Making management decisions in the modern world

Vetluzhskih Tatyana Dmitrievna

Student, Institute of Economics and Management,

Belgorod State National Research University, Belgorod, Russia

E-mail: [e-mail]

Scientific advisor:

Eschenko Irina Olegovna

PhD in Philology, Associate Professor of the Department of

Foreign Languages and Professional Communication,

Belgorod State National Research University, Belgorod, Russia

E-mail: [e-mail]

The article reveals the importance of management decisions for each organization, analyzes the objective laws of functioning of a control-based system, as well as the sources for using informal methods. The main advantage of the Delphi method is considered. Three large stages of the process of making managerial decisions are analyzed.

Keywords: management decisions, adoption process, the Delphi method, internal component.

A managerial decision is any creative action of a manager based on the knowledge and understanding of the objective laws of functioning of a controlled system and analysis of information about its activities, consisting in choosing a goal, program and methods of the team's activities to resolve an existing problem or to change a goal.

The external component of the organization can affect the organization directly or indirectly, and this impact is dynamic and uncertain, which seriously complicates decision-making; the internal component includes various resources, the organizational structure of the organization's management and communication. It is more or less manageable compared to the external one.

Managerial decision making has been viewed as a rational process, i.e. a certain number of steps and stages through which the manager must go sequentially from the first stage to the last, in order to eliminate the problem. However, in real conditions, everything does not happen quite like that, because there are some limitations of the "real world" that prevent the use of a rational model in the process of making management decisions. These include:

Lack of awareness of the manager in the existence of the problem, due to their overload, or if the problem is well hidden; very often time constraints force us to make less effective decisions; sometimes there is the inaccessibility of all information about the problem for various reasons.

Nevertheless, the general mechanisms of decision-making in real life remain.

The process of making managerial decisions includes three large stages, which, in turn, also have some sub-points:

1) Preparation. At this stage, the problem is detected and analyzed; decision goals are formed; absolutely all information related to the existing problem is analyzed; alternatives to achieve the goal are developed; and finally, acceptable alternatives are chosen and the best one is chosen;

2) Acceptance. The second stage is a pilot assessment of alternatives; the only solution is chosen; then the decision is agreed with the performers; the decision is finally approved;

3) Implementation. At the final stage, the implementation of the decision is organized; work is provided to implement the decision; the decision is carried out.

Nowadays, at the stage of development of management as an economic science, the entire methodology for making managerial decisions can be subdivided into a number of methods. Three main classifications can be attributed to this kind of classifications, the whole essence of which boils down to the following.

1) Methods based on the intuition of a manager, which is due to the presence of acquired skills and sufficient knowledge in a certain area of activity, which helps to choose and make an economically profitable and effective decision.

2) Methods based on the concept of "common sense", when a manager, making decisions, substantiates them with evidence, the content of which is based on his accumulated practical experience.

3) Methods based on a scientific-practical approach, involving the choice of optimal solutions based on processing a large amount of information, and helping to justify decisions.

There are also three groups of methods for making management decisions:

– informal methods (also called heuristic methods);

– collective methods;

– quantitative methods.

Sources for using informal methods:

1) Verbal (oral) information. Sources include radio and television broadcasts, consumers, suppliers and competitors of the organization, meetings.

2) Written information. Sources are newspapers and magazines, newsletters, professional magazines, annual reports.

Brainstorming is the most common method of collective decision making. With this method, new ideas are jointly generated and subsequent decisions are made. It is used in cases where there is a minimum of information about the problem being solved and a short time frame for its solution is set.

Also, the Delphi method has proven its effectiveness in practice. The main advantage of the Delphi method is that it takes into account the opinion of all persons who are related to the issue in question, and this method is also very convenient to use.

Currently, it has already been proven that the efficiency of the activities of enterprises and organizations and the possibility of competitiveness of the company's products on the market directly depend on the quality of the decisions made by the manager. Therefore, knowledge and understanding of the processes and methods of making management decisions become an integral part and one of the main aspects of improving the professionalism of managers, managers of all ranks and levels of management.

References

    1. Batourina, E. V. (2020). Motivatsiya kadrovogo innovatsionnogo povedeniya [Motivation of personnel innovation behavior] // Public administration. Electronic bulletin. – no.81. – Pp. 4-6. (In Russian)

2. Webber, R. A. (1979). Management: Basic Elements of managing Organizations. – Homewod, Illinois: Richard D. Irwin, Inc. – Pp. 134-136.

3. Williamson, A. D. (1993). Field Guide to Business Terms: A Glossary of Essential Tools and Concepts for Today's Manager. – Boston: Harvard Business School Press. – 277 p.