Methods for assessing and making commercial decisions. Technology for making entrepreneurial decisions Preparation for adoption and implementation of commercial decisions

Management decisions: the essence of the requirement and the development mechanism. The manager implements his management activities through decisions. Achieving the research goal required solving the following problems: theoretical justification of economic methods of decision-making in the entrepreneurship system; structuring and internal management examination based on analysis of external and internal environment the enterprise under study; analysis of the use of information on economic results...

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	The decision-making process is a cyclic sequence of actions of a management subject aimed at resolving the problems of the organization and consisting in analyzing the situation, generating alternatives, making a decision and organizing its implementation.

Commercial Solution Methodology represents a logical organization of activities to develop a commercial solution, including the formulation of management goals, the choice of methods for developing solutions, criteria for evaluating options, and drawing up logical diagrams for performing operations.

Methods for developing management decisions include methods and techniques for performing operations necessary in the development of commercial solutions. These include methods of analyzing, processing information, choosing options for action, etc.

Organization of development of a commercial solution involves streamlining the activities of individual departments and individual employees in the process of developing a solution. Organization is carried out through regulations, standards, organizational requirements, instructions, and responsibilities.

Technology for developing a commercial solution- a variant of the sequence of operations for developing a solution, selected according to the criteria of the rationality of their implementation, the use of special equipment, personnel qualifications, and specific conditions for performing the work.

Quality of commercial solution - a set of properties that a commercial solution has that meet, to one degree or another, the needs of successfully resolving a problem.

Object of making a commercial decision - multifaceted activities of an enterprise, regardless of its form of ownership. In particular, the object of decision making is the following types activities:

· technical development;

· organization of main and auxiliary production;

· marketing activities;

· economic and financial development;

· organization wages and bonuses;

· social development;

· management;

· accounting activities;

· staffing;

· other types of activities.

The correctness and effectiveness of the decision made is largely determined by the quality of economic, organizational, social and other types of information. Conventionally, all types of information that are used when making a decision can be divided into:

· for incoming and outgoing;

· processed and unprocessed;

· text and graphic;

· constant and variable;

· normative, analytical, statistical;

· primary and secondary;

· directive, distributive, reporting.

The value of the information obtained depends on the accuracy of the task, since a correctly posed task predetermines the need for specific information to make a decision.

Decision making is inherent in any type of activity, and the performance of one person, a group of people or the entire people of a certain state may depend on it. From an economic and managerial point of view, decision making should be considered as a factor in increasing production efficiency. Production efficiency, of course, in each specific case depends on the quality of the decision made.

All decisions made in any field of activity can be conditionally classified and divided into decisions: according to the strategy of the enterprise; arrived; sales; issues affecting the formation of profits.

Making a decision, as a rule, involves choosing a direction of action, and if the decision is made easily, without special consideration of alternatives, then it is difficult to make a good decision.

Decision making is preceded by several stages:

· the emergence of problems on which decisions need to be made;

· selection of criteria by which the decision will be made;

· development and formulation of alternatives;

· selection of the optimal alternative from their sets;

· approval (making) of a decision;

· organization of work to implement the solution - feedback

The criteria for assessing the capabilities of the organizational management structure include:

1. Determining the degree of ability of the applied organizational management structure to ensure the receipt of a rate of profit.

2. The extent to which the existing management structure is able to create conditions for increasing profit margins

3. The degree of ability to quickly respond to changes in demand and take action accordingly.

4. The degree of ability of the organizational management structure to ensure an increase in labor productivity through detailed specialization of social labor and production.

5. Degree of system efficiency production control given organizational structure management.

The object for problems to arise can be the final indicators of the enterprise’s commercial activities. For example, as a result of the enterprise’s activities, the indicators of the final results of work began to sharply deteriorate (increased production costs, decreased growth in labor productivity and its quality, profit and profitability); and also conflict situations and high staff turnover arose.

There are a great variety of decision-making methods, for example, systemic, analytical, sequential comparisons, pairwise comparisons, statistical, expert, etc. Let's look at some of them.

Systems approach.

These days, the word "systemic" is widely used in a wide variety of combinations. In engineering systems they talk about systems engineering, systems analysis, system project management, systems engineering organizations, etc. It is obvious that the origin of the word "systemic" is largely related to the ideas general theory systems and cybernetics.

The main concepts usually used in the systems approach are system, process, input, output, feedback, and limitations. These concepts apply to systems themselves of different nature. In the processes of selecting a project for a unique object, developing a plan, etc. you can also identify the corresponding systems (and subsystems within them), understand their connection with other systems, determine the input (input information), output (decision), feedbacks(solution analysis) and limitations (resource, labor, etc.). As a result, systems are identified that solve specific problems.

What is usually understood by the words “systems approach”? To answer this question, let us consider the available recommendations for a “systemic” solution to problems of various nature.

In accordance with the systems engineering approach, the following stages of solving the problem are distinguished:

· understanding the task and choosing a goal;

· listing or inventing alternatives;

· analysis of alternatives;

· choosing the best solution;

· presentation of results.

The systems analysis and operations research approach typically identifies five logical elements:

· highlight a goal or set of goals;

· highlight alternative means of achieving goals;

· identify resources for using each system;

· build a mathematical (in the operations research approach) or logical (which happens more often in the systems analysis approach) model, i.e. a number of dependencies between goals, alternative means of achieving them, environment and resources;

· determine the criterion for selecting the preferred alternative.

In the process of forming decisions in an organization using a systematic approach, the following stages can be distinguished:

· defining the goals of the organization;

· identifying problems in the process of achieving these goals;

· researching problems and making a diagnosis;

· search for a solution to the problem;

· evaluation of all alternatives and selection of the best one;

· coordination of decisions in the organization;

· approval of decisions;

· preparation for putting decisions into effect;

· management of solution application;

· effectiveness check.

Figure 1 reflects the general definition of a clear sequence of actions, taking into account goals and means, identifying and consistently considering alternative options for solving problems, and striving for a rational choice between them.

Rice. 3. RUR process based on a systematic approach

So, a systematic approach to solving problems of various nature from a utilitarian point of view is associated with isolating the system from external environment and defining a set of sequential, logical steps to consider the problem. Let us call these features the general scheme of the systems approach.

How do system approaches designed to solve different problems differ? First of all, by methods of analytical comparison of alternatives. For example, in systems engineering, standard methods for calculating various classes are used technical systems(electronic circuits, automatic control systems, etc.). When using the operations research approach, there is a whole class of methods: mathematical programming, probabilistic, network planning, etc. The systems analysis approach primarily uses the cost-effectiveness method.

There are examples where the general framework of a systems approach is used to solve complex problems without special methods for analytically comparing alternatives. Lately The general scheme of the systems approach is very popular. It is difficult to find a problem in solving which it would not be recommended to use a systematic approach.

When faced with complex human problems, the apparent universality of the sequence of stages also collapses. Identifying goals and defining problems depends on the overall idea of the solution, i.e. from choosing one of the alternatives. We can successively expand the range of problems under consideration until, based on knowledge of our aspirations, capabilities and resources, we have a hunch to pose the entire problem in the most rational way.

On the one hand, the pragmatic possibilities of the general scheme (list of stages) of the systems approach are quite modest. On the other hand, the educational value of the ideas of the systems approach seems to be very valuable. When forming thinking, it may turn out to be useful ideas a consistent, step-by-step approach to solving complex problems.

Analytical methods

These methods are based on the work of a manager or specialist with a set of analytical dependencies. They determine the relationship between the conditions for completing a task and its results in the form of formulas, graphs, and logical relationships, for example, “The slower you go, the further you will go.” “You drive more slowly” is a condition, and “you will drive further” is the result. In the activities of organizations there are many typical dependencies that are objective in nature: dependencies between supply and demand, life cycle production on time, labor productivity on personnel qualifications, management style on the nature of the company’s activities, quality of management on the completeness and value of information, etc. Each manager has a certain set of such dependencies, developed intuitively over a number of years or obtained as a result of training. Many effective dependencies remain unknown to a number of managers. Sometimes you have to find effective dependencies through trial and error, wasting resources unnecessarily. A large set of valuable dependencies are usually declared confidential information of a particular organization. In the age of universal informatization, the sale of new developments in the field of RUR is gradually becoming part of business.

In Fig.4. The nature of the graphical dependence of labor productivity growth on material incentives for workers is given.

100% Labor productivity

Financial incentives

Fig.4 Graphical dependence of labor productivity growth.

The growth in labor productivity is explained by an increase in the degree of satisfaction of the basic needs of the employee. The size of the growth area strongly depends on the number of satisfied needs and interests from both material and moral incentives. The stabilization area is determined by the employee reaching the physical load limit. The area of decline is explained by a decrease in the quality of work in pursuit of increased material incentives.

These methods are based on: probability theory, Markov process theory, and queuing theory.

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Cpossession

Introduction

1. Business Decision Development Concept

1.1 Theoretical foundations for the development and adoption of commercial decisions

1.2 Methodology for making commercial decisions

1.3 Research program

2. Analysis and assessment of commercial decision-making at the enterprise store “Leader-M”

2.1 Organizational legal characteristics LLC "Prodtorg-98"

2.2 Analysis of the organizational environment of Prodtorg-98 LLC using the example of the Leader-M store

2.3 Business decision analysis

3. Development of a commercial solution

3.1 A set of measures to improve the commercial decision-making process of Prodtorg-98 LLC using the example of the Leader-M store

3.2 Implementation plan and assessment of the effectiveness of the decision taken

Conclusion

Bibliography

Application

Introduction

Development of management decisions is one of the most important management processes. The success of the business largely depends on its effectiveness.

An integral part of almost any existing enterprise is its commercial activity.

In many ways, the results of commercial activities of enterprises depend on the management decisions made. Thus, management decisions are often commercial.

The subject of this study course work is the development and adoption of commercial decisions. The object of this course work is Prodtorg-98 LLC using the example of the Leader-M store. The purpose of the study is to assess and analyze the current environment, identify problems and goals, develop ways to improve the commercial activities of the store and their implementation. The subject of the defense is the topic of the course work: development and adoption of commercial decisions. The objectives of the study are:

Analysis of the commercial activities of the enterprise;

Methods used by this enterprise in developing commercial solutions;

Analysis of the enterprise problem;

The relevance of the topic lies in the fact that any enterprise daily has to develop and make commercial decisions that involve improvement, and sometimes the introduction of a certain innovation, which will lead to improved performance of the enterprise.

The first part of this work examines the concept of business decision development, including the theoretical foundations for the development and adoption of business decisions, the methodology for making business decisions and the research agenda. The practical part of the course work consists of analyzing and assessing commercial decision-making by the enterprise Prodtorg-98 LLC using the example of the Leader-M store and consists of three points: organizational and legal characteristics of Prodtorg-98 LLC, analysis of the organizational environment of Prodtorg LLC -98" using the example of the Leader-M store and analysis of commercial decision-making. The third part of the course work examines ways to improve the activities of the Leader-M store in the field of making and implementing commercial decisions.

commercial solution

1. Concept of acceptancecommercialsolutions

1.1 Theoretical basis for development and adoptioncommercialsolutions

A decision is the result of a person’s mental activity, leading to some or necessary actions.

A management decision is the result of analysis, forecasting, optimization, economic justification and choosing an alternative from a variety of options for achieving a specific management system goal. 1 1 Fatkhutdinov R. A. Management decisions: Textbook. 4th ed., revised. And additional - M.: INFRA-M. - 2001 - 283 p.

The development of management decisions is an important process that connects the main functions of management: planning, organization, control. The control function is called special kind management activities through which the subject influences the object. Management functions reflect the content of the management process, the type of management activity, and the set of responsibilities of the management subsystem. It is the decisions made by the leaders of any organization that determine not only the effectiveness of its activities, but also the possibility sustainable development, survival in a rapidly changing world.

Figure 1. - The essence of a management decision

The process of commercial activity represents the preparation and implementation of commercial changes and consists of interconnected phases that form a single whole, a complex whole.

The decision as a process is characterized by the fact that it occurs over time and is carried out in several stages. In this regard, it is appropriate to talk here about the stages of preparation, adoption and implementation of decisions. The decision-making stage can be interpreted as a choice made by an individual or group decision-maker using certain rules. A decision, as a result of a choice, is a prescription for action (work plan, project option, etc.).

Commercial decisions are directly related to management activities and therefore must meet the following requirements: timeliness; compliance with applicable laws and regulations; simplicity of presentation; targeting and clarity of content; organizing character.

The timeliness of management decisions is especially important for trading enterprises, where greater efficiency in the delivery of goods is required. A late or premature decision reduces its effectiveness, and in some cases leads to additional losses.

All management decisions must be made by managers within the limits of the rights granted to them and on the basis of applicable laws or regulations. Decisions that do not comply with current laws and other regulations are considered invalid, and ignorance of the laws does not relieve the manager from responsibility.

Simplicity of presentation, targeting and clarity of content, management decisions give it a business character and exclude different interpretation implementers of the stated provisions.

Managerial decisions are also of an organizing nature. In them, along with solving economic issues, the responsibility of the performers is established, the role and place of each of them in achieving the goal is determined.

Problems arising in the process of preparing, making and implementing commercial decisions:

Lack of a clear system for monitoring the implementation of decisions.

Lack and unreliability of information necessary for decision-making at different levels of management.

Weak interest and low responsibility of performers.

Plans in terms of volumes, deadlines and resources are not balanced.

Insufficient use of new equipment and technologies in the activities of the enterprise.

Appointment to leadership positions non-professionals.

Ignoring systems analysts.

Lack of proven procedures for making and implementing management decisions.

An imbalance between tasks is allowed.

Expert preparation of problematic issues is poorly practiced.

Transparency in the process of preparing decisions is poorly developed.

Long periods of time for transmitting information of all types.

Leaders don't have enough knowledge modern methods management.

Directive leadership from the top does not take into account local capabilities.

Data from a sociological survey of the enterprise are not used.

A large number of changes in environmental factors are not present.

The organizational structure of management reacts poorly to the emergence of new problems.

Lack of assessments of the effectiveness of management functions.

Overload of the management apparatus with the execution of minor functions.

Insufficient reporting data and document flow control.

Imperfection of the labor incentive system.

Lack of coordination of departmental functions based on final results.

Insufficient participation labor collective in the process of developing a management decision.

The essence of the management process is in solving problems - large and small, complex and simple, important and minor. The decision itself is considered as a volitional influence of the subject of management on the object, aimed at achieving worthwhile goals.

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Figure 2 - Classification of management decisions

For managers of trading enterprises, the classification of decisions, which facilitates their systematization and control of implementation, is essential.

Problems of commercial activity can be classified according to a number of criteria:

Technical,

Economic,

Social.

by method of acceptance:

Selective,

Systematic.

The former usually concern one or several related aspects of the problem under consideration, while the latter cover it as a whole in all its diversity and interconnections.

by scale of action:

Special or private.

General decisions affect trade and economic activities (on the rationalization of the trading network, the transition to new technology trade, etc.), and private, cover only a department or store (about violation of trade rules, about changing the store’s operating hours, etc..).

depending on the duration of the implementation period:

Medium term,

Short term.

Medium-term - these are ongoing decisions that are implemented over a period of more than one year. Short-term solutions are implemented over a short period - up to a year.

taking into account the degree of impact:

Strategic,

Tactical.

Strategic ones determine the main paths of development of the organization, and tactical ones determine specific ways of moving along them.

object of influence:

External,

Internal.

External decisions affect relationships with other organizations and enterprises (wholesale trading enterprises, construction organizations etc.), these are various letters of request, memos, certificates, acts, etc.. Internal decisions relate to various aspects of the activities of the trading enterprise itself. Decisions on the object of impact may concern many stores or individual ones (about the preparation of stores for work in winter, about the condition trade service in a store, etc.).

according to the degree of awareness, decisions can be made in the following conditions:

Complete certainty (all factors are known),

Incomplete certainty (only part of the information is known),

Complete uncertainty (when the indicators of the future development of the system are not known).

by management functions:

Organizational,

Coordinating,

Regulatory,

Activating,

Controlling.

depending on the number of participants:

Sole proprietors,

Collegiate:

a) advisory,

b) joint,

c) parliamentary.

Sole persons are accepted by one person. An advisory decision assumes that the person who finally makes it consults with those around him - subordinates, experts, and then, taking into account the recommendations made, makes his own choice. A joint decision is made as a result of mutual agreement of all participants on the basis of consensus, and a parliamentary decision is based on the fact that the majority of those involved in it express their agreement with it.

according to the degree of obligation:

Orienting.

From these images we can conclude that:

A commercial solution is a purposeful change in the situation, solving problems, leading to improved business results.

1.2 Methodology for making commercial decisions

Quality of commercial solution - a set of properties that a commercial solution has that meet, to one degree or another, the needs of successfully resolving a problem.

technical development;

organization of main and auxiliary production;

marketing activities;

economic and financial development;

organization of wages and bonuses;

social development;

control;

accounting activities;

staffing;

other types of activities.

The correctness and effectiveness of the decision made is largely determined by the quality of economic, organizational, social and other types of information. Conventionally, all types of information that are used when making a decision can be divided into:

for incoming and outgoing;

processed and unprocessed;

text and graphic;

constant and variable;

normative, analytical, statistical;

primary and secondary;

directive, distributive, reporting.

The value of the information obtained depends on the accuracy of the task, since a correctly posed task predetermines the need for specific information to make a decision.

Making a decision, as a rule, involves choosing a direction of action, and if the decision is made easily, without special consideration of alternatives, then it is difficult to make a good decision.

Decision making is preceded by several stages:

the emergence of problems on which decisions need to be made;

selection of criteria by which the decision will be made;

development and formulation of alternatives;

selection of the optimal alternative from their sets;

approval (making) of a decision;

organization of work to implement the solution - feedback

To the criteria to assess the capabilities of the organizational management structure can be attributed:

Determining the degree of ability of the applied organizational management structure to ensure the receipt of a rate of profit.

The extent to which the existing management structure is able to create conditions for increasing profit margins

The degree of ability to quickly respond to changes in demand and take action accordingly.

The degree of ability of the organizational management structure to ensure an increase in labor productivity through detailed specialization of social labor and production.

The degree of effectiveness of the production control system under a given organizational management structure.

There are a great variety of decision-making methods, for example, systemic, analytical, sequential comparisons, pairwise comparisons, statistical, expert, etc. Let's look at some of them.

System podkh od.

These days, the word "systemic" is widely used in a wide variety of combinations. In engineering systems they talk about systems engineering, systems analysis, systems project management, system design of organizations, etc. are known. It is obvious that the origin of the word “systemic” is largely connected with the ideas of general systems theory and cybernetics.

The main concepts usually used in the systems approach are system, process, input, output, feedback, and limitations. These concepts apply to systems of a wide variety of natures. In the processes of selecting a project for a unique object, developing a plan, etc. You can also identify the corresponding systems (and subsystems within them), understand their connection with other systems, determine the input (input information), output (decision), feedback (decision analysis) and limitations (resource, labor, etc.) . As a result, systems are identified that solve specific problems.

What is usually understood by the words “systems approach”? To answer this question, let us consider the available recommendations for a “systemic” solution to problems of various nature.

In accordance with the systems engineering approach, the following stages of solving the problem are distinguished:

clarifying the task and choosing a goal;

listing or inventing alternatives;

analysis of alternatives;

choosing the best solution;

presentation of results.

The systems analysis and operations research approach typically identifies five logical elements:

highlight a goal or set of goals;

highlight alternative means of achieving goals;

determine the resources to use each system;

build a mathematical (in the operations research approach) or logical (which happens more often in the systems analysis approach) model, i.e. a series of dependencies between goals, alternative means of achieving them, the environment and resources;

determine the criterion for selecting the preferred alternative.

In the process of forming decisions in an organization using a systematic approach, the following stages can be distinguished:

defining the goals of the organization;

identifying problems in achieving these goals;

researching problems and making a diagnosis;

finding a solution to the problem;

evaluating all alternatives and choosing the best one;

coordination of decisions in the organization;

approval of decisions;

preparation for putting decisions into effect;

management of solution application;

effectiveness check.

Figure 1 reflects the general definition of a clear sequence of actions, taking into account goals and means, identifying and consistently considering alternative options for solving problems, and striving for a rational choice between them.

Rice. 3. RUR process based on a systematic approach

So, a systematic approach to solving problems of various types from a utilitarian point of view is associated with isolating the system from the external environment and determining a set of consistent, logical steps to consider the problem. Let us call these features the general scheme of the systems approach.

How do system approaches designed to solve different problems differ? First of all, by methods of analytical comparison of alternatives. For example, in systems engineering, standard methods for calculating various classes of technical systems (electronic circuits, automatic control systems, etc.) are used. When using the operations research approach, there is a whole class of methods: mathematical programming, probabilistic, network planning, etc. The systems analysis approach primarily uses the cost-effectiveness method.

There are examples where the general framework of a systems approach is used to solve complex problems without special methods for analytically comparing alternatives. Recently, the general scheme of the systems approach has been very popular. It is difficult to find a problem in solving which it would not be recommended to use a systematic approach.

On the one hand, the pragmatic possibilities of the general scheme (list of stages) of the systems approach are quite modest. On the other hand, the educational value of the ideas of the systems approach seems to be very valuable. Ideas of a consistent, step-by-step approach to solving complex problems can be helpful in shaping your thinking.

Analytical methods

These methods are based on the work of a manager or specialist with a set of analytical dependencies. They determine the relationship between the conditions for completing a task and its results in the form of formulas, graphs, logical relationships, for example, “The slower you go, the further you will go.” “You drive more slowly” is a condition, and “you will drive further” is the result. In the activities of organizations, there are many typical dependencies that are objective in nature: dependencies between supply and demand, product life cycle on time, labor productivity on personnel qualifications, management style on the nature of the company’s activities, quality of management on the completeness and value of information, etc. Each manager has a certain set of such dependencies, developed intuitively over a number of years or obtained as a result of training. Many effective dependencies remain unknown to a number of managers. Sometimes you have to find effective dependencies through trial and error, wasting resources unnecessarily. A large set of valuable dependencies are usually declared confidential information of a particular organization. In the age of universal informatization, the sale of new developments in the field of RUR is gradually becoming part of business.

In Fig.4. The nature of the graphical dependence of labor productivity growth on material incentives for workers is given.

100% Labor productivity

Financial incentives

Fig.4 Graphical dependence of labor productivity growth.

These methods are based on: probability theory, Markov process theory, and queuing theory.

Method of sequential comparisons (sorting)

The method includes the following operations:

1. A list of characteristics of solutions is compiled.

2. The list is written in a table in descending order of importance.

3. For each feature, the assessment of the implementation of each feature for all solutions is recorded in the table - the maximum score is 5 (see example in Table 1.).

4. For each column, the sum of the products of the assessment and the corresponding coefficient of significance of the attribute is found. 5. The obtained values are sorted by the maximum value of the sum and the preferred solution is determined. According to the example, the preferred option is solution No. 2 with a total of 14.1 points.

Table 1. Feature ratings for each solution

№p/P	Sign	Implementation assessment
	Name	Significance factor	Solution No.

	Implementation time
	Financial expenses
	Increased sales volume
	Amount of additional profit
	Product quality
Sum

Paired comparison method (paired sort)

The method is implemented by paired comparisons of the characteristics of each SD and further statistical processing of the SD (Fig. 5). In the diagram UR1 - UR5 are options for UR, compared according to the set of their characteristics.

Final choice

To carry out pairwise comparisons according to the above scheme, the URs are written in a row in any order. Then the experts compare the first two UR, the best of them is compared with the third UR, etc. As a result of pairwise comparisons, one best SD is selected.

Typical type of scenario. The scenario method is a set of forecasts for each decision under consideration, its implementation, as well as possible positive and negative consequences. Scenarios for each decision are usually recorded on paper, in computer memory, or on magnetic tape. They resemble literary scripts with a prologue, main part and epilogue.

The scripts of all performances also essentially present forecasts for solutions to unusual or classic life problems, with the audience playing the role of arbiters. Performances with poor choices are failures and are usually not saved by talented actors.

Scenario for UR. When developing, selecting or implementing SD, the scenario method is performed as follows (Fig. 6):

* the head of the department is detailed description tasks: goals, existing situation and problem;

* one of the experienced workers is assigned to develop options for solving the problem;

* a specialist who also has literary abilities is given the task of drawing up a scenario for the possible passage of the solution and the expected results, as well as the reactions of interested specialists to these results; I

* the text of the script is sent to all employees who at different stages must take part in the development and implementation of the solution;

* a meeting is convened to discuss the scenario. There are three possible outcomes of the discussion:

full approval of the scenario and approval of the technology for developing and implementing the solution, making adjustments to it, approval of the technology for developing and implementing the solution, obvious disagreement and reworking the scenario;

drawing up the final script for entry into the company database.

The structure of the scenario consists of a content part and quantitative parameters. It is recommended that the content include:

* history of development of the management object;

* the situation that led to the need for RUR, and historical parallels in solving similar problems;

* goal arising from the initiating situation;

* actors external and internal to the organization's environment;

* psychological conflict between participants in the internal and external environment;

* a list of technical and social problems based on the goal;

* solutions for each problem;

* possible results.

Rice. 6. Structure of the content of the script

Conditions for the effectiveness of the method. For management decisions, the ratio of the volume of meaningful and quantitative information should be approximately 70% and 30%. A significant predominance of meaningful information (more than 80%) reduces the evidentiary value of the scenario. Likewise, a significant predominance of quantitative information (more than 40%) reduces the emotional impact of the scenario on the relevant specialist.

The scenario method refers to complex methods for developing, selecting and implementing SD. The use of the scenario method is effective in developing SD for:

* a large group of people or companies (for several hundred people or companies);

* people with different mentalities, religions, and life values (the clarity of the scenario method largely unites people’s assessments);

* pessimists or people who are hostile to the leader or company;

* humanists for whom presentation is more important than calculations.

1.3 Software programfollowing

Characteristics of the research program.

Let us consider the research program in more detail. This item includes means, stages and result. Research program commercially x solutions are shown in Figure 7 . In further work, the practical part will highlight the following stages: organizational and legal characteristics of the enterprise; goal definition; analysis of the external environment; analysis of the internal environment, analysis of financial economic activity enterprises; analysis of the current situation.

Stage 1. The organizational and legal characteristics of the enterprise include the charter, documentation of the company (balance sheet form 1, 2). The organizational and legal characteristics also indicate the type of structure, the main elements of the structure, the nature of the connection between them and the heads of the department.

Stage 2. At this stage, the goals of the organization are determined in quantitative and qualitative terms.

Stage 3. The analysis of the external environment is carried out by a group of experts (heads of departments) based on sources of external information and expert judgment. This analysis carried out with the aim of timely

forecasting the emergence of threats and opportunities. Analysis of the external environment of the enterprise is carried out on the basis of information and personnel support, SWOT analysis tools and operational assessments. The information for carrying out such an analysis is required documentation companies.

Stage 4. Analysis of the internal environment of the enterprise is carried out in order to obtain timely information about the factors determining internal state firm, identifying the strengths and weaknesses of the enterprise.

Stage 5. For high-quality forecasting of the enterprise's activities, accurate information about the results of the enterprise's operation is necessary. Such information is obtained through analysis of the financial and economic activities of the enterprise, which is carried out on the basis financial statements enterprises.

Stage 6. The next stage of program research is an analysis of the current situation. This analysis consists of a clear display of the advantages, disadvantages and areas for improvement of the organization’s activities. For this stage program research uses information resources such as expert judgments and sources of internal information, which are conducted by a group of experts.

After studying the activities of the enterprise according to the proposed six stages, a strategy for improving the operation of the enterprise is selected to eliminate its shortcomings. For successful implementation strategy, it is necessary to evaluate the chosen strategy and the stage-by-stage progress of its implementation.

There are many different companies legal forms property and activities. In some it is carried out effective management, the entire organization has clear goals and objectives, which are adhered to by the entire staff and effective management, commercial, marketing, etc. are adopted. solutions.

There are also enterprises in which the final result of the activity does not correspond to the forecasts of the enterprise and, accordingly, there are shortcomings, that is weak sides organizations.

To eliminate such shortcomings, measures are being developed to ensure the effectiveness of the implementation of management decisions.

Conclusion

Professionally the decision taken always precedes an analysis of the situation and the expected course of its change in the future. This serves as the basis for developing a program of action for the enterprise.

The process of making commercial decisions includes the following operations: preparation for work, identification of problems and formulation of goals, search for information, its processing, identification of resource provision opportunities, formulation of tasks, registration necessary documents and implementation of tasks.

Methods for developing a choice of management decision include either the formation of a set of measures of an organizational, technological, economic, legal and social nature aimed at achieving the goal, or a choice from previously developed sets. Methods for implementing management decisions are a continuation of development methods. They include the practical implementation of activities until the required result is obtained.

In the first part of the course work, it was revealed that the following methods are used to make commercial decisions: systemic, analytical, sequential comparisons, pairwise comparisons.

The theoretical part gave us the opportunity to get acquainted and understand the basics of making commercial decisions, and also apply them in practice in the second part of the course work.

2. Analysis and evaluation of commercial decision making onenterprise store "Leader-M"

2.1 Organizational and legal xCharacteristics of Prodtorg-98 LLC

Full corporate name of the company considered in this course work: company with limited liability"Prodtorg-98".

Official abbreviated name of the company: LLC "Prodtorg-98" LLC "Prodtorg-98" is legal entity and has the corresponding rights from the moment state registration, namely from 09/01/1998.

The founders of Prodtorg-98 LLC are S.P. Ustyugova. and Ivanov I.I.

Location (legal address) of Prodtorg-98 LLC: 660037, Krasnoyarsk, Astrakhanskaya St., 3.

The main activities of the company are:

O Foreign economic activity;

Organization of shops, cafes, bars, restaurants;

Sales of wine, alcoholic beverages and tobacco products, food products;

Retail trade, off-site trade, in pavilions, kiosks, on trays, mobile shops;

Food production activities;

Wholesale trade, intermediary and commercial activities;

Carrying out exhibitions and sales, fairs;

Vehicle maintenance and repair;

Activities for the transportation of passengers and cargo, operational maintenance, loading and unloading and rigging operations and cargo storage services in road, railway, air, river and sea transport;

Organization and operation of gas stations, purchase and sale of fuels and lubricants;

Auditing and accounting services;

Production, purchase, processing and sale of agricultural products;

Organization tourist tours, travel business;

Production, purchase, procurement and processing of wood and forest products;

Carrying out construction, installation and repair work;

Production and sales building materials and semi-finished products, consumer goods;

Marketing, brokerage and leasing activities;

Purchase of consumer goods from the population and their sale;

Medical services to the population, pharmaceutical activities, opening pharmacies, pharmacy kiosks, warehouses;

Purchase and sale of medicines;

Opening of representative offices and branches;

Purchase and sale of paint and varnish products;

Rendering household services to the population: hairdressing salons, manicure, pedicure, cosmetology services.

The Company carries out any types of activities not prohibited by law, in some cases under special licenses.

To ensure the activities of the company, the founders created an authorized capital in the amount of 8,730 rubles. Authorized capital distributed as follows: Ivanov I.I. - 4365 rubles (50%), Ustyugova S.P. - 4365 rubles (50%).

The supreme body of Prodtorg-98 LLC is its founders. Each member of the society has general meeting members of the company the number of votes is proportional to the size of its share in the authorized capital. Current management carried out accountable to the founder general director(sole executive body).

In accordance with the charter, Prodtorg-98 LLC can engage in any of the listed types of activities.

The company occupies a one-story building and has several branches in the form of stores located in Krasnoyarsk. The office and branch premises are owned by Prodtorg-98 LLC, the residual value of which as of December 31, 2004 amounted to 2,030,000 rubles.

The company employs 54 people, of which 3 people. - AUP;

16 people - staff of the Leader-M store

20 people - Leader store staff

15 people - staff of the Haberdashery store

The procedure for organizing and operating the enterprise Prodtorg-98 LLC is presented in the charter (Appendix 4).

The most complete picture of the economic situation in Prodtorg-98 LLC can be obtained by analyzing its financial and economic activities (Table 2), from which it can be seen that the main financial indicators of the enterprise are declining (Appendix 5).

Table 2. Analysis of the financial and economic activities of Prodtorg-98 LLC using the example of the Leader-M store.

Indicators	Deviation	Growth rate, %


Revenue from product sales
Trade area
Revenue per 1 sq. m retail space
Number of employees
including: TOP
Labor productivity per employee
TOP employee labor productivity
Product cost
Gross profit
Business expenses
Profit (loss) from sales
Return on sales
Operating income
Operating expenses
Profit from financial households. activities
Profitability of financial households. activities
Profit before tax
Amount of income tax
Profit from ordinary activities
Net profit
Enterprise profitability

Summing up the analysis of the results of the financial and economic activities of the enterprise from Table 1, filled out on the basis of the balance sheet - Profit and Loss Statement, Form No. 2 (Appendix 2), we can conclude that for 2003 - 2004. the main indicators tended to decrease.

One of the main important indicators of the final activity of an enterprise is net profit and net profitability.

The data in Table 1 indicates that sales revenue in 2004 decreased by 55.25%, and production costs by 11.7%, which in percentage terms shows a decrease in product costs, while gross profit did not change.

The current situation indicates that the decrease in revenue and profit led to a decrease in the profitability of the enterprise by 1.24%. At the same time, profit from ordinary activities decreased by 38.36% and amounted to 1,157 thousand rubles in 2004.

With a constant retail area of 98 sq. m. in 2004 profit per 1 sq.m. amounted to 409.4 thousand rubles, which is 55.25 thousand rubles. less than the previous year.

The number of employees, including the number of sales and service personnel, remained unchanged, while productivity decreased by 11.88%.

Analysis of financial and economic activities showed a decrease in business results. To find out the reasons, it is necessary to study the organizational environment of the enterprise.

2.2 Analysis of the organizational environment of the enterprise.External environmentLeader-M store

The study of social, technological, economic and political factors is aimed at understanding the impact of relevant phenomena and processes on business.

When determining an organization's behavior strategy in the market, STEP analysis plays one of the main roles. An analysis of STEP factors for the Leader-M store is presented below.

The most important social factor for the Leader-M store, as an enterprise engaged in the sale of food products, is the constancy of the gastronomic preferences and tastes of the population.

To maintain the demand for the goods offered to the market, marketers of the Leader-M store need to constantly monitor changes in sales of a particular product.

It should also be noted that the demographic situation may affect sales growth, since most types of products are aimed at adults with average and lower income levels.

Concerning technological factor, it should be noted that the work of the Leader-M store directly depends on the quality of the products supplied .

Positive economic factor, is that the level of purchasing power, as well as the standard of living of the population, is growing every year.

A negative factor, and at the same time main The reason for the decline in sales revenue is increasingly increasing competition.

By revising political factor One minus can be identified - this is “bureaucratic red tape” associated both with the registration of an enterprise and with its further work. In addition, at present, when the private business segment in Russia is at the stage of formation, imperfection of legislative acts and instability of exchange rates may become a barrier.

Frame slice.

An important feature of the strong personnel structure of the Leader-M store is that the personnel selection system is based on competitive selection. When recruiting personnel, the leadership of the Leader-M store must take into account education, experience in trade, as well as the basic social characteristics of the future employee.

It should also be noted that employees of all levels attend seminars from time to time and take short-term courses relevant to their specialty.

Organizational cross-section.

The staff of the Leader-M store can be divided into two large groups: management and workers. At the same time, members of the working group, sellers, whose work involves direct contact with buyers of the products sold, are subordinate to the store manager, who is responsible for coordinating and monitoring the work of sellers. Such a clear framework of subordination in the Leader-M store can be traced throughout the entire organizational structure (see appendix), this makes the work of the enterprise more coherent and efficient.

Financial slice.

The authorized capital of the Leader-M store was registered in the amount of 8,730 rubles, which was contributed in equal shares by its founders. During the operation, the premises of the main office as well as the branches were purchased, and are currently owned by the Leader-M store and are valued at 2,030,000 rubles. (at the end of 2004).

Target portraitLeader-M store.

The mission of the Leader-M store is to satisfy the consumer needs of the population, the goal is to make a profit. Both to implement the mission and to achieve the general goal, the enterprise needs to formulate those goals, the systematic implementation of which will lead to the desired result (Appendix 2).

In this case, it is necessary to take into account many factors, such as, for example, the ratio of wages and labor productivity. When wages are reduced, profits will immediately increase, but workers who have lost financial support will lose the meaning of working at the enterprise and will prefer to quit. Therefore, when forming goals, the leadership of the Leader-M store takes into account the interests of employees, the general situation on the market, their own financial capabilities, etc.

Managment structureLeader-M store.

The structure of the Leader-M store is linear (Appendix 1), because Linear units are engaged only in the development of tasks, plans and management. Sellers, service personnel and merchandisers report directly to the store manager. In turn, the store manager and accountant report to the general director.

Management cultureLeader-M store.

Culture cannot be defined precisely, since it is something that arises as a result of interaction various features organizations, some of them are clearly visible, others are barely discernible.

This organization is characterized by a culture of power. This type of culture is characterized by the following distinctive features:

Centralization of power;

Control from the center;

Linear management structure;

Transfer directly from superior to subordinate;

Fast response.

For a given culture, influence is based more on power, position, or personal power rather than on the power of the expert and specialist.

SWOT-analysis.

With the help of SWOT analysis, the strengths and weaknesses of the Leader-M store are studied, and based on the results of the analysis of the external environment, opportunities and threats are studied.

For a more objective assessment, we will consider strengths and weaknesses, as well as opportunities and threats.

To select the optimal strategy for an enterprise’s behavior in the market, within the framework of SWOT analysis, the most in a convenient way is to build a SWOT matrix, with the help of which the main strategies are identified, taking into account the strengths and weaknesses, as well as the opportunities and threats of the Leader-M store.

The process of identifying the most suitable strategies led to the identification of the main four:

* strategy market development,

* "harvest" strategy

* centered diversification strategy,

* strategy for strengthening market position.

Next, in order to settle on a single strategy, it is necessary to build a “Matrix for choosing the optimal strategy”, where visually, using a point scale, (from 0 to 1) the strategy most suitable for achieving pre-formulated goals remains for further consideration outside the SWOT analysis .

Table.Matrix for choosing the optimal strategy.

Strategies	Increase in sales volumes.	Reducing costs.	Conquering a new market segment.	Strengthening market position	Expansion of the assortment list.	Average value
1. Harvest strategy.
2.Strategy for strengthening market position.
3.Market development strategy.
4. Strategy of centered diversification.

Based on the results of the optimal strategy selection matrix, in order to effectively conduct and develop business activities, as well as to achieve the main goals of the Leader-M store, it must adhere to a strategy of strengthening its position in the market.

2.3 Adoption analysiscommercialsolutionsLeader-M store

The enterprise of the Leader-M store is engaged in retail sales food products. Products at this enterprise are always purchased in medium quantities. The goods ordered from the Leader-M store must arrive within a strictly established time frame, or no later than a certain date, otherwise the assortment list is reduced, which entails unsatisfied demand, and as a consequence, a decrease in competitiveness.

To coordinate the activities of the Leader-M store, effective management is necessary: control over the fulfillment of staff obligations, good incentives for employees, uninterrupted supply of the Leader-M store with the necessary products, well-functioning accounting.

The store in question is located on Krasnoyarsky Rabochiy Avenue near the Art Gallery stop. Convenient location, large assortment and affordable prices allowed the store to take a dominant position among stores nearby.

Since 2002, new stores have been opened nearby with a similar product range and price offer. Among the new competitors were stores such as "Badzhey", which was under repair for a long time; grocery store and Parus store. There are also small shopping pavilions, with a smaller assortment list, higher prices, but located in the center of residential areas. Thus, due to increased competition, part of the consumer was lost, which led to a decrease in revenue, profitability, and profit.

As a result, management made the following attempts to correct the current situation. The work schedule has been extended from 9.00 to 22.00. But this did not bring results, since after some time competitors also extended the work of their stores, and some pavilions even switched to round-the-clock operation.

The next attempt was to reduce the trade markup. During this period, there was a slight increase in sales volume, but the percentage increase in sales was lower than the percentage decrease in the premium. That is, the price reduction also failed to attract consumer interest.

As a result, we can conclude that the distance factor turned out to be more important for the buyer than the price factor.

Due to the fact that the price factor turned out to be not so important, closer attention should be paid to quality characteristics store operations (quality of service, methods of arranging goods, speed of service). After observing the sales process, the following service deficiencies were identified:

Inattention, and often indifference to customers;

Cases of rudeness on the part of sellers were also not uncommon;

The speed of service left much to be desired;

The placement of goods was often chaotic;

Cases of sales of low-quality goods also occurred.

It was also discovered that trade in the store was somewhat irrational, since in fact there was only one department in which the entire range of goods was presented.

Conclusion

The Leader-M store considered in this part of the course work is a branch of a limited liability company, the official abbreviated name of the company is Prodtorg-98 LLC. The main goal of this enterprise is to make a profit, the mission is to satisfy the needs of the population for consumer products. The main activity of the Leader-M store is the retail sale of food products.

An analysis of the financial and economic activities of the Leader-M store showed that the main indicators in the period from 2003 to 2004 tended to decrease: sales revenue in 2004 decreased by 11.88%, and production costs by 11.3 %, gross profit remained unchanged.

In its activities, the Leader-M store uses a strategy to strengthen its position in the market. With this strategy, the enterprise, in the process of conducting business activities, tries to gain the best position in the market.

In the second part of the course work, the following were identified: the process of making commercial decisions and the existing problems of the Leader-M store. Also, in the process of analyzing commercial decision-making for the Leader-M store, the steps by which the decision was made were identified. These steps include analyzing the situation, defining a goal, obtaining information, analyzing and evaluating the information received, and the final step - choosing the best alternative.

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"Modern decision theory..." These words often appear on the pages of the press, on the radio and on TV screens. These words are readily used by politicians, economists, and sociologists. But what is hidden behind them? When did this theory become, so to speak, “modern”? How is its content fundamentally different from the traditional (“non-modern”) system of views on the decision-making process? Answers to other questions are no less important: how to rationally, on a scientific basis, approach the development of solutions? What do the main decision-making tasks look like in a general theoretical sense? what are the basic concepts and principles modern approach to developing solutions?

It is impossible to give, and most importantly, understand, answers to the questions posed without remembering the main list of management tasks in general, without outlining the semantic essence of the basic concepts and definitions used in cybernetics and decision theory.

During the management process, personnel actions cannot occur spontaneously. The organization's personnel objectively need their actions to be organized, agreed upon, coordinated, and joint efforts directed toward achieving the goal. The main goal of management is to ensure maximum efficiency of enterprises, firms, and organizations.

The essence of managing the activities of an enterprise and personnel lies in the purposeful activities of leaders and managers to prepare them for conducting economic (financial) operations and guiding them in carrying out assigned tasks. The content of management is a set of activities (management tasks) that cover the activities of executives, managers and services of all levels for personnel management of the company in order to prepare them for certain actions. The main functions of the management process are:

§ continuous receipt, collection, study, analysis and synthesis of data on the situation;

§ timely decision-making on the organization and conduct of economic transactions;

§ setting tasks for subordinates;

§ event planning;

§ organizing and maintaining interaction between “friendly” companies;

§ organizing and conducting activities to improve the organization’s management system;

§ constant monitoring of the correct understanding and implementation of assigned tasks by subordinate organizations, and, if necessary, timely provision of assistance;

§ carrying out other activities, the need for which is determined by the situation.

The manager's decision combines into a single whole the goal of economic actions, the forces and means necessary to achieve it, and measures to organize the management system. It is the basis of management in the economy.

What is the basis of the decision itself? This basis consists of knowledge of the laws and principles of management, as well as a correct understanding of the task received and a correct assessment of the situation. The effectiveness of the solution will be higher if it is not formulaic, but is the result of combining creative thinking and the will of the leader, if it is supported by appropriate mathematical calculations.

A general diagram illustrating the work procedure of a manager when developing a decision to conduct an economic transaction and organizing its implementation is shown in Fig. 4.1.

Rice. 4.1. General scheme of a manager’s work when developing a solution and organizing its implementation

Clarification of the task (1) is the initial stage of the manager’s work, aimed at a deep understanding of the purpose of the upcoming financial transactions; the plan of the superior manager, the content and characteristics of the task received; the role of your enterprise (division) in fulfilling the general task set by senior management; the tasks of “friendly” companies, the order and methods of interaction with them; accounting for tasks solved by the forces and means of senior management in the interests of the enterprise (division), the deadline for readiness to complete the task. A change in the environment is also an incentive to clarify or clarify current and future tasks.

To understand the plan of a superior manager (manager, for example, for an upcoming increase in the price of manufactured products - this means to understand what products they need, where and in what sequence it is necessary to consider from the entire range of products manufactured by the enterprise. In addition, it is necessary to understand what types of products will be increased by first, and for which - the price will increase last, to which social consequences will lead to an increase in prices, what profit will the enterprise have, etc.

Thus, when understanding the purpose of the upcoming actions, the manager must understand what final result his enterprise (division) should achieve. As a result of understanding the task received, the manager draws the necessary conclusions for himself.

Having understood the task, the manager calculates time (2), that is, distributes the time at his disposal to prepare for the upcoming actions of the staff, to plan and communicate tasks to subordinates. The purpose of the calculation is to allocate the maximum possible time for practical preparation for the upcoming actions of the company’s personnel. Time calculation is carried out personally by the manager and his deputy. Having calculated the time, the manager orients his subordinates to upcoming actions in order to increase time for practical activities enterprise personnel.

Operational orientation (3) is carried out by the manager, as a rule, personally, in order to inform the manager (staff) information about the situation, upcoming actions, the organization of observation, the time and procedure of work, the preparation of data for decision-making and other information that allows them to correctly understand environment and prepare to perform tasks.

After orienting subordinates and organizing the work of officials, the manager immediately begins to assess the situation. Situation assessment (4) is a comprehensive study and analysis of factors influencing the implementation of assigned tasks. As a result, conditions and factors that promote and hinder the successful completion of assigned tasks are identified. In general, the situation assessment is carried out according to the following elements: competitor, own personnel, area of the site actions or market segment, time. When assessing a competitor, the manager is obliged to understand and determine the composition, condition, position and possible nature of his actions; his strengths and weaknesses; the likely direction of his actions,

When assessing his staff, the manager studies and analyzes the intellectual potential, readiness to perform assigned tasks, staffing with organizational equipment, communications, etc. This allows him to correctly determine the possibilities for completing assigned tasks and the most effective methods of action. Based on the conclusions made, the manager sets tasks for his departments and subordinates, assesses the state of management, and the level of staff readiness for upcoming actions.

In addition, the manager evaluates the impact of competitors' actions on the task performance of his departments. When estimating time, the manager determines the time to complete specific activities in preparing and carrying out the necessary actions. The process of assessing individual elements of the situation can be repeated as new information arrives, influencing the decision as a whole or its individual elements, and based on the assessment of the competitor and its personnel, the quantitative and qualitative balance of forces and means of the parties is determined. The solution from the manager to these issues requires a deep understanding of the situation and the ability to identify those key factors that will ensure the best decision for the given situation. Having thus sequentially assessed all the elements of the situation and made particular conclusions for each of them, the manager then makes a general conclusion about the degree of influence of the current situation on the achievement of the goal. In the conclusions from the assessment of the competitor and his staff, the manager already outlines individual elements of the action plan, possible ways to achieve the goal and directions for focusing the main efforts. The final conclusions from understanding the task and assessing the situation allow the manager to formulate several of the most promising solution options for upcoming actions and then choose the most appropriate way to complete the task and make a decision.

The manager justifies and makes decisions (5) based on an understanding of the task received, an assessment of the situation and the calculations performed. In the decision, the manager gives an answer to the main questions that make up the content of the decision:

§ plan of action;

§ preliminary tasks for enterprises (divisions);

§ basics of organizing interaction between firms and departments;

§ basics of organizing support;

§ basics of organizing management and communications.

A plan is a leader’s idea of the course of upcoming actions before they begin. The plan usually indicates the goal of action and the method of achieving it, the directions for focusing the main and other efforts, the main and other tasks, and the ways to achieve the main and other goals. When developing a plan, those involved in the work express their opinions and make suggestions, as well as provide the necessary information. Heads of departments must be ready, upon request from the management of the enterprise, to report additional data and calculations on their services and personnel.

Next, the manager begins to define preliminary tasks. Having defined preliminary tasks for subordinates and departments, the manager outlines the basis for organizing interaction. The essence of interaction between departments when conducting an economic operation is the coordination of personnel actions on goals, objectives, place, time and methods of performing tasks to achieve the goal.

After determining the basics of organizing interaction, the manager begins to determine the basics of organizing support for actions. Having determined all the elements of the decision, the manager orders his deputy to formalize the decision by the deadline. Then the decision (the intent of the decision) is reported to senior management. The decision approved by the senior manager is announced to the relevant officials, usually indicating the purpose of the upcoming actions and the conclusions from the assessment of the situation. The decision is formalized in the form of an order for the enterprise or company.

Based on the manager’s decision, his deputies and managers plan the necessary actions. At the same time, an order (instruction) is developed.

Organizational work of the manager and management staff (stages 6, 7,8,9 on general scheme) comes down to organizing the execution of the decision, its material embodiment in the actions of the enterprise personnel.

Setting tasks (6) to subordinate units is one of the most important functions of the manager and other management bodies in organizing and conducting the necessary actions. Methods of completing tasks are determined by the deputy manager and the main manager. To set objectives for the operation, the following are developed:

§ operational directives (orders);

§ directives (orders) to ensure economic transactions;

§ orders to subordinate units and personnel.

In all cases, accuracy, clarity and timeliness of communicating orders to subordinates are the most important conditions for their successful implementation.

The work of organizing personnel interaction (7) consists of coordinating the actions of personnel on goals, objectives, place, time and methods of performing assigned tasks. Interaction is carried out continuously, and if violated, it is immediately restored. An interaction plan (table) is being developed. Practical questions interactions are practiced with subordinate personnel in the daily activities of the enterprise.

The work of organizing management and communications (8) consists of determining the location of the management group, actions, distribution of officials among management locations, and the location of the head of the event to restore management and communications violations.

After setting tasks and organizing interaction main task leader (manager) is practical work on organizing the implementation of assigned tasks and all planned preparatory activities (9). This work is carried out by organizing effective control over the correct understanding, timely and accurate implementation of given orders and providing direct assistance to managers and specialists on the ground. As a rule, control should be proactive.

First of all, the following are controlled:

§ readiness of management personnel;

§ timely receipt by subordinates of relevant orders;

§ knowledge and correct understanding of the assigned tasks;

§ compliance of decisions made by subordinates with the plan and assigned tasks.

For the final choice and complete conviction of the correctness of the chosen decision, the manager uses, first of all, personal experience, checks the chosen solution according to the criteria of logic, originality, compliance with the provisions of the theory, and historical experience. The rationality and validity of a decision are assessed by criteria that can have either qualitative or quantitative scales.

Literature

1. Baldin K. V., Vorobyov S. N. Management decisions: theory and technology of adoption. Textbook for universities. – M.: Project, 2004. – 304 p.

2. Litvak B. G. Development of management decisions: Textbook. - 4th ed., revised - M.: Delo. 2003.

3. Stroeva E. V., Lavrova E. V. Development of management decisions: Educational and practical guide. – M.: INFRA-M, 2012

additional literature

1. Bobryshev L. I., Sementsov S.P. History of management thought: Textbook. allowance. M.: USSR Academy of Sciences, 1987.

2. Burlatsky F. M. Riddles and the lesson of Niccolo Machiavelli. M.: Young Guard, 1978.

3. History of world literature. T. 1. M.: Nauka, 1983.

4. Litvak B. G. Expert assessments and decision making. M.: Patent, 1996.

5. Machiavelli I. Selected Works. M: Fiction, 1982.

6. Meskon M. X., Albert A/., Khedouri F. Fundamentals of management. M.: Delo, 1998.

7. Morse F.M., Kimbel1 J.E. Methods of operations research. M.: Sov. radio, 1956.

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Methods of assessment and commercial decision making

The peculiarity of these methods is that they have the attributive property project activities, being aimed at justifying the choice of the optimal alternative in decision making.

Balance, normative and morphological methods play a corresponding role in implementing the function of designing research programs.

Normative method involves the use of norms and standards in making management decisions.

Based on specially developed benchmarks the level of maximum sufficiency in the resource provision of various sections of the program being implemented is determined, commensurate with the professional needs of the members of the working group, as well as the capabilities available to the subject in achieving its goals and objectives.

Taking into account the standards, budgets of all levels are formed, the amounts of subsidies and transfers are determined, and the amounts of financing submitted for consideration by the competition commissions of projects and programs are calculated.

From the point of view of the method of expression, quantitative and qualitative norms can be distinguished.

Quantitative norms (standards) usually take the form of restrictions on the minimum, average and maximum values.

Qualitative norms are expressed in the form of regulations and legislative acts that define patterns of behavior authorized within a given situation.

The use of the normative method makes it possible to narrow the range of all possible alternatives, narrowing their list to compliance with accepted standards.

Usage balance method allows you to determine the optimal ratio between income and expenditure items of the program budget. Establishing balances in the consumption of material resources makes it possible to maintain proportions in the distribution of funding between different sections of the program.

When using the balance sheet method, the equality of the results obtained as a result of various comparisons is taken into account.

In this way, it is possible to formulate an optimal budget structure based on an assessment of the structure of investment of software, the degree of investment risk and the proportionality of budget injections during a given period.

Idea morphological analysis in relation to exploratory problem solving, it was expressed by the Swiss researcher F. Zwicky in 1942.

As a design method, morphological analysis is focused on identifying optimal solutions based on many combinations of properties of the design object. The use of morphological forecasting is possible in a wide range, from the analysis of narrow technical problems to the area of social research, where the problem of choice is most acute. This makes the use of the morphological method very relevant for the analysis of modern problems.

The essence of the method is a comprehensive study of the designed object from the point of view of determining possible design options.

Then, by searching through all the possibilities within the framework of the developed abstract morphological model, optimal combinations of possible solutions and a technically feasible design direction are discovered.

Zwicky guided researchers in the field technical knowledge for a scrupulous study of the principles of operation of various technical devices, which logically contain separate, relatively independent groups of variables.

The Zwicky method is based on the premise that any technical problem can be decomposed into the so-called morphological box, composed of a logically connected chain of elements.

The analysis is considered complete if in each compartment of this box one solution is executed in the case of a positive solution to the problem situation, or not one in the case of a negative solution.

This makes it possible to build a logically verified scheme for forecasting a problem situation based on detailed knowledge of the constituent elements of this situation.

The most important criterion in acceptance effective solutions, closely related to the possibility of its practical application, is also the bottom-up direction of the solution, which allows not only to achieve the implementation of the solution, but also to create a long-term mechanism for the reproduction of such solutions in the future.

A clear indication of the use of this solution method is the technique "ringisho" widely used in Japanese management practice. The decision-making mechanism in accordance with this methodology involves the initial formulation of this decision at the lower and middle floors of the management pyramid. Such a decision can be formulated either by the employee himself or suggested to him from above.

When carrying out the work of bringing a decision to its final stage, the employee is obliged to coordinate it with his colleagues who will have to participate if this decision is made. Afterwards, a version of such a decision passes through all of the above levels of the management pyramid, where managers not only get acquainted with the proposal, but also express their opinion, putting a personal signature in a specially designated place.

If this decision is made by senior management, the decision is returned to the employee in the form of an order or order.

In this way, the preparation and selection of effective solutions is carried out, which allows not only to select the most valuable solution option for a given period, but also to minimize the likelihood of a reoccurrence of the problem situation, to overcome which this decision was made.

Questions for control

1. Define the concept of “economic efficiency”.
2. Name the main indicators for assessing the effectiveness of economic activity.
3. What are investment performance indicators?
4. What algorithm is used to make effective decisions?
5. The essence of risk and its assessment.
6. Name the methods used to make effective decisions.