevant and leaving only those that will be useful in making a decision;

· establishing possible connections between the problem under consideration and other known problems. Determining such relationships makes it possible to more clearly and deeply identify the cause-and-effect relationship of the occurrence of the problem being analyzed, makes it possible to classify interrelated problems (into major and minor, general and particular, urgent and non-urgent), and contributes to the development of a comprehensive solution;

· determining the degree of completeness and reliability of the information necessary for making a decision, and establishing the possibility of resolving the problem. In this case, it is necessary to determine, at least in general terms, what information is required (about the problem situation, resources, limitations, etc.), what is available and what needs to be obtained additionally. Already at the first stage of the decision-making process, it is necessary to at least approximately assess the possibility of solving the problem, since it makes no sense to develop a solution for a clearly intractable problem.

There are two situations in which problems arise: situation of new difficulties And situation of new opportunities. The situation * of new difficulties, as a rule, is associated with the occurrence of deviations from the planned trajectory of the object’s movement towards the set goal. It is characterized by the need for the correct formulation and formulation of the problem, the relevance of which is generally obvious. These may be scientific, production, technical and other problems. The situation of new opportunities is most typical for scientific and technological progress, since the achievements of science, technology and technology create fundamentally new opportunities for improving the organization of labor, production and management.

Formulation of restrictions and criteria for decision making. Before identifying possible ways to solve a problem, it is necessary to analyze the resources available to the organization that may be required to make and implement decisions (time, material, labor, etc.) and formulate appropriate restrictions. In addition, the cause of the problem and limitations may be forces outside the organization - such as laws and other regulations that the manager does not have the power to change. If such limitations are not identified, an unrealistic course of action may be chosen, exacerbating rather than solving the existing problem.

From a time point of view, it is necessary to take into account that almost all management decisions are made under time pressure, i.e. in business practice, less time is allocated to prepare decisions for making decisions than is necessary to fully use all knowledge or all information about the problem situation. This can reduce the quality of decisions made due to the inability to consider all alternative options and inefficient use of resources. Therefore, timely identification of problem situations plays an important role, leaving the maximum possible amount of time to prepare a solution. In some cases, possible losses from a decrease in the quality of a decision made in a timely manner under time pressure can be compensated by the additional effect of an earlier implementation of the decision.

It is more expedient to make management decisions at the initial stage of growing problems, since solving finally mature problems often turns out to be very labor-intensive, requiring significant resources. By analogy with medicine, problems are easier to prevent than to solve, and this requires a developed ability to anticipate (predict) the course of development of production and social processes.

Similar to coordinating temporary needs and capabilities, it is also necessary to analyze the needs for material and labor resources and the possibilities of providing them.

In addition to identifying limitations, the manager needs to determine decision-making criteria - the standards by which alternative choices will be evaluated. They act as guidelines for evaluating solutions. The criteria for evaluating decisions can be the degree of achievement of set goals, the possibility (probability) of full implementation of decisions, the costs of implementing decisions, the effect of implementing decisions, etc.

Identifying alternatives. At this stage, alternative solutions to the problem are identified and formulated. Ideally, it is desirable to identify all possible actions to eliminate the causes of the problem and thereby help the organization achieve its goals. However, in practice, a manager rarely has sufficient knowledge or time to formulate and evaluate each alternative. Moreover, consideration is very large number alternatives, even if they are all realistic, often overcomplicates and delays the process of solving the problem. Therefore, the manager typically limits the number of choices for serious consideration to just a few alternatives that seem most desirable. In this case, the experience and intuition of the manager play a big role.

In complex problem situations, especially new ones, it is advisable to involve experts to formulate alternative solutions and their subsequent evaluation. Developing and adopting a collective decision can be effective.

Evaluation of alternatives. At this stage, the identified alternative solutions to the problem are analyzed and assessed according to established criteria and taking into account previously defined limitations. Of course, when identifying possible alternatives, a certain preliminary assessment is carried out. Research has shown, however, that both the quantity and quality of alternative ideas are higher when the initial generation of ideas (solution options) is separated from their final evaluation. This means that only after you have compiled a list of all the ideas should you begin to evaluate each alternative. When evaluating decisions, the manager, with the help of experts, determines the advantages and disadvantages of each of them and the possible overall consequences. The implementation of any alternative is associated with some negative aspects, therefore, as already noted, almost all important management decisions contain a compromise.

Final choice of alternative. Based on the analysis of the problem and assessment of alternatives, a final version decisions - the alternative with the most favorable overall consequences.

In essence, decision making * is the choice of the best option of action from many possible ones, giving purposefulness to all activities, i.e. subordination to a specific goal or set of goals. This selection is made using established criteria and taking into account resource limitations. This may require additional information.

Experts may also be involved in selecting the final solution, or it may be carried out collectively, but responsibility for the decision made and the results of its implementation rests with the manager who has the authority to manage the division of the organization in which the problematic situation has arisen.

Implementation of the solution and evaluation of results. To solve a problem or capitalize on an opportunity, a solution must be implemented. Only after the decision has been implemented are its real value and quality revealed. The leader's task at this stage is organization of decision implementation, including drawing up a plan for implementing the solution, bringing this plan and the decision itself to the attention of the performers, and monitoring the implementation of work.

The process of making a management decision consists of successive stages, such as: the emergence of a problem, diagnosing the state of processes in the organization, developing a solution and monitoring the implementation of planned activities. All these stages are necessary steps towards effective management. Managers are required not only to know management theory, but also to master methods: analyzing information, organizing work in a group to make joint decisions with colleagues.

Methods for developing management decisions- these are ways and techniques of performing operations necessary in the process of their adoption. These include methods of analyzing, processing information, choosing options for action, etc.

Any organization, starting from the moment of its inception, faces a number of problems that can provoke a dangerous situation, accompanied by a sharp deterioration in performance indicators: liquidity, solvency, profitability, working capital turnover, financial stability. Market forms of management in conditions of fierce competition lead to the insolvency of individual business entities or their temporary insolvency. It is necessary to make a decision that can change the situation and improve the state of the organization.

Management theory has an established set of concepts, categories and methods for a comprehensive assessment of production and economic activities, and the effective organization of the decision-making process at all levels of management. System analysis makes it possible to identify the feasibility of creating or improving an organization, determine what class of complexity it belongs to, and identify the most effective methods of scientific organization of labor. In order to identify the reasons for the deterioration of the organization's performance parameters, problems are diagnosed.

Management diagnostics- this is a set of methods aimed at identifying problems, weak “bottlenecks” in the management system, which are the causes of the unfavorable state of processes in the organization. Diagnostics can be understood as an assessment of the company’s activities from the point of view of obtaining an overall management effect and determining deviations of existing system parameters from the initially specified ones, assessing the functioning of the organization in a mobile, changing external environment.

Management decisions must be developed by managers at the scientific level of management, using the entire complex of methods of analysis, diagnostics, planning, modeling and forecasting. An effective manager is a competent specialist who knows how to make decisions in a timely manner, direct and motivate staff to implement them, plan the resource base, implement effective behavioral models, and choose an adequate leadership style.

Management decisions

Considering organization to be a management tool, many sociologists and management theory specialists, starting with M. Weber, directly link its activities primarily with the preparation and implementation of management decisions. Management efficiency is largely determined by the quality of such decisions. The interest of sociologists in this problem is due to the fact that the decisions record the entire set of relationships that arise in the process of labor activity and organization management. Goals, interests, connections and norms are refracted through them. Characterizing the full cycle of management activities, consisting of goal setting, planning, organization, coordination, control and adjustment of goals, it is easy to notice that it is ultimately presented in the form of two management elements: preparation and implementation of management decisions. This is why decisions are a central element of management and organization.

In the sociological literature, there are various points of view on what decisions made by a person in an organization are considered managerial. Some experts classify as such, for example, the decision to hire a person, the decision to quit, etc. The point of view seems justified, according to which only those decisions that affect relations in the organization should be classified as managerial.

Management decisions, therefore, are always associated with changes in the organization; they are usually initiated by an official or relevant body who bears full responsibility for the consequences of controlled or implemented decisions. The boundaries of competence within which he makes decisions are clearly defined in the requirements of the formal structure. However, the number of persons involved in preparing the decision is significantly greater than the number of persons in power.

The preparation of management decisions in modern organizations is often separated from the function of making them and involves the work of a whole team of specialists. In the “classical” management theory, it is, as a rule, a function of headquarters services.

The process of implementing a decision is associated with the implementation of a special plan, which is a set of activities aimed at achieving goals and deadlines for their implementation. The development of such a plan is the prerogative of the relevant services in the management apparatus. However, today those who will implement it, that is, the direct executors, are involved in its development.

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

The problem of the rationality of decisions made has acquired no less importance in the theory of organizations. If the first theorists of the sociology of management considered the preparation of a decision as a completely rational process, then starting from the mid-50s. An approach has become widespread, according to which this process is considered limitedly rational, because it is determined by sociocultural and human factors. Increasingly, the role of the manager’s intuition is being noted when preparing decisions.

The necessary organizational prerequisites for implementing a decision are created already in the process of its preparation and adoption. The decision itself already determines who, what, when, where, how and for what purpose should do it. At the same time, the process of organizing the implementation of decisions made has its own characteristics and requires special implementation methods.

This process includes the following steps:

drawing up an organizational plan;

bringing the decision to the executors;

monitoring the progress of the decision;

making adjustments.

Drawing up an organizational work plan for the implementation of the decision made is the first and particularly important stage in the process of implementing the decision. It must clearly define who, with what forces, what part of the work and in what period of time performs it. Often, for greater clarity, it is advisable to leave a schedule for implementing the solution. The schedule identifies the main stages of the solution implementation process, the timing of their implementation and the responsible executors. To perform each stage of each group of work, the required number of performers of the relevant specialties is selected, taking into account their qualifications and experience.

The finished organizational plan is communicated to the performers. At this stage, explanatory work is always necessary. As a rule, an employee who has a good understanding of the task, the significance of the decision made, as well as the consequences, always performs the work assigned to him with great attention and responsibility. At this stage, it is necessary to ensure effective labor incentives. This can be material incentives, or providing employees with the opportunity to take initiative, develop appropriate work plans, assign performers to areas, etc.

It often happens that in order to implement a decision, it is necessary to train employees in new methods and techniques of work. Then, simultaneously with explanatory work, instructional and methodological work should be carried out. Important place Also involved in coordinating the activities of performers, creating an atmosphere of cooperation and mutual assistance in the team.

With the beginning of the implementation of the adopted management decision, control over the progress of its implementation begins. However, any control is impossible without accurate detailed accounting of the work to implement the solution. In this case, various types of accounting are used: statistical, accounting and operational.

1.3. Types of management decisions: criteria, advantages and disadvantages

In the practice of organizations, a huge number of decisions are made every day. There was a breakdown of office equipment. The head of the department makes a decision on repairs. Staff turnover has increased. The head of the personnel development department decides to introduce a new employee support system, including a social package and a flexible bonus system. A new competitor has appeared and the head of the marketing service is forced to adjust the pricing policy. There are many such examples. In management theory, there are several types of decisions.

1) Typology according to the degree of participation of managers different levels and specialists:

Collegiate

Collective

Individual

Collegial decision is a decision made by a group of managers and specialists.

As a rule, decisions are made by the head of the organization in agreement with leading top managers and specialists, collectively. This happens in most companies. The manager delegates parallel powers or uses the method of mandatory approval, which is stated in administrative documents as “agreed”. With mandatory approvals, responsibility for making significant decisions rests partly with the managers who assume such authority. Parallel powers increase the responsibility and rights of managers, and the decision becomes collective. For example, many companies use concurrent authorities to control financial expenditures, and large purchases require two or three executive signatures.

Collective decisions are usually made at business meetings and during the work of commissions by leading managers and specialists. At such meetings there is already a known balance of power, which significantly influences the management result, the decision. Thus, the balance of power may be such that one or two managers may have priority in making a decision, although formally the decision is made collectively. This is the disadvantage of collegial decisions. Therefore, managers turn to experts who can help them make important decisions. Such decisions are made if a group of specialists is involved: external auditors or employees of the organization’s headquarters services. For example, to resolve a controversial issue, a manager can involve a legal service, and to develop a strategic plan, use the services of a group of analysts. An expert commission may be formed with the involvement of external experts in the field of quality or financial audit.

Modern management theory offers methods and techniques that a manager can use to optimize the work of a small group and increase the effectiveness of decisions made.

Collective (democratic) decisions- these are decisions made by the majority of employees of the organization, jointly by the work collective or small group. Unlike collegial ones, democratic decisions are a clear expression of the will of the majority of members of the work collective, small or large. Such decisions are made through secret voting, using expert assessment methods, for example, nominal group technique, Japanese ring techniques. Usage similar methods possible with a high level of staff motivation, the use of a democratic leadership style, and a developed and transparent corporate culture.

Collective decisions are also made when significant problems and issues that affect the entire staff are raised. For example, the election of a manager through a competition, the introduction of a new remuneration system, etc.

Individual management solutions These are decisions that are made by the manager alone. Small business organizations have a small number of management levels, high degree risk of loss of competitive status. Such an organization is led by an entrepreneur who bears full responsibility for its further functioning in unstable market conditions. An entrepreneur is afraid to delegate authority on financial and other significant issues to his subordinates and makes decisions alone. The positive aspect of an individual solution is its creative, extraordinary nature.