Using the results of analysis in making management decisions. Course work: The process of developing and making management decisions. Methods of associations and analogies

St. Petersburg Institute of Management and Law

Faculty of “International Management and Tourism”

Discipline: Management decisions

On the topic: Decision making, implementation, analysis of the result.

Completed by the student:

Kononova Natalia Alexandrovna

Extramural

Checked by the teacher:

Saint Petersburg

Introduction……………………………………………………………………………………..……..3

Development, adoption and implementation of management decisions………………….4

Determining the goals of the enterprise…………………………………….…….4
Necessity and technique of decision making……………………...……..7

Main stages of decision making………………………………………………………16

Stages of development of management decisions……………………………..16
Preparation for the development of management decisions………………...……18
Development of management decisions……………………………..………24

Decision making, implementation, analysis of results……………………………27

Conclusion……………………………………………………………………………….....32

References…………………………………………………………………………………33

Introduction

Every day in our lives we make decisions - big and small, related to business, personal and public affairs.

Making the right decision in a timely manner is the main task of any manager. A wrong decision can cost a company dearly and have fatal, irreparable consequences. Therefore, it is important that the decision-making process is well known to any manager.

The management process is concerned with continuous development and decision making. Decisions are made in each management cycle, at all its stages and during the performance of each function. The decision-making task ultimately comes down to coordinating the goals of individual performers and coordinating their interactions. It is through the means of making and implementing decisions that the management process itself is carried out.

A decision is the result of analysis, forecasting, optimization, economic justification and selection of an alternative from a variety of options for achieving a specific goal.

The development of solutions involves the development of a control object and the selection of regulatory influences on it in order to achieve certain technical and economic indicators.

The decision is the result of assessing the situation by processing information and acts as a product of managerial work, and information in this case becomes the subject of labor. All decisions must be subordinated to the main goal - fulfilling the assigned tasks.

Development, adoption and implementation of management decisions.

Determining the goals of the enterprise.

Choosing a goal is one of the most critical moments in the process of developing and making management decisions. In accordance with the chosen goal, an enterprise development strategy and tactics are formed, forecasts and action plans are developed, and the results of decisions made and actions taken are evaluated.

In other words, the goal is the core around which management activities are formed.

“The goal is an ideal image of the desired, possible and necessary state of the controlled system.”

"The goal... determines the desired state of the object."

“Goals are specific end states or desired results that a group would like to achieve by working together.”

Various definitions of the concept goal could be continued. However, the above is already enough to highlight what is common in them and most adequately characterizes the goal.

A goal is the state of a management object that an enterprise strives to achieve.

Indeed, the activity of an enterprise is aimed at achieving certain results that would change the state of the control object.

This could be the creation of a new production, or conquest of the sales market, or an increase in the profitability of the enterprise, or an increase in the bank’s rating, etc.

Of course, the goals facing the enterprise as a management entity largely determine the area of activity.

There are certain goals for a federal institution, another for a car manufacturing plant, a third for a commercial bank, a fourth for a supermarket, a fifth for a hospital, etc.

The formation of a manager’s system of goals is influenced, according to the fairly common terminology of modern psychology, by the games they play.

Naturally, the goals of the manager, as a member of the enterprise, to whom certain rights and responsibilities are delegated, certain tasks are set, certain opportunities are provided, and the goals of the manager as an individual are not always completely identical.

However, determining the priority of goals depends, in turn, on the system of values and goals that the manager adheres to.

At the same time, the enterprise evaluates the effectiveness of the manager’s performance of the tasks assigned to him and provides appropriate management influences.

Let us note that the choice of a goal, especially a strategic one, is one of the most important management decisions made both by the enterprise as a whole and by an individual manager.

Defining a goal includes:

Concentrated enterprise management experience;

The dynamics of changes in the area in which the activity is carried out;

Understanding the main factors and mechanisms operating in it;

The value system of those who set these goals.

Indeed, both strategic and tactical goals are set by specific people - managers. There may be cases when the goals are chosen incorrectly, and this predetermines failure in activity, on which the fate and well-being of many may sometimes depend.

Only a correct understanding of the situation in the field of activity, a correctly set goal, correctly chosen methods and means of achieving it, correctly made and effectively implemented decisions lead to success.

The stage of determining the goals of the enterprise is preceded by the stages of determining the mission of the enterprise and the value system that it adheres to.

The choice of goals is directly influenced by the enterprise development strategy. Their result is the determination of the priorities that the enterprise adheres to when developing goals that define the desired state to which it strives. Priorities make it possible to identify the main areas of activity of the enterprise, which it considers the most important and which it seeks to implement first.

The determination of priorities is usually preceded by the determination of a list of the most important areas of the enterprise's activities. First, as a rule, a preliminary list of the most important areas of the enterprise’s activities is formed.

The top management of the enterprise plays a decisive role in their formation. Depending on the situation and internal organizational culture, its employees, business partners, specially invited expert experts, potential consumers and other subjects who can influence the development of its strategy or who are interested can also take part in the formation of the enterprise’s goals and, therefore, priorities. in the effective operation and prosperity of the enterprise.

After determining a preliminary list of the most important areas of activity of the enterprise, it is recommended to conduct a collective examination, to participate in which persons are invited, on the one hand, with the necessary professional knowledge and experience in the field of the proposed activity of the enterprise, and, on the other hand, those who directly created it and are interested in achieving its expected results, including the achievement of certain economic results.

The priority areas of the enterprise's activities are directly taken into account when developing the goals that the enterprise strives to achieve. The nature of many human activities is such that they are based on competition.

Necessity and technique of decision making.

There is often debate about how to make decisions effectively - alone or collectively. It all depends on the evaluation criteria, which include, for example: the quality of the solution; acceptability of the decision for its recipients; the ability to implement the decision if unexpected difficulties arise; satisfaction with the decision; delay in decision making; duration of decision making; experience gained during the development of the solution; adequacy of the decision-making process to generally accepted norms and value concepts.

The most difficult decision to make is choosing from two or more alternative options. Here, in addition to accurate calculations, experience can help.

Why did one decision lead to the expected result and the other not? Perhaps, in the latter case, one of several mistakes was made in the process of its adoption, the most common of which include the following:

a so-called unilateral decision was made;

the decision was made based on emotions;

there was no systematic approach to decision making;

when choosing options, preference was given to the “familiar”

alternative;

only positive options were considered, possible risks were not taken into account;

when making decisions, they were guided by assumptions, hidden desires and false premises, and not by reliable information;

there was haste in making a decision;

the facts were misinterpreted;

the decision was made impulsively.

Such errors can be easily corrected if only decisions are taken systematically. In this case, it is better to give preference to simple rather than complex circuits (Fig. 1). If we are talking about solving a problem, it is recommended to organize the decision-making process as follows.

Rice. 1. Decision flow chart

But the most important thing is this: it is not the decision-making technique itself that is important; a systematic, targeted approach, correct consideration of factors, and not choosing the easiest and most convenient one are much more important. We should never forget that making a decision is also a responsibility.

Important qualities of solutions are: their scientific validity, clear focus and economic effectiveness. Decisions will be justified only when, during their development, a sufficiently broad analysis of the specific industrial and social situation has been carried out. To do this, when processing reliable information, various methods of analysis are used using economic and mathematical methods.

Decisions must be timely, i.e. correspond to the current situation at the time of their adoption.

A clear direction of decisions is ensured by their adoption within the rights of the relevant managers, while each decision must have an exact address, be understandable to the executors and avoid discrepancies.

The nature of the tasks being solved changes with increasing hierarchical level of organization of the management system. At lower levels of management, tasks are rather tactical in nature. This is explained by the fact that lower levels of management are in the sphere of the control object, they can timely receive detailed information about any deviations from the planned plan and quickly make appropriate decisions. The lower levels of management cannot solve long-term problems, since they have only short-term reserves of resources.

Stages adoption solutions
Abstract >> Economic theory
Control influences. Adoption solutions, implementation, analysis result. 1) Collective expert assessment. At acceptance important management solutions advisable to use...
Improving the financial condition of an enterprise based on the system adoption managerial solutions at OJSC "Ilyich Iron and Steel Works"
Thesis >> Financial Sciences
AND IMPLEMENTATION MANAGERIAL SOLUTIONS 2.1 Main stages of development of management solutions 2.2 Preparation for the development of management solutions 2.3 Development of management solutions 2.4 Adoption solutions, implementation, analysis result 3. ANALYSIS ...
Development process and adoption managerial solutions
Coursework >> Management
... . Adoption solutions, implementation, analysis result. In the third block of development stages and implementation managerial solutions included: collective expert assessment; Adoption

Study of the activities of Element-Trade LLC. Analysis of financial stability, business activity and profitability of the enterprise. Using SWOT analysis to identify the strengths and weaknesses of a company. Development of management solutions; assessment of their effectiveness.

Send your good work in the knowledge base is simple. Use the form below

Students, graduate students, young scientists who use the knowledge base in their studies and work will be very grateful to you.

Posted on http://www.allbest.ru/

NOU VPO Humanitarian University

Faculty of Business and Management

Course work

Analysis of the management decision-making process in an organization

(using the example of Element-Trade LLC)

6th year students, correspondence department

Bespamyatnykh Olga Vasilievna

Scientific adviser:

Dan. Mitsek E. B.

Yekaterinburg 2013

Introduction

Chapter 1. Theoretical foundations of the process of making management decisions in an organization

2.3 Analysis of the management decision-making process at Element-Trade LLC

2.4 Assessing the effectiveness of the management decision-making process at the enterprise

Chapter 3. Measures to improve the management decision-making process at Element-Trade LLC

Conclusion

Literature

Application

Introduction

The relevance of the chosen research topic is due to the fact that the activity of each person is based on decision-making and it is always a choice among many alternatives. In the process of work, a manager is forced to make decisions every day. A management decision is characterized by special responsibility, because is of a public nature, affecting the interests of many groups of people, and therefore requires a particularly balanced scientific approach. Making a management decision is the choice of the best way to achieve any management goal in the process of analyzing options.

Management decisions are related to the performance of management functions, including planning, organization, coordination and control of any processes.

The purpose of this course work is to develop ways to improve the management decision-making system using the example of the activities of the limited liability company "Element-Trade". The set goal determines the formulation and consistent solution of the following tasks:

Study of the theoretical foundations of decision-making in management and methods for assessing the effectiveness of the decision-making process.

Study of the decision-making system in the limited liability company "Element-Trade" and assessment of the effectiveness of the management decision-making process at the enterprise.

Development of ways to improve the management decision-making process at Element-Trade LLC.

In the process of developing measures to improve the decision-making process, it was proposed: changing the decision-making scheme, changing the document flow scheme.

The theoretical part examines the essence and significance of the decision-making process, the stages of the management decision-making process in an organization, and the methodology for assessing the effectiveness of the management decision-making process. The analytical part provides a general description of the research object (the dynamics of the main economic indicators are considered, a SWOT analysis of the management decision-making process at Element-Trade LLC was carried out). The project part presents methods for improving the management decision-making process for each stage of this process.

When writing the work, scientific and educational publications on management, organizational management and management decisions were used.

The initial basis for analyzing the decision-making process at Element-Trade LLC: statistical data, accounting data, orders, regulatory documentation.

The object of the study is the commercial enterprise limited liability company "Element-Trade". The main activity of the enterprise under study is retail trade (sale of food products, household goods).

The subject of research in this work is the process of making management decisions in a given organization.

The theoretical and methodological basis for writing this course work was the works of the following domestic authors: E. V. Pirogova, A. G. Ivasenko, N. V. Zlobina, O. E. Lysov and others, as well as foreign authors: M. Meskon. H., Albert M., Khedouri F.

To write the work, the following research methods were used: the method of a systematic and integrated approach, system analysis, elemental analysis, observation, etc.

The set goal, objectives, subject and object of the study predetermined the logic of presentation and structure of this course work, consisting of an introduction, three chapters and a conclusion. The course work is presented on 59 sheets of typewritten text, contains 4 figures, 14 tables, 1 appendix.

The first chapter, “Theoretical foundations of the management decision-making process,” examines the essence and significance of management decisions, the stages of the management decision-making process in an organization, and the methodology for assessing the effectiveness of the management decision-making process.

In the second chapter, “Analysis of the management decision-making process in Element-Trade LLC,” an analysis of the financial condition of Element-Trade LLC was carried out, as well as an analysis of the management decision-making process in Element-Trade LLC and an assessment of the effectiveness of this process.

The third chapter, “Measures to improve the management decision-making process at Element-Trade LLC,” suggests ways to improve the management decision-making process.

In conclusion, the main conclusions from the study are presented.

Chapter 1. Theoretical foundations of organizing methods for making management decisions

1.1 The essence and significance of management decisions

Management decision-making processes occupy a central place in the structure of management activities, because It is they who to the greatest extent determine both the content of this activity and its results. The manager has the power, the authority to make decisions, and he is responsible for its implementation, for the use of resources, for the destinies of people.

Management decisions are related to the performance of management functions, including planning, organization, coordination and control of any processes. These decisions are implemented in the form of orders, business conversations, instructions, etc. However, not every decision developed and implemented by a manager is managerial.

Management decisions are distinguished by:

Goals. The subject of management (individual or group) makes a decision not based on his own interests and needs (although their influence plays a certain role), but in order to solve the problems of a specific organization.

Scope and consequences. An individual's private choices affect his own life and may affect the few people close to him. A manager, especially a high-ranking one, chooses the course of action not only for himself, but also for the organization as a whole and its employees, and his decisions can significantly affect the lives of many people. If an organization is large and influential, the decisions of its leaders can seriously affect the socio-economic situation of entire regions.

Division of labor. If in private life a person, when making a decision, as a rule, carries it out himself, then in an organization there is a certain division of labor: some workers (managers) are busy solving emerging problems and making decisions, while others (executors) are busy implementing decisions already made.

Professionalism. In private life, each person makes his own decisions based on his intelligence and experience. In managing an organization, decision making is a much more complex, responsible and formalized process that requires professional training. Not every employee of the organization, but only those with certain professional knowledge, experience and skills and occupying the appropriate position, is endowed with the authority to independently make certain decisions.

Having considered these distinctive features of decision-making in organizations, we can say that a management decision is a choice of alternative made by the decision maker, within the framework of his powers and competence, and aimed at achieving the goals of the organization.

The need for decision-making arises at all stages of the management process and is associated with all areas and aspects of management activity. The decision-making process quite accurately reflects the real problems, relationships and connections that have developed in the organization, and their continuous sequence characterizes the continuity of the management process. Moreover, only studying the process of developing and implementing solutions makes it possible to evaluate the substantive side of management, because the content of management is revealed in the content of decisions made. This is why it is so important to understand the essence of decisions.

The economic essence of a management decision is manifested in the fact that the preparation and implementation of any management decision requires financial, material and other costs. Every management decision has a real cost. The implementation of an effective management decision will bring direct or indirect income to the company, and an erroneous decision will bring losses.

The organizational essence of a management decision is that company personnel are involved in this work. To work effectively, it is necessary to form an efficient team, develop instructions, regulations, vest workers with powers, rights, duties and responsibilities, establish a control system, allocate the necessary resources, including information, provide workers with the necessary equipment and technology, and coordinate their work. The organizational aspect is manifested in the organization of both the development and implementation of management decisions. At the same time, a number of its functions are realized, namely guiding, coordinating and motivating.

The guiding function of decisions is manifested in the fact that they are the guiding basis for the implementation of general management functions - planning, organization, control, motivation.

The coordinating role of decisions is reflected in the need to coordinate the actions of performers to implement decisions within the approved time frame and of appropriate quality.

The motivating function of decisions is realized through a system of organizational measures (orders, resolutions, regulations), economic incentives (bonuses, allowances), social assessments (moral and political factors of labor activity: personal self-affirmation, creative self-realization).

The social essence of a management decision is embedded in the personnel management mechanism, which includes levers of influence on people to coordinate their activities in the team. These levers include human needs and interests, motives and incentives, attitudes and values.

The legal essence of a management decision lies in strict compliance with the legislative acts of the Russian Federation and its international obligations, charter and other documents of the company itself.

The technological essence of a management decision presupposes the possibility of providing personnel with the necessary technical, information tools and resources for the preparation and implementation of a management decision.

A management decision is a choice of an alternative made by a manager within the framework of his official powers and competence and aimed at achieving the goals of the organization; an act aimed at resolving a problem situation.

Management decisions serve as an integral part of any function of the management process and permeate all management activities - from the formulation of the goal to the moment of its achievement. The decision is the main product of a manager's work. The success of the business depends on the effectiveness of management decisions. Therefore, every management decision must be scientifically justified and made in a timely manner, comply with the situation and legislative acts, meet the objective conditions for the development of enterprises, ensure the most complete achievement of the set goal and rational use of resources.

As a rule, some of the decisions made turn out to be unenforceable. This happens for various reasons: the absurdity of goals, the complexity of control, the lack of deadlines, the assignment of responsibility to specific individuals. In essence, the above indicates shortcomings in management activities that lead to serious economic and social consequences (lost opportunities, irrational expenditure of time and money, irresponsibility, decreased work activity, decomposition of a healthy psychological climate in the team). Therefore, organizing an in-depth study of management decisions, competent execution and adherence to methodological principles for carrying out this work are of particular relevance.

The management cycle always begins with setting goals and identifying problems, continues with the development and adoption of the necessary decision, and ends with the organization and control of its implementation. Analysis of the obtained result serves as a source for identifying new problems and making new decisions, thus renewing the management cycle. A diagram of this process is shown in Figure 1.

Figure 1. Control cycle diagram

This shows that any management implements a sequence of three main stages:

· determines the state of the managed object (problem identification);

· develops the optimal impact for a given state (development and decision-making);

· implements it (implementation of the solution).

The management decision is formulated as:

The product of managerial work, the organizational response to the problem that has arisen;

Choosing a specific course of action from possible options; selection of a pre-conceived goal, means and methods of achieving it;

Choosing a method of action that guarantees a positive outcome of a particular operation.

A management decision at an enterprise is a creative act of a management subject (individual or group person), which determines the program of the team’s activities to effectively resolve an urgent problem based on knowledge of the objective laws of the functioning of the managed system and analysis of information about its state.

Thus, a management decision is associated with the performance of management functions, including planning, organization, coordination and control of any processes. Decisions are implemented in the form of orders, business conversations, instructions, etc.

A management decision is a choice of alternative made by the decision maker, within the framework of his powers and competence, and aimed at achieving the goals of the organization.

The development of effective solutions is the basis for ensuring the competitiveness of products and companies in the market, the formation of rational organizational structures, the implementation of correct personnel policies and work, the regulation of socio-psychological relations in the enterprise, and the creation of a positive image.

Deficiencies in management activities lead to serious economic and social consequences (lost opportunities, waste of time and money, irresponsibility, decreased work activity, decomposition of a healthy psychological climate in the team). Therefore, organizing an in-depth study of management decisions, competent execution and adherence to methodological principles for carrying out this work are of particular relevance.

Management decisions act as a way of constant influence of the control system on the controlled one (the subject on the object of control), which ultimately leads to the achievement of the set goals. This is a permanent link between two subsystems, without which an enterprise as a system cannot function. This circumstance emphasizes the determining place of management decisions in the management process.

1.2 Stages of the process of making management decisions in an organization

To solve a problem, very often it is not a single solution that is required, but a certain sequence of decisions and their implementation. Therefore, a decision is not a one-time act, but the result of a process that develops over time and has a certain structure.

The management process consists of repeated decision-making processes associated with the performance of management functions. In the process of performing management functions, managers have to make a large number of decisions, planning, organizing work, motivating people employed in the organization, monitoring and coordinating all processes occurring in it.

The simplest decision-making framework assumes that the process is a movement from one stage to another; After identifying the problem and establishing the conditions and factors that led to its occurrence, solutions are developed, from which the best is selected. The number of options developed and considered depends on many factors, most notably on the time, resources and information available to developers. The main limitation is the time within which a decision must be made. Therefore, in parallel with the development of options, they are evaluated, and the final decision is made by selecting the best of those that were prepared and considered during the planned period of time.

The most holistic and visual representation of the decision-making process is provided by the diagram presented in Figure 2, reflecting its main stages and the order in which they follow.

Rice. 2. Management decision-making process

For the need to make a management decision to arise, a signal is needed about an external or internal influence that has caused or is capable of causing a deviation from the given mode of operation of the system, i.e. presence of a management situation. Therefore, one of the most important conditions for making the right decision is analyzing the situation. Analysis of a management situation requires the collection and processing of information. This stage performs the function of the organization’s perception of the external and internal environment. Data on the state of the main environmental factors and the state of affairs in the organization are received by managers and specialists who classify, analyze the information and compare the actual values of the controlled parameters with the planned or predicted ones, which in turn allows them to figure out the problems that should be solved. For the need to make a management decision to arise, a signal is needed about an external or internal influence that has caused or is capable of causing a deviation from the given mode of operation of the system, i.e. presence of a management situation. Therefore, one of the most important conditions for making the right decision is analyzing the situation.

The first step towards solving a problem is its definition or diagnosis, complete and correct. The problem is the discrepancy between the desired and actual state of the controlled object. Identifying and formulating a problem is a complex procedure. The fact is that at the moment of their occurrence, many of the most important problems are poorly structured, i.e. do not contain obvious goals, alternative ways to achieve them, or ideas about the costs and benefits associated with each option. And bringing these problems to quantitative clarity (structuring) requires from managers not only knowledge and experience, but also talent, intuition, and a creative approach. We must also not forget that all elements and work in an organization are interconnected and solving a problem in one part of the organization can cause problems in others. Therefore, when defining the problem to be solved, one should strive to ensure that the number of newly arising problems is minimal.

Definition of selection criteria. Before considering possible options for solving a problem, the manager needs to determine the indicators by which alternatives will be compared and the best one will be selected. These indicators are called selection criteria.

The next stage is the development of a set of alternative solutions to the problem; ideally, it is desirable to identify all possible alternative ways to solve the problem, only in this case the solution can be optimal. However, in practice, the manager does not and cannot have such reserves of knowledge and time to formulate and evaluate every possible alternative. Therefore, he tends to limit the number of comparisons to just a few alternatives that seem most suitable.

Selecting an alternative. If the problem has been correctly defined, and alternative solutions have been carefully weighed and evaluated, making a choice, that is, making a decision, is relatively simple. The manager simply chooses the alternative with the most favorable overall consequences. However, if the problem is complex and many trade-offs must be taken into account, or if the information and analysis are subjective, it may be that no alternative is the best choice. In this case, good judgment and experience play a major role.

Although it is ideal for a manager to achieve an optimal solution, a manager, as a rule, does not dream of such a thing in practice. Typically, the optimal solution is not discovered due to time constraints and the inability to consider all relevant information and alternatives. Because of these constraints, a manager will typically choose a course of action that is obviously acceptable, but not necessarily the best possible course of action.

In modern management systems, as a result of the division of labor, a situation has arisen in which some employees of the organization prepare and develop decisions, others accept or approve them, and others carry them out. In other words, the manager often approves and bears responsibility for a decision that he did not develop, the specialists who prepared and analyzed the decision do not participate in its implementation, and the performers do not take part in the preparation and discussion of the decisions being prepared. Management decision-making in an organization is often mistakenly viewed as an individual rather than a group process. It is the organization, and not the individual leader, that must respond to emerging problems. And not just one leader, but all members of the organization should strive to improve the efficiency of its work. Of course, managers choose the course for the organization, but for the decision to be implemented, the joint actions of all members of the organization are necessary. Therefore, in group decision-making processes, the coordination stage plays a very significant role. Acceptance of a solution is rarely automatic, even if it is clearly a good one. The likelihood of quick and effective implementation increases significantly when performers have the opportunity to express their opinions, make suggestions and comments.

The process of solving a problem does not end with the choice of an alternative: to obtain a real effect, the decision made must be implemented. This is precisely the main task of the implementation management stage.

To successfully implement a solution, it is first necessary to determine a set of works and resources and distribute them among performers and deadlines, i.e. provide for who, where, when and what actions should be taken and what resources are needed for this. If the decisions involved are large enough, this may require developing a program to implement the solution. During the implementation of this plan, the manager must monitor how the decision is being implemented, provide assistance if necessary and make certain adjustments.

Even after the decision is finally put into effect, the decision-making process cannot be considered completely completed, because we still need to make sure whether it justifies itself. This goal is served by the control stage, which performs a feedback function in this process. At this stage, the consequences of a decision are measured and assessed, or the actual results are compared with those that the manager hoped to obtain. We should not forget that the solution is always temporary. The period of its effective action can be considered equal to the period of relative constancy of the problem situation. Beyond its limits, the solution may cease to have an effect and even turn into its opposite - not contribute to solving the problem, but aggravate it. In this regard, the main task of control is to timely identify the decreasing effectiveness of a decision and the need to adjust it or make a new decision. In addition, the implementation of this stage is a source of accumulation and systematization of experience in decision making.

Each organization has features of making management decisions, determined by the nature and specifics of its activities, organizational structure, and internal communication system. However, the process of developing a management decision has something in common for the organization. We must also not forget that all elements of an organization’s activities are interconnected and solving a problem in one part of the organization can cause problems in others. Therefore, when determining a solution to a problem, one should strive to ensure that the number of newly arising problems is minimal.

So, the management process consists of repeated decision-making processes associated with the performance of management functions.

Before considering possible options for solving a problem, the manager needs to determine the indicators by which alternatives will be compared and the best one will be selected.

To successfully implement a solution, it is necessary to determine a set of works and resources and distribute them among performers and deadlines, i.e. provide for who, where, when and what actions should be taken and what resources are needed for this. During the implementation of this plan, the manager must monitor how the decision is being implemented, provide assistance if necessary and make certain adjustments.

1.3 Methodology for assessing the effectiveness of the management decision-making process

Decision making is the main instrument of management influence, because it is in the development of decisions, their adoption, organization and control that the activities of the entire management apparatus consist. The effectiveness of management decisions is the main characteristic of decisions made, which is determined by the quality of the decision, its impact on improving performance, as well as the emotional agreement of the performers with it. Assessing the effectiveness of management decision-making plays an important role in the activities of the entire enterprise as a whole. It is necessary for the further work of the organization, because if the decision made turns out to be ineffective, then the work of all departments will also be ineffective.

It should be noted that for the successful implementation of decisions made, the organization must have a mechanism for their implementation, the main tasks of which are: developing an implementation program, managing implementation, monitoring execution, and evaluating results. Developing and implementing solutions that deliver consistently high performance is a very difficult task, even for experienced managers. The effect of implementing a management decision does not always correspond to what was expected, but despite this, there must be a constant desire to maximize this effect.

The task of determining the effectiveness of management decisions is the most complex and controversial management problem. It is impossible to consider the effectiveness of a management decision and its implementation in isolation. This is due to the fact that the effectiveness of a decision lies not so much in its absolute correctness, but in the fact that, if implemented consistently and on time, it will achieve its goal. Consequently, the effectiveness of management decisions depends both on the quality of the decisions themselves and on the quality of their implementation.

Efficiency is understood as the result of activity achieved through the work of the entire team (including management staff), and efficiency also reflects the effectiveness of management activities themselves. In one sense and another, general indicators and a system of private indicators of economic and social efficiency are used to characterize efficiency.

Figure 3. Calculation scheme for assessing management efficiency

To assess the economic efficiency of management in a broad sense, the following formula is used:

There are a lot of private indicators of the economic efficiency of the work collective, among them: profitability, turnover, return on investment, capital intensity, capital productivity, labor productivity, the ratio of wage growth and labor productivity, etc.

General indicators of social efficiency in a broad sense can be:

Degree of fulfillment of consumer orders;

Share of the company's sales volume in the market, etc.

Particular indicators of social efficiency are:

Timeliness of order fulfillment;

Completeness of order fulfillment;

Providing additional services;

After-sales service, etc.

The general indicator of economic efficiency of management in the narrow sense is calculated in the following way:

Partial indicators:

The share of administrative and management expenses in the total cost of the enterprise;

The share of the number of managerial employees in the total number of employees at the enterprise;

Controllability load (actual number of employees per management employee), etc.

General indicators of social efficiency in the narrow sense are:

The share of decisions made at the suggestion of employees of the labor collective,

The number of employees involved in the development of management decisions.

Particular indicators of social efficiency include: the degree of technical equipment of managerial work, the turnover of management staff, the qualified level of personnel, etc.

It is also legitimate to evaluate the effectiveness of individual management functions: planning, organization, motivation, control (the work of individual divisions of the management apparatus). For this purpose, a set of indicators is also used that reflect the specifics of activities for each management function. For example, the planning function evaluates the degree of achievement of set goals (planned objectives); by organizational function - equipping the enterprise with modern technological equipment, staff turnover; according to the motivation function - the methods used to influence the team (reward, punishment, their ratio); according to the control function - the number of violations of labor, technological discipline, etc.

Management effectiveness can be assessed over various calendar periods of time (month, quarter, year). The dynamics of these indicators, as well as comparison with similar data from similar enterprises operating in similar natural, geographical and economic conditions, allow us to draw a conclusion about the effectiveness of the management apparatus.

This way you can evaluate the effectiveness of the management apparatus as a whole, as well as specific decisions. In the first case, efficiency reflects the effectiveness of the management process, which is manifested through a set of decisions made and implemented. In the second case, the outlined assessment methodology is quite acceptable for assessing individual management decisions.

In addition, three groups of indicators (criteria) characterizing:

Time consumption (process efficiency);

Resource costs and economic results (resource intensity and process efficiency);

The degree of achievement of goals (target effects).

Efficiency of the management process (implementation of strategic changes). It is characterized by the dynamics of indicators of time spent on performing the system functions of the organization.

Depending on the configuration of the control system, some of the functions in its subsystems, from a time point of view, can be performed sequentially (i.e., condition each other), and some - in parallel (independently). But in any case, the desire to reduce the labor intensity of operations in all departments will have a positive impact on management efficiency, its flexibility and agility.

T is an indicator of the labor intensity of performing managerial functions,

Av - number of employees in certain positions:

Feff is the effective working time fund for the corresponding calendar period.

So, reducing the labor intensity of a management operation reduces the need for labor resources. This in turn will reduce the need for financial resources (in the form of wages, related deductions, management and social overhead costs), material resources (in the form of equipment, auxiliary materials, inventory, space, energy), information resources (in the form of volumes of incoming and outgoing information). Knowing the specific standards for these resources and approximate prices for them, it is possible, through calculation, to determine the first (reducible) component of calculating the effect of direct time savings.

The same goals can be achieved at different costs, therefore the main criterion for the effectiveness of a solution is the ratio of the effect obtained as a result of its implementation, expressed by the indicator of the degree of achievement of the goal, to the amount of costs for developing the solution and its implementation. In such situations, one of the most commonly used methods for assessing the effectiveness of a solution is the cost-profit method, in which efficiency is quantitatively characterized by the profit received per unit of cost, where “profit” is understood as a certain set of criteria characterizing a particular decision. Such criteria may include both objective indicators, such as payment flows, payback period, profitability, production volume, etc., and subjective assessments, such as the social significance of the project, the company’s image, etc.

The effectiveness of a management decision can be divided by the levels of its development and implementation, the coverage of people and companies. A system of quantitative and qualitative assessments based on real indicators, norms and standards manages the effectiveness of management decisions. An important feature of a management decision as a product of management activity is its intangible essence.

The effectiveness of an organization's functioning depends to a very large extent on the quality of management decisions. This makes it important for all responsible employees of the management apparatus, and above all heads of organizations, to acquire theoretical knowledge and practical skills in the development and implementation of optimal management decisions.

Thus, the effectiveness of management decisions is the main characteristic of the decisions made, which is determined by the quality of the decision, its impact on improving performance, as well as the emotional agreement of the performers with it. Assessing the effectiveness of management decision-making plays an important role in the activities of the entire enterprise as a whole. It is necessary for the further work of the organization, because if the decision made turns out to be ineffective, then the work of all departments will also be ineffective.

The economic efficiency of a management decision is characterized by the ratio of the value of the surplus product obtained through the implementation of a specific management decision and the costs of its preparation and implementation. The surplus product can be presented in the form of profit, cost reduction, increased productivity, obtaining loans, etc.

The social efficiency of a management decision is considered as the result of achieving social goals for a larger number of employees and the company in a shorter time, with fewer employees, and at lower financial costs.

The values of the quantities included in the formula can be determined on the basis of operational accounting data and accounting data of the organization.

Management effectiveness can be assessed over various calendar periods of time (month, quarter, year). The dynamics of these indicators allows us to draw a conclusion about the effectiveness of the management apparatus.

Chapter 2. Analysis of the management decision-making process at Element-Trade LLC

2.1 General characteristics of Element-Trade LLC

"Element - Trade" is a limited liability company. Legal address of the company: Ekaterinburg st. Shcherbakova, 4. Postal address of Element-Trade LLC: Yekaterinburg, Siberian tract 12, building 5. Scope of activity of the company according to the constituent documents:

· retail trade in food products;

· retail trade of industrial goods;

· retail trade in alcoholic, low-alcohol and non-alcoholic drinks and juices;

· retail trade in tobacco products;

· retail trade in frozen foods;

· retail trade in animal feed;

· production of ready-to-eat products.

The first "Monetka" appeared in Yekaterinburg in the spring of 2001. Then two stores were opened: one in the Cash & Carry format, the other in an economy class supermarket. The network was founded by the R-Modul company (specialization: trade in cigarettes, chocolate, confectionery). By 2003, there were 6 stores. In 2004, the “Monetka” store appeared in Tyumen, N. Tagil. In 2005, retail chain stores appeared in Ufa and Chelyabinsk. 2006 - shops were opened in Kurgan, and 3 new supermarkets appeared. The opening of the 100th mazin occurred in 2007. Also, the retail chain began operating in the Khanty-Mansi Autonomous Okrug and the first store appeared in Moscow. In 2008, our own distribution center began operating. Now suppliers no longer need to deliver goods to stores in small quantities. All goods are received by the distribution center and then distributed to the chain stores. In 2010 there were already 200 stores, and in 2011 the retail chain entered the Siberian Federal District. In 2012, there were 400 stores. As of July 2013, the retail network included 500 stores.

The Monetka retail chain today is one of the leaders in Yekaterinburg and the Ural region (department stores and discounters). TS "Monetka" stores operate in the Chelyabinsk, Tyumen, Kaluga, Vladimir, Kurgan, Moscow, and Sverdlovsk regions; Republic of Bashkortostan; in the Perm region; in the Khanty-Mansiysk and Yamalo-Nenets Autonomous Okrugs.

The organizational structure of the enterprise is presented in Appendix 2.

The leadership position belongs to the General Director - one of the founders of the Company. It performs the following functions:

· disposal of company property,

· establishes staffing schedule,

· opens current and other accounts,

· issues orders and gives instructions mandatory for all employees,

· determines the structure of the management apparatus, number, qualifications and staffing,

· hires (appoints) and dismisses employees of the company,

· Signs contracts with partners.

Appendix 2 does not show the complete structure of the organization; store directors report to the regional manager of the corresponding region. Each store director has two deputies: for the sales floor and for the warehouse, to whom the sales floor administrators and warehouse workers report respectively. Each department in the store (dairy, industrial, confectionery, etc.) has an administrator to whom the sellers of the corresponding department report, cashiers report to the senior cashier.

2.2 Analysis of the financial condition of the enterprise

Analysis of economic activity is an important element in the production management system, an effective means of identifying internal reserves, management decisions and monitoring their implementation in order to improve the efficiency of the enterprise.

First of all, it is necessary to analyze the balance sheet of Element - Trade LLC, presented in Appendix 1.

The company's assets increased from 2008 to 2012. This happened due to an increase in the value of non-current assets, which increased mainly due to an increase in the value of fixed assets and construction in progress. The following changes occurred in the composition of current assets: inventories decreased by 2012 after a slight increase in 2009; accounts receivable tend to decrease. Positive dynamics are typical for short-term financial investments, and the amount of funds fluctuates throughout the entire period under study.

In general, the value of current assets is declining.

The sources of formation of the organization’s property during the period under review also increased. At the same time, the share of equity capital did not change, although retained earnings increased by 1.5 times. Long-term liabilities decreased slightly, but at the same time short-term loans increased.

The amount of loans and credits decreases, but the share of accounts payable increases, mainly due to an increase in debt to suppliers and contractors.

The results of the analysis of the profit and loss statement of Element - Trade LLC are reflected in Table 1.

Table 1

Gains and losses report

	Absolute indicators, thousand rubles.

1. Sales revenue
2. Cost of goods sold
3. Gross profit
4. Commercial expenses
5. Management expenses
6. Profit / loss from sales
Other income and expenses 7. Interest receivable
8. Interest payable
9. Other income
10. Other expenses
11. Profit/loss before tax
12. Deferred tax. assets
13. Deferred tax. obligations
14. Current income tax
15. Net profit / loss

The table shows that the profit of Element-Trade LLC fluctuates, but still grows in 2012, this is due to an increase in gross profit. However, management costs are growing, so the amount of profit from sales does not grow as significantly as gross profit. The growth of net profit is positively influenced by an increase in other income.

The calculation of financial stability indicators is presented in Table 2.

table 2

Financial stability indicators

Index		Optim. meaning
Autonomy coefficient (financial independence)
Gearing ratio	1- (s490/s700)
Financial coefficient dependencies	(s590+s690 - s640-s650) /s490
Financial coefficient sustainability	(s490+s590) / s700
Funding ratio	s490/ (s590+s690)
Property security ratio means	(s490-s190) /s290
Maneuverability coefficient	(s490-190+s510) / s490
Long-term investment structure coefficient

Indicators of the financial stability of an enterprise characterize the structure of the capital used by the enterprise from the standpoint of its solvency and financial stability of development. These indicators make it possible to assess the degree of protection of investors and creditors, as they reflect the company’s ability to repay long-term obligations. This group of indicators is also called indicators of capital structure and solvency or coefficients for managing sources of funds.

The table data shows that the autonomy coefficient, after some decline by 2010, then increases, almost to the previous level, but always remains below the optimal value. This suggests that the enterprise's assets are formed primarily from borrowed capital, and the enterprise does not have sufficient independence and capabilities to pursue an independent financial policy.

The financial dependence coefficient shows the amount of funds raised per 1 ruble. own. There are no significant changes in this indicator, and in 2012 the company attracted 3 rubles 62 kopecks per ruble of equity capital. This means, as already noted, that the enterprise is highly dependent on external sources.

The dependence on borrowed funds also confirms the value of the equity financing ratio of borrowed funds.

The coefficient of maneuverability of own funds shows the ability of the enterprise to maintain the level of its own working capital and replenish working capital, if necessary, from its own sources. At this enterprise, this indicator is falling, thus, the ability to replenish working capital at the expense of one’s own is becoming lower and lower.

The coefficients given in Table 3 characterize the efficiency of the enterprise's use of its total assets or any type thereof. They show how much revenue each ruble of assets provides, how quickly assets turn over in the course of the enterprise’s activities.

Table 3

Business activity indicators

Index		Optim. meaning
Coef. asset turnover		tendency to accelerate
Coef. inventory turnover		tendency to accelerate
Capital productivity
Coef. turning around the deb. debt	s010/(s230 +s240)
Debt circulation time debt	365*(s230+s240)/
Coef. turning over the loan. debt
Loan application time. debt
Coef. ratio deb. and credit. debt	(s230+ s240)/s620
Coef. finished product turnover
Coef. turnover of working capital		tendency to accelerate
Coef. turning around your own capital
Coef. turning around the attracted fin. capital	s010/(s510 +s610)

The asset turnover ratio reflects the turnover rate of the organization's entire capital or the efficiency of using all available resources, regardless of their sources. The data in Table 4 shows that the organization has begun to complete the full cycle of circulation, generating profit, more slowly, but in 2012 there is a tendency to accelerate.

The inventory turnover ratio shows that overstocking either decreases or increases, and the lower the inventory, the faster you can pay off debts.

The turnover of accounts receivable and the time of its circulation almost does not change; the average period of time required for an enterprise to receive money after selling products is 47 days. The turnover ratio of accounts payable tends to decrease, and the time of its circulation increases and by 2012 it was 171 days. Thus, we can note a faster turnover of accounts receivable compared to accounts payable, which means that debts of debtors are quickly converted into cash. Accordingly, by the time the company needs to pay off creditors, there is no shortage of cash in circulation.

The stability of the organization's financial position and its business activity are characterized by the ratio of receivables and payables. In Element-Trade LLC, accounts payable predominates over receivables, but this predominance is decreasing and by 2012 it amounts to 0.27 rubles. accounts receivable for 1 rub. accounts payable. As we can see, the value of this indicator is lower than recommended, and this may be a factor leading to a low level of liquidity. Therefore, despite the higher turnover of accounts receivable, the cash in circulation may still not be enough to repay accounts payable, especially if this indicator continues to decline.

The finished product turnover ratio shows how many times a year finished products are circulated. This figure fluctuates. The turnover of working capital practically does not change during the studied period and in 2012, each type of current assets was consumed and renewed again once a year. The equity turnover ratio reflects the activity of using funds. The value of this indicator is decreasing, which indicates the inactivity of part of one’s own funds. And the turnover rate of attracted capital, on the contrary, increases.

ANALYSIS AND MAKING SHORT-TERM MANAGEMENT DECISIONS

In modern business conditions, the key task of management accounting is the accumulation of various information that facilitates the adoption of correct and timely management decisions.

Under making a management decision one should understand the set of selected actions aimed at the most effective solution of the task under given conditions, taking into account external and internal factors of the economic environment.

The main indicator of the effectiveness of the decision made is optimality factor, which is characterized by such qualitative or quantitative indicators as profit, the amount of labor, time and other resources necessary to achieve the goal.

Management decisions are classified according to the following criteria:

political;
organizational;
technical;
economic;

by the number of decision makers:

collective;
individual;

depending on duration:

long-term;
mid-term;
short-term;

by the nature of the impact:

strategic;
tactical;

by the number of tasks assigned:

single-purpose;
multi-purpose;

by size of the control object:

are common;
local;

according to the degree of completeness and reliability of the available information:

decisions made under conditions of certainty;
decisions made under conditions of partial certainty;
decisions made under conditions of uncertainty;
decisions made under risk conditions;
decisions made in conditions of conflict.

In addition, the decisions made are subject to a number of requirements, which they must fully comply with: be effective, timely, imply the rational use of enterprise resources, have an economic justification, and be realistically feasible.

The development of management decisions is carried out according to the following general algorithm:

identifying a range of problems that need to be solved;
setting goals and objectives that must be achieved as part of solving the identified problem;
choosing a method for making a decision in a specific economic situation and criteria for the effectiveness of the results obtained;
development of sets of measures to achieve set goals;
assessment according to the selected criterion of sets of measures aimed at achieving the goal, and selection of the optimal one. The implementation of this algorithm can be presented in the form

the process of preparing and making operational, tactical and (or) strategic management decisions (Fig. 4).

When making decisions, the following conditions must be met: the goal must be measured quantitatively and allow one to minimize or maximize some indicator of economic activity; consideration of possible events that may accelerate or slow down the achievement of the goal; an indication of the probability of achieving each of the possible events, the results that can be obtained by considering the probability of the occurrence of one of the possible alternatives.

Rice. 4.

The management decision-making process is based on forecast information about the future development of various events and factors based on the use of a set of models - descriptive, analytical, simulation (Fig. 5).

Descriptive models are used to identify and identify problem situations and tasks that require solutions, and analytical and simulation models are used to analyze cause-and-effect relationships (“if... then...”), alternative solutions to a problem, and expected values of various options for action. , comparing these options under given conditions for decision making purposes.

When making management decisions, various hypotheses about the state of the external environment are taken into account:

a) unambiguous expectations of the future state of the external environment (decisions under conditions of certainty):

Cm.: Sokolov Ya.V. Accounting: from origins to the present day. - M.: Audit: UNITY, 1996.

choosing a solution from an infinite number of alternatives;
choosing a solution from a limited number of alternatives;
b) multiple-valued expectations (decisions under conditions of uncertainty).

Rice. 5. Using different models in the decision-making process 1

Analytical calculations in this case represent goals expressed in specific indicators, alternatives for achieving goals, the consequences of the impact of alternatives on goals, actual results of the implementation of management decisions, deviations from expected results.

In this case, calculations are made in the following sequence:

problem formulation;
development and description of alternatives;
determination of impacts.

There are a number of methods that should be used when developing and making management decisions:

traditional methods- are used in conditions of certainty to develop and solve typical situations. The basis for their use is special economic calculations and a transparent market situation. These methods are quite common, their main advantage is the testing

simplicity and ease of use, and some disadvantages appear as production processes become more complex;

economic and mathematical methods- are based on a combination of economic and mathematical techniques in achieving their goals. These are economic-statistical methods, optimization methods, methods of economic cybernetics and econometrics. They are very effective in solving problems in the field of automated production process control systems. The main disadvantage of these methods is the difficulty of their application in other areas, where many qualitative characteristics, such as social, psychological, organizational, political, cannot be expressed in quantitative parameters, which greatly narrows the scope of their application;
systematic methods- may be based on experience, logic, the use of various assessment methods or collective discussion. These include heuristic methods, expert assessment methods, brainstorming, statistical methods, the Delphi method, etc. These methods are highly effective under conditions of uncertainty and are based on human intellectual abilities in combination with the use of a computer;
system-target methods- should be used when solving interrelated problems. These include:

systems analysis methods:

- decomposition of the system, i.e. dividing the system into elements, highlighting the relationships between them and assessing each according to the degree of influence on achieving the final goal;
- system diagnostics, i.e. studying each fragment of the system and the system itself as a whole to identify the most sensitive areas;

program-targeted methods- are based on the fundamental meaning of the goal; Based on this, an algorithm for achieving it is compiled. As a rule, this algorithm is presented in the form of a tree of goals, highlighting the main goal and lower-order goals, as well as the stages of achieving them.

Information obtained from the results of solving assigned tasks, problems, situations leads to various solution alternatives.

Alternative decision-making is based on determining a system of indicators for each option and making a decision on this basis with the choice of the optimal option in relation to changes in the effectiveness and efficiency of the enterprise.

An alternative solution principle is based on the use of a decision tree mechanism:

possible alternatives with access to the corresponding indicators;
the likely consequences of each alternative;
level of probability of consequences.

The information value of the decision tree method is significant, since it gives enterprise management the following opportunities:

more accessible graphical representation of the problems being solved;
presentation of individual decisions in their interrelation;

Today, in the conditions of market transformations in Russia, the need to ensure high-quality management of various processes and phenomena is of great importance. One of the main elements of the management process is the development and adoption of management decisions.

Among the huge number of problems of modern management, the most important of them are the stages of management decision, which is the main instrument of management influence. This problem is of serious importance, which increases as economic situations and management tasks that require management decisions become more complex. This is evidenced by the increasing scale of losses as a result of even small errors made in the decision.

The development of management decisions is an extremely important process that connects the main functions of management: motivation, planning, organization, control. At every enterprise, management decisions determine not only the effectiveness of its activities, but also the possibility of sustainable development and survival in a rapidly changing world. The importance of the decision-making process was realized by humanity simultaneously with the beginning of its conscious collective activity. Consequently, the development of management theory took place simultaneously with the development of the science of decision making.

The main part of the work of enterprise managers is the process of making management decisions. That is why understanding all the intricacies of the decision-making process in various conditions, knowledge and application of various methods and models of decision-making plays a significant role in increasing the efficiency of management personnel.

Effective decision making is essential to performing management functions. Therefore, the decision-making process is the central point of management theory. Management science seeks to improve organizational performance by enhancing management's ability to make informed, objective decisions in situations of extreme complexity through the use of models and quantitative methods.

Decision making is directly related to purposeful human activity. In his personal life, each person makes decisions about family structure, budget distribution, recreation, choice of profession, etc. The formation and selection of these decisions, as a rule, is made empirically: through logical thinking and intuition. In parallel with making personal decisions, a person considers various decisions that arise in the course of his professional activities. This activity characterizes the work of both managers and the work of executives who both personally make decisions and organize the work of their employees in preparing and implementing certain decisions.

In the course of the production and financial activities of any enterprise, situations often arise when there is a need to choose one of several possible options for action. As a result of this choice, a specific and definite solution appears.

Federal Agency for Education

Smolensk State University

Department of Economics and Management

The process of developing and making management decisions

(using the example of Home Credit and Finance Bank LLC)

Course work

Performed:

4th year student of the Faculty of Management

Shemelina A. A.

Scientific adviser:

Senior teacher Sheven L.N.

Smolensk

Introduction ………………………………………………………………………….3

Chapter I. Development and adoption of management decisions as the most important elements in managing an organization …………………….....6

1.1. Essence, significance and functions of management decisions………………6

1.2. Stages of the management decision-making process………………….....11

1.3. Organization of the process of developing management decisions…………..18

1.4 Monitoring the implementation of management decisions……………………….…23

Chapter II. Analysis of the activities of Home Credit and Finance Bank LLC and practical recommendations for improving management decision-making …………………………………………………….28

2.1. General characteristics of Home Credit and Finance Bank LLC…….…..28

2.2. Experience in developing and making management decisions in a bank…….….33

Conclusion ……………………………………………………………….…….40

List of used literature …………….………..………………..45

Application …………………………………………………………………….48

INTRODUCTION

Every day in our lives we make decisions - big and small, related to business, personal and public affairs.

Decision making is an important component of business success. That is why it is necessary to know the techniques, efficiency factors, methods and principles of decision making. This chapter reveals these issues in detail, focusing on their advantages and disadvantages.

A decision is the result of analysis, forecasting, optimization, economic justification and selection of an alternative from a variety of options for achieving a specific goal.

The development of solutions involves the development of a control object and the selection of regulatory influences on it in order to achieve certain technical and economic indicators.

The process of making management decisions is relevant due to the fact that the scale, number of elements and relationships of subsystems in organizational systems are increasingly expanding. The increasing complexity of connections between system elements causes uncertainty in knowledge of the real structure of the system, which may be associated with the so-called human factor, intentional or special distortion of information, etc.

Sometimes the definition of a management decision is limited only to the choice of a possible course of action. This approach impoverishes the content of this category of management theory and does not correspond to its essence.

Management decisions can be made in relation to any area of the organization’s activities: personnel management, financial management, production process management, including marketing service management.

The existence of any organization is impossible without the constant daily adoption and implementation of certain decisions at various levels of management. Management decisions are aimed at achieving the most optimal result of the activity of the organizational and production system.

If management decisions are made competently and correctly, then they can become a real tool for achieving set goals.

The object of study of the course work is the development and adoption of management decisions.

The subject of the course work is the stages and procedures for making and developing management decisions.

The purpose of this work is to review and analyze the processes of developing and making management decisions. To achieve this goal, the work is expected to solve the following tasks:

Consider the concept, essence and significance of management decisions;

Describe the functions performed by management decisions;

Highlight the stages of development and decision making;

Consider the organization of the development process and control over the implementation of management decisions;

Consider the experience of making management decisions using the example of Home Credit and Finance Bank LLC;

In this work, the works of the following authors were used: Baldin K.V., Bashkatova Yu. And Vesnin V.R., Vikhansky O.S., Vissema H., Venedelin, A.G., Glushchenko V.V., Glukhov V.V., Golubkov E.P., Kokhno P.A., Kurochkin A.S., Livshits A.S., Naumov A.I., Rastrigin L.A., Starobinsky E.E., Solnyshkov Yu.S., Filinov N.B., Chudnovskaya S.N. , Chavkin A.M., Chetyrkin E.M., Shegda A.V.

CHAPTER 1. DEVELOPMENT AND ADOPTION OF MANAGEMENT DECISIONS AS CRITICAL ELEMENTS IN THE MANAGEMENT OF AN ORGANIZATION

1.1 ESSENCE, SIGNIFICANCE AND FUNCTIONS OF MANAGEMENT DECISIONS

One of the many definitions of management is formulated as collecting information, developing decisions and organizing their implementation, which emphasizes the high importance of decisions in management activities.

Analyzing the development of management, it is easy to notice that its theory is evolving towards the development of modern decision-making technologies. Decisions determine such areas of management as management based on control over execution, management through extrapolation of the past into the future, management through anticipation of changes, management through flexible emergency solutions.

World and domestic science in the 20th century. a new area of knowledge has been developed - decision-making theory. Having arisen in solving military-strategic problems, it has spread to the area of economic management. Today there is a scientific basis for making quality management decisions.

The development of effective solutions is a fundamental prerequisite for ensuring the competitiveness of products and companies in the market, the formation of rational organizational structures, the implementation of correct personnel policies and work, the regulation of socio-psychological relations in the enterprise, the creation of a positive image, etc.

At the level of enterprises and associations, the number of documented decisions reaches an average of three hundred per year, at higher levels there are much more. A sample analysis shows that a quarter of all decisions (up to 25%) could not be made due to their impracticability. This happens for a variety of reasons: the absurdity of goals, the complexity of control, the “streamlinedness” of the measures taken, the lack of deadlines for implementation, the assignment of responsibility to specific individuals. Essentially, what has been noted indicates a defect in management activities, which gives rise to serious economic and social consequences (lost opportunity, irrational expenditure of time and money, irresponsibility, decreased work activity, decomposition of a healthy psychological climate in teams). Therefore, organizing an in-depth study of management decisions, competent execution and adherence to methodological principles for carrying out this work are of particular relevance.

The problem of decision making is fundamental in nature, which is determined by the role that decisions play in any sphere of human activity. Research on this problem is interdisciplinary, since the choice of a course of action is the result of a complex linking of various aspects: informational, economic, psychological, logical, organizational, mathematical, legal, technical, etc.

By synthesizing various components, management decisions act as a way of constant influence of the control subsystem on the managed one (the subject on the object of management), which ultimately leads to the achievement of the set goals. This is a permanent link between two subsystems, without which an enterprise as a system cannot function. This circumstance emphasizes the determining place of management decisions in the management process (Appendix 1).

The general theory of decision making, developed on the basis of mathematical methods and formal logic, is used in economics and has the prerequisites for wide dissemination.

From the perspective of this theory, decision making is a choice from a set of the most preferable alternative. By decision we mean:

An element of many possible alternatives;

Regulatory document regulating the activities of the management system;

Oral or written instructions about the need to perform a specific action, operation, process;

A regulated sequence of actions to achieve the goal;

Something reflecting the achievement of a set goal (material object, number, indicator, etc.);

Reaction to stimulus.

Philosophical science interprets decision as the process and result of choosing a goal and a method of action.

In economic literature, the concept of “decision” is also ambiguous and is considered as a process, as an act of choice and as a result of choice. A decision as a process involves a time interval during which it is developed, adopted and implemented. Decision as an act of choice includes the stage of decision-making in compliance with special rules. A decision as a result of choice is an act of will, focused on the presence of alternatives, related goals and motives for the behavior of the decision maker.

The authors of works on management include organizational, psychological aspects, and provisions of the general theory of decision making in the definition of the concept of “managerial decision”. Thus, the management decision is formulated as:

The product of managerial work, the organizational response to the problem that has arisen;

Choosing a specific course of action from possible options;

Selection of a pre-conceived goal, means and methods of achieving it;

Choosing a method of action that guarantees a positive outcome of a particular operation.

Based on the above definition, a number of aspects of the solution can be identified: organizational, psychological, social, informational, economic.

The organizational aspect is manifested in the organization, both the development and implementation of management decisions. At the same time, a number of its functions are realized, namely guiding, coordinating and motivating, indicating the versatility of this concept.

The guiding function of decisions is manifested in the fact that they are made based on the long-term development strategy of the enterprise and are specified in a variety of tasks. At the same time, decisions are the guiding basis for the implementation of general management functions - planning, organization, control, motivation, which are implemented through decisions.

The coordinating role of decisions is reflected in the need to coordinate the actions of performers to implement decisions within the approved time frame and of appropriate quality.

The effectiveness of each management decision largely depends on the implementation and correlation of these functions both during its preparation and at the implementation stage. Taking this into account, management decisions become a real tool for achieving set goals.

Thus, a management decision is a social act that expresses the needs and interests of the team, individual social groups, and society as a whole. Decisions even in the technical field (reconstruction of an enterprise, replacement of equipment) affect the interests of workers, as problems of layoffs arise and the need to master new skills and abilities. The results of management decisions, especially in large organizations, determine the fate of tens and hundreds of people. The miscalculation of a functional executor in the management apparatus is of a private nature; a manager’s mistake when making decisions is reflected in the results of work, in extreme cases it can lead to bankruptcy, loss of jobs, and mass layoffs. Because of this, the responsibility of a manager is an indispensable attribute of a management decision.

1.2 STAGES OF THE MANAGEMENT DECISION MAKING PROCESS

The process of developing a management decision includes three main stages:

Preparing a solution;

Decision making;

Organizing the implementation of the decision.

The decision-making process, although seemingly simple, is very difficult. It contains quite a lot of subtleties and underwater reefs that are well known to professional managers.

Each organization develops management decisions. And in each organization, the practice of developing and making management decisions has its own characteristics, determined by the nature and specifics of its activities, its organizational structure, the current communication system, and internal culture.

Nevertheless, there is a common feature that is characteristic of any decision-making process, wherever it takes place. This is the single core that forms the development and decision-making technology used in any organization.

In the decision-making process, much attention is paid to the use of expert assessment methods designed to work with both quantitative and qualitative information.

The main purpose of expert technologies is to increase professionalism, and, consequently, the effectiveness of management decisions.

There are different ways of representing the decision-making process, which are based on different approaches to management: systemic, quantitative, situational, etc.

The main attention is paid to the situational approach, since it most fully reflects the problems arising in management activities, is universal and, in essence, contains the main methods associated with making management decisions and used in other approaches.

Main stages of the management decision-making process:


Obtaining information about the situation	Setting goals			Development of an assessment system		Analysis of the situation	Diagnosis of situations

Development of a forecast for the development of the situation		Generating alternative solutions			Selection of main options for control actions			Development of scenarios for the development of the situation

Expert review main options for control actions		Collective expert assessment			Decision making by decision maker			Developing an action plan

Monitoring the implementation of the plan			Analysis of the results of the development of the situation after management influences

Preparation for the development of management decisions.

The first block of stages in developing a management decision includes the following stages:

· obtaining information about the situation;

· defining goals;

· development of an assessment system;

· analysis of the situation;

· diagnosis of the situation;

· development of a forecast for the development of the situation.

Development of a management solution .

The second block of stages for developing a management decision includes:

· generation of alternative solutions;

· selection of main options for management influences;

· development of scenarios for the development of the situation;

· expert assessment of the main options for control actions.

Decision making, implementation, analysis of the result.

The third block of stages of development and implementation of a management decision includes:

· collective expert assessment;

· decision-making by persons with decision-making rights (DM);

· development of an action plan;

· monitoring the implementation of the plan;

· analysis of the results of the development of the situation after management influences.

Let's look at them in more detail.

1. Obtaining information about the situation.

Modern technologies for making management decisions, including the possibility of expert assessment, allow the decision maker (DM) to take into account the main aspects of the interaction “situation - DM” when developing and making management decisions due to the possibility of using qualitative and quantitative assessments, both formalized and and non-formalized components of the situation in which the decision maker carries out active management influences.

To adequately represent the situation, as a rule, not only quantitative data, but also qualitative data are used. This is achieved through expert technologies widely used in the decision-making process.

The information obtained about the decision-making situation must be reliable and sufficiently complete.

2. Defining goals.

Determining the goals facing the organization is of great importance. Only after they have been identified can the factors, mechanisms, patterns, and resources influencing the development of the situation be determined. When making important decisions, the consequences of which can play a significant role, the goals that the organization strives to achieve must be clearly presented. Methods for forming goal trees have been developed and are being used to determine the hierarchical structure of the goal system, and criteria trees to assess the degree of achievement of goals.

A clear definition of the goal is an integral part of the management process.

3. Development of an assessment system.

In the process of developing a management decision, an adequate assessment of the situation and its various aspects are of great importance, which must be taken into account when making decisions that lead to success.

4. Analysis of the situation.

Having the necessary information about the situation and knowing the goals that the organization strives to achieve, you can begin to analyze the situation.

The main task of analyzing the situation is to identify the factors that determine the dynamics of its development.

First, a substantive analysis is carried out and the main points are established at a qualitative level, allowing one to identify factors to which the situation is sensitive to changes in the degree and nature of their influence.

To identify the factors that determine the development of the situation, specially developed methods can be used, such as factor and correlation analysis, multidimensional scaling, etc.

5. Diagnosis of the situation.

When analyzing the situation, it is important to highlight the key problems that need to be addressed first when purposefully managing the process, as well as the nature of their influence. This is the task of diagnosing the situation.

6. Development of a forecast for the development of the situation.

A special role in decision-making is played by problems associated with assessing the expected development of the analyzed situations, the expected results of the implementation of the proposed alternative solutions.

It is impossible to manage without predicting the course of events.

7. Generating alternative solutions.

Generating alternative solutions, control actions, etc. can be carried out either directly or through special expert procedures.

Procedures for generating alternative options may include both special organization and examination using methods such as brainstorming, Zwicky methods, etc., and the creation of automated systems for generating alternative options in complex but fairly structured cases.

8. Selection of main options for management influences.

After alternative options for management influences have been developed, presented in the form of ideas, concepts, a possible technological sequence of actions, possible ways of implementing the proposed solution options, their preliminary analysis should be carried out in order to weed out obviously unviable, uncompetitive options or options that are obviously inferior to others, also proposed for consideration.

9. Development of scenarios for the development of the situation.

Scenarios for the expected development of the situation play an important role in making management decisions. The main task of developing scenarios is to give decision makers the key to understanding the situation and its most likely development.

One of the main tasks when developing a scenario is to determine the factors characterizing the situation and its development trends, as well as to identify alternative options for the dynamics of their change.

10. Expert assessment of the main options for control actions.

At this stage of developing a management decision, there is already quite a lot of information about the main alternative options for management influences and the most likely scenarios for the development of the situation when using them.

11. Collective expert assessment.

When making important management decisions, it is advisable to use collective expertise, which ensures greater validity and, as a rule, greater efficiency of the decisions made.

12. Decision making by the decision maker.

The results of examinations on the comparative assessment of alternative solutions or a single solution, if the development of alternative options was not envisaged, are sent to the decision maker.

13. Development of an action plan.

Decision is made. However, an equally important task is to achieve its successful implementation.

To do this, it is necessary to develop an action plan, since a lot depends on the selected set of actions, the sequence of their implementation, the planned deadlines and, perhaps, the most important thing - the resources that ensure the implementation of the actions, the performers who will carry out these actions.

14. Monitoring the implementation of the plan.

Ensuring the effective functioning of the organization involves continuous monitoring of the progress of implementation of adopted action plans.

Modern management technologies using computer support make it possible to simultaneously monitor the progress of a significant number of activities in the field of marketing, production, supplies, etc.

1.3 ORGANIZATION OF THE PROCESS OF DEVELOPMENT OF MANAGEMENT DECISIONS

The concept of “organizing the development of a management decision” includes measures to improve the collaboration of various units and divisions of the enterprise, as well as its individual employees, as part of the process of preparing a decision based on established regulations, instructions, standards, liability standards and other policy documents.

The organization of development of management decisions includes a number of areas.

1. Formation of targeted cross-functional groups, which are created on a temporary basis consisting of representatives of various departments and levels of management. At the same time, the goal of using the special knowledge and experience of employees to solve specific and often complex problems is realized.

2. The use of direct horizontal connections without the involvement of top management, which reduces development time, increases the responsibility and motivation of performers

3. Formation of vertical connections that strengthen centralization while maintaining subordination in the development of decisions by executors.

4. Application of formal rules and procedures, which involves the development and adoption at the enterprise of special instructions (standards) for performing certain actions.

5. Rationalization of the structure of decisions by object scale, target nature and time period.

6. Minimizing repeated decisions.

7. Providing the solution development process with the necessary material, financial and information resources.

8. Formation of a data bank for solving a problem situation. For this purpose, card indexes are formed:

1) cards of problem situations, which reflect the characteristics of the situation, the purpose of decision-making and existing restrictions;

2) technological maps for making management decisions (in which the results of mental activity for choosing the preferred option are indicated in a logical sequence: goals, alternatives, assessment of the likelihood of implementation, etc.)

3) a solution card, which is filled out based on technological maps and contains answers to questions such as:

· the cause of the problem,

potential consequences of not making a decision,

the person responsible for making the decision,

· units and persons involved in resolving the situation,

· primary information base for developing a solution,

· practical measures, the implementation of which is necessary to resolve the problem situation,

· performers and the person responsible for the implementation of the decision.

The decision structure card includes three sections, which sequentially outline the characteristics of the situation and its potential consequences; actions and decisions taken to resolve the problem; practical measures to implement the decision.

The presence of such a file cabinet allows you to reduce the time for choosing a rational solution and streamlines the work of finding it.

9. Providing the decision-making process with quality information. Information - information about the surrounding world (objects, phenomena, events, processes), which reduces the existing degree of uncertainty, incomplete knowledge, alienated from their creator and become messages (expressed in a certain language in the form of signs and recorded on a material medium) that can be reproduced orally, in writing or in another way (using conventional signals, technical means, such as computer technology, etc.). The main parameters of information quality are completeness, reliability, relevance, and interpretability. The main reasons limiting the reliability of information include the multiplicity and subjectivity of estimates, the variability of counting algorithms (for example, different methods of calculating depreciation may be used), variability of presentation - it is possible to show accounts receivable in full so as not to worsen the picture of the financial condition of the company or reduce debt, creating a reserve for doubtful debts. Data is relevant if it:

Timely, i.e. are supplied to the user in the required volume and at the required time;

They have prognostic value;

Can be used in a feedback system and can be used to confirm or adjust previously taken steps in relation to a particular company;

Presented in a form suitable for use in the management process;

Corresponds to the problem.

10. Use of intelligent information systems and decision support systems. The distinctive features of information intelligent systems compared to conventional information systems are as follows:

Interface in the user's language using business concepts specific to the user's domain;

The ability to explain your actions and tell the user how to correctly enter economic indicators;

Presentation of a model of an economic object and its environment in the form of a knowledge base and means of deductive and plausible conclusions, combined with the ability to work with incomplete and inaccurate information;

The ability to automatically detect business patterns in accumulated facts and include them in the knowledge base.

Information intelligent systems are especially effective when applied to loosely structured problems in which there is no strict formalization, and for which heuristic procedures are used, which in most cases make it possible to make decisions.

11. Delegation of the process of developing management decisions, taking into account their importance.

12. Prevention of the emergence of negative synergy when making group and collective decisions. The main reasons for the emergence of negative synergy when making group and collective decisions are the following:

A clear slowdown in the decision-making process due to ambition or lack of professionalism and responsibility of individual members of the management group (team) or representatives of the team;

Adaptation of individual group members to one of the solution alternatives;

Part of the team lacks their own opinion on the issue under discussion;

Biased selection of initial information due to collective preferences;

Tendency to adventure in a group according to the principle “peace and death is fair”;

Irrational distribution of roles in the group;

Lack of procedures to prevent the emergence of a voting paradox.

13. One of the areas of organizing the development of management decisions is the formation and implementation of requirements for their design. The formalized decision becomes a document. As is known, the main types of documentation include organizational, administrative, planning, reporting, documents of negotiation and deliberative activities, information and reference, information and analytical, registration and control. It is obvious that decisions are formalized in the form of planned organizational and administrative documentation.

So, the organization of the development and implementation of management decisions is the activity of streamlining the work of various units and divisions of the enterprise, as well as its individual employees in the framework of preparing, making and implementing decisions based on regulations, creating organizational forms and distributing responsibilities, taking into account the complexity and labor intensity of the relevant functions and competence procedures and workload of solution developers and implementers.

1.4 CONTROL OF THE IMPLEMENTATION OF MANAGEMENT DECISIONS

Control is one of the main management functions, which is the process of ensuring the achievement of the goals set by the organization and the implementation of management decisions.

With the help of control, the organization's management determines the correctness of its decisions and establishes the need for their adjustment.

The control process is, on the one hand, a process of establishing standards, measuring the results actually achieved and their deviations from these standards; on the other hand, the process of tracking the progress of the management decisions made and assessing the results during their implementation.

The main reason for the need for control is uncertainty, which is an integral element of the future and inherent in any management decision, the implementation of which is expected in the future.

Between the predicted development of the situation when making a management decision and the actual development of the decision-making situation, some gap, some deviations are always inevitable, since decision-making is carried out on the basis of one or another vision of the situation, one or another model of the situation, which is always incomplete.

How successful the model is and how effectively the management decision is made depends on the professionalism of the manager making the decisions. Therefore, when exercising control, both the progress of implementation of decisions made by the organization and the compliance of previously made decisions with the realized development of the decision-making situation are assessed and measured.

In addition, we must not forget that the executors of the decisions made are people, not machines, and deviations in the implementation of the decisions made are possible, and for this reason, for example, the interaction of work between different departments within the organization may be ineffective, the task may not be correctly understood, and finally , the performer may get sick, he may be lured away by a competitor, etc.

The lack of a reliable control system, and as a consequence of effective feedback, can lead an organization to a crisis situation, which has become the reason for the collapse of many large and small organizations. If a previously made decision turned out to be insufficiently effective or erroneous, then a well-functioning control system can make it possible to establish this in a timely manner and make adjustments to the organization’s actions.

A well-functioning control system identifies problems in a timely manner. This is also true for decisions that contain an element of risk, since it allows us to identify those positive aspects and strengths that were identified in the organization during the implementation of its activities.

Any management function can operate effectively only if there is an effective control system. The control function is comprehensive. It is not only the powers of a specially appointed controller. The control function must be exercised by any manager.

Control is divided into preliminary, current and final.

Preliminary control is carried out before the start of work. At this stage, rules, procedures and behavior are monitored to ensure that the work is moving in the right direction. At this stage, human, material and financial resources are usually controlled. Control of information incoming and outgoing from the organization is an independent management task that no manager has the right to neglect.

Current control is carried out directly during the execution of work by the organization in accordance with the decisions made. As a rule, it is carried out by the immediate superior and is based on measuring the actual results of the work done. The main tool for control is feedback. It allows you to identify emerging deviations in the course of work and make corrective decisions.

Final control is carried out after the work is completed. If during the final control there is no opportunity to directly influence the progress of the work, then the control results can be taken into account when carrying out subsequent work. Another important function of final control is its determining role in the implementation of the motivation function. Motivation is carried out based on the results of control.

The main components of the control process are the development of standards and criteria, comparison of real results with them, and implementation of corrective actions. Standards are specific goals, the degree of achievement of which can be measured. For each of these goals, a time frame for their implementation and criteria must be determined to assess the degree of their achievement in the performance of work. Only clear quantitative indicators make it possible to compare specific results of work, specific results of decisions made with the planned ones.

Of course, not every goal can be expressed quantitatively, but using the apparatus of surveys and surveys, expert assessments, verbal numerical scales, it is possible to obtain tools that allow, albeit as a first approximation, to quantify the degree of achievement of a goal that does not have a clear quantitative expression.

Let us also note that indirect quantitative criteria can be used to assess the degree to which such goals are achieved. For example, to assess the degree of job satisfaction of performers, a criterion such as the percentage of employees who left the organization during the year can be used. The lack of opportunity to measure the result of a previously made decision and the work performed makes it impossible to actually exercise control.

The measurability of the degree of achievement of the goal makes it possible to determine whether the established standards have been met, i.e., to implement the second component of the control process. At this stage it is also important to determine the rate of permissible deviation from the standard, which is set taking into account the scale and can therefore often be expressed as a percentage or fraction of a unit. At this stage, a decision is made on the advisability of adjusting previously made decisions. The main task of control at this stage is to identify truly important deviations, and not trifles that have virtually no impact on the achievement of the organization’s goals.

Naturally, the costs of control should not exceed the effect obtained as a result of control measures.

The third component of control is making the necessary corrective decisions. Depending on the comparison of the results of the work performed, the previously made decision with the standard, if the deviations are insignificant, nothing can be done.

If deviations exceed the permissible norm, then corrective actions are necessary. However, it may happen that the changed situation of making a management decision will require a revision of previously adopted standards and established norms.

When establishing a control system, it is advisable to adhere to such principles as: meaningfulness and unambiguous perception of standards by employees, two-way communication with employees, absence of excessive control, establishment of strict but achievable standards, rewards for achieving established standards and norms.

Control must be timely and flexible, focused on solving the tasks set by the organization and corresponding to them. Continuity of control is ensured by a specially developed system for monitoring the progress of work and decisions made. To more effectively monitor the implementation of a sufficiently large number of works and decisions made, it is advisable to use network and strip charts, Gantt charts, matrix schedules, etc.

In conclusion, I would like to note that the effective functioning of the control system in the modern management circuit is impossible without the use of modern computer technology and modern systems to support and support the process of developing and making management decisions.

CHAPTER 2. ANALYSIS OF THE ACTIVITIES OF HOME CREDIT AND FINANCE BANK LLC AND PRACTICAL RECOMMENDATIONS FOR IMPROVING MANAGEMENT DECISION MAKING

2.1 GENERAL CHARACTERISTICS of Home Credit and Finance Bank LLC

In November 2009, Home Credit's contribution to the development of the Russian financial sector was awarded at the V National Banking Awards ceremony. The victory in the category “Leader in the field of lending to the population” was awarded to Home Credit Bank by a jury consisting of representatives of the Russian banking industry, specialized committees of the State Duma and the Federation Council.

The Bank's audit according to international financial reporting standards is carried out by KPMG. An audit according to Russian financial reporting standards is carried out by Financial and Accounting Consultants LLC.

Home Credit Bank is a member of the Home Credit Group. The Home Credit Group companies operate in the financial markets of Central and Eastern Europe, as well as Central Asia and the Far East. The total volume of loans issued by the Group at the end of 2007 amounted to 3.3 billion euros. The Home Credit Group is one of the leaders in the consumer lending markets of the Czech Republic (since 1997), the Slovak Republic (since 1999), the Russian Federation (since 2002) and the Republic of Kazakhstan (since December 2005). In 2006, the Home Credit Group also entered the markets of Ukraine and Belarus, and in December 2007 - the Chinese market.

The Home Credit Group is a member of the PPF group of companies, founded in 1991, which is engaged in insurance and consumer lending, as well as providing comprehensive asset management services. Over the 17 years of its activity, the PPF group of companies has become a leading international financial investor, managing assets with a volume of approximately 8.8 billion euros as of June 30, 2008.

The bank is a member of the Association of Russian Banks, the Association of Regional Banks, the National Currency Association, the National Stock Association and the Moscow International Currency Exchange.

The bank is included in the deposit insurance system at number 170 in the register of banks participating in the deposit insurance system.

Home Credit is a registered service mark of Home Credit and Finance Bank LLC. License of the Bank of Russia No. 316 dated March 31, 2003.

The supreme body of the bank is the general meeting of shareholders, which must be held at least once a year. It is attended by representatives of all shareholders of the bank on the basis of a power of attorney. The General Meeting is authorized to resolve issues submitted for its consideration if at least three quarters of the bank’s shareholders participate in the meeting.

General management of the bank's activities is carried out by the bank's council. He is also responsible for monitoring and controlling the work of the bank's board. The composition of the council, the procedure and terms for electing its members determines the general directions of the bank’s activities, considers draft credit and other plans of the bank, approves plans for income and expenses and profits of the bank, considers issues of opening and closing bank branches and other issues related to the activities of the bank, its relationships with clients and development prospects.

The board of directors directly manages the activities of a commercial bank. It is responsible to the general meeting of shareholders and the board of the bank. The board consists of the chairman of the board (president), his deputies (vice-presidents) and other members.

Meetings of the bank's board are held regularly. Decisions are made by majority vote. In case of equality of votes, the chairman's vote is decisive. The decisions of the board are implemented by order of the chairman of the board of the bank. The bank's board usually creates a credit committee and an audit commission.

The functions of the credit committee include: developing the bank’s credit policy, the structure of funds raised and their placement; development of opinions on the provision of the largest loans (exceeding established limits); consideration of issues related to investment and trust operations.

The Audit Commission is elected by the general meeting of participants and is accountable to the board of the bank. Members of the council and board of a commercial bank cannot be elected to the audit commission. The board of directors of the bank makes available to the audit commission all the materials necessary for the audit. The commission sends the results of the inspections to the board of the bank.

In order to ensure transparency in the work of commercial banks and the availability of information about their financial position, their annual balance sheets approved by the general meeting of shareholders, as well as profit and loss statements, must be published in the press (after confirmation of the accuracy of the information presented in them by an audit organization).

For the purpose of prompt credit and settlement services for enterprises and organizations - bank clients, geographically remote from the location of a commercial bank, it can organize branches and representative offices. In this case, the issue of opening a branch or representative office of a commercial bank must be agreed upon with the State Administration of the Central Bank of the Russian Federation at the place where the branch or representative office is opened.

Branches of a bank are considered to be separate structural divisions located outside its location and performing all or part of its functions. The branch is not a legal entity and carries out operations delegated to it by the head bank within the limits provided for by the license of the Central Bank of the Russian Federation. It enters into contracts and conducts other business activities on behalf of the commercial bank that created it.

A representative office is a separate division of a commercial bank, located outside its location, not having the rights of a legal entity and not having an independent balance sheet. It is created to ensure the bank’s representative functions, transactions and other legal actions. The representative office does not provide settlement and credit services to clients and does not have a correspondent account. To carry out business expenses, a current account is opened for him.

2.2 EXPERIENCE IN DEVELOPING AND MAKING MANAGEMENT DECISIONS IN THE BANK

A modern person, in general, and the head of a credit organization, in particular, every day has to make decisions that have, to one degree or another, an impact on the lives of the people around them (a bank providing a loan to a client, a tax inspector calculating tax payments, planning the company’s financial activities, etc. .P.)

Today, the majority of decisions (about 90%) are made based on typical situations, for the solution of which the standard model adopted by the bank is used with the necessary adjustments. However, quite often there are atypical decisions that may be one-time in nature, but require a special approach due to their novelty and individuality. Types of decision making can be formulated as follows:

· Standard. They are adopted according to a mechanism that has been proven many times and do not require fundamentally new approaches to solving problems.

· Selective. Freedom of action is manifested within the framework established by the bank's management.

· Adaptive. When making a decision, a new approach is formed based on previously formulated and tested approaches.

· Innovative. The decisions made had no analogues before and require a non-standard approach.

Unfortunately, the Bank's management service is practically undeveloped; management decisions are made, as a rule, by enterprise managers based on their personal experience, that is, purely subjectively. Feedback – control over the implementation of decisions is practically absent. But, oddly enough, most often making the right management decision is subject to all the processes described in the work, and, regardless of the knowledge of those making the decision, it goes through all three stages, but in a much more complex way. Here is a real situation that clearly demonstrates the decision-making technology.

The bank has a very confusing procedure for sending client payments by email. In fact, electronic communication with the Central Bank has only just begun to be introduced. There were also no methodological recommendations from the Central Bank of Russia. The bank participated in the experiment. At the same time, the use of electronic payment technology promised serious advantages in terms of speed of payment processing for bank clients. The situation was complicated by the fact that the bank had several correspondent accounts with other commercial banks. Making decisions about the direction of client funds and monitoring the status of correspondent accounts was entrusted to the Bank Manager, who was also busy with other problems.

There is a problem, its lack of understanding on the part of management and the complete absence of ready-made solutions. Four links participated in the technological process: cashier operators who accept customer payments, the cash register manager, the senior cashier operator and the Manager. The decision-making chain was very confusing and could not be formalized.

As often happens, the problem was recognized on an emotional level by the manager when another emergency situation arose. The bank did not have a manager - this was not accepted then, it was quite difficult for the manager himself to solve the problem, so the problem was “outweighed” on the automation department.

The automation department, due to its professional qualities, completed the first stage of making a management decision: all information related to this problem was collected, ways out of it were analyzed, and methods used by other banks participating in the experiment were studied. As a result, several options for solving the problem fell on the manager’s desk. To the credit of the manager, he did not make a single decision, but gathered all the specialists from the departments related to this problem.

At a joint meeting (almost a method of expert assessment), a solution acceptable to everyone was developed.

The automation department developed the necessary software and testing of the adopted solution began. A month later, at the management level, we returned to this problem, the solution was adjusted taking into account the accumulated experience. As a result, documents were developed that fully describe the technological process: “Regulations for processing client payments” and Instructions for each processing link.

Now this mechanism functions without failures, without requiring any attention from management. Only after developing a solution was it possible to think about the technology for its adoption. All three stages of making a management decision are clearly visible, and if a qualified manager had worked in the bank, many problems would have been avoided when developing a solution, and the path traveled intuitively would have been much shorter.

It should be emphasized that a solution is considered ready only when the desired results are achieved. The manager himself must participate in all stages of decision-making, but first of all, his role is to select the most suitable solution from the proposed options and to make the final decision. The leader usually makes decisions alone, but decisions are increasingly being made by a group. Therefore, the leader must be well prepared to work with the group.

The decision-making process in terms of time management needs to be improved. The most important points of this improvement can be considered the following:

4. Decisions cannot be transferred;

Solutions must be effective. This means that it is necessary to more widely involve managers and other persons directly related to them in the decision-making process.

Before making decisions, people mentally play out various options, considering this the best way to find the optimal one. Therefore, I think it will be useful to provide some practical tips here:

1) Don't fuss. Every decision needs to be thought through, and this takes time.

Determine for yourself the time required to make a decision and analyze the option that comes to mind. Note its pros and cons. This consistency develops our ability to make decisions.

2) Choose a behavior strategy. This is very important when solving fundamental issues. Fundamental decisions should not distort the strategy of behavior and contradict life guidelines. Otherwise, you should consider reconsidering your views.

3) Subject to serious analysis of the current situation. In this case, the validity of the proposed decision will be revealed. This step becomes fundamental for decision-making.

4) When making a decision, common sense is important, this is especially important when there are many alternatives to the decision. Rely on logic, this will help you make the best decision.

5) Approach the solution creatively. A creative approach will help you make unconventional decisions. Showing initiative and creativity will help you get the results you want.

To make it easier to navigate a problem situation, you must first answer a few questions.

1. Does the problem require a complex, multi-step, or simple solution?

2. Is this even a problem, or is there a clear alternative?

3. Is the sequence of steps in the solution clear?

The decisions you make must be in line with the company's policies. You can change the policy, but very carefully, without disruptions or drastic changes. The company's strategy should allow it to see development prospects.

Possible problems should be predictable and not confuse the company's management. Try to solve situations involving unexpected and unfamiliar problems in the traditional way. This path creates the prerequisites for improving planning for the future of the company.

4. Is this a real or fictitious problem?

5. Is this a financial and material problem or a people problem?

Money and personnel determine the viability of any company. Therefore, the top manager must oversee and control finances and personnel.

6. What happens if the decision is not made?

Conflict situations usually push for a quick solution. You shouldn't rely on emotions here. Emotions are a bad advisor. And it often happens like this; If you wait with the decision, the problem disappears by itself. In such cases, the best solution is to make no decision.

Thus, no matter how good a leader may seem, if he does not know how to make decisions, then he cannot remain in the position of leader for long. The art of decision making can be learned and constantly improved. The fact of making one decision is only an integral part of an effective decision-making process. Every manager of any rank must clearly understand his or her share in this broad process.

CONCLUSION

Management decision- is the result of specific management activities of management. Decision making is the basis of management. Development and decision-making is a creative process in the activities of managers at any level, including:

development and goal setting;
studying the problem based on the information received;
selection and justification of efficiency criteria (effectiveness) and possible consequences of the decision;
discussion with specialists of various options for solving a problem (task); selection and formulation of the optimal solution; decision-making;
specification of the solution for its implementers.

Management technology considers a management decision as a process consisting of three stages: preparation of a decision: decision making; implementation of the solution.

On preparation stage management decision, an economic analysis of the situation is carried out at the micro and macro level, including search, collection and processing of information, and problems that require solutions are identified and formed.

On decision making stages the development and evaluation of alternative solutions and courses of action carried out on the basis of multivariate calculations is carried out; criteria for choosing the optimal solution are selected; choosing and making the best decision.

On stages of solution implementation measures are taken to concretize the decision and bring it to the attention of the executors, the progress of its implementation is monitored, the necessary adjustments are made and an assessment is given of the result obtained from the implementation of the decision. Each management decision has its own specific result, therefore the goal of management activity is to find such forms, methods, means and tools that could help achieve the optimal result in specific conditions and circumstances.

Every process (including the development and implementation of management decisions) needs organization.

For these reasons, only general recommendations can be given on how to organize the development and implementation of solutions.

1. The effectiveness of decisions made is most influenced by the information base that is used in analyzing the problem and making a decision.

2. An equally important element of the problem under consideration is the communication of decisions to the performers. The main recommendations for solving this part of the problem can be formulated as follows:

a) prevent distortion of the content of the decision when it is conveyed to the executors (at various levels of management of the implementation of this decision);

b) ensure coordinated actions of all performers to achieve the goals of the decision made.

3. After bringing the decision to the executors, the success of its implementation largely depends on the correct choice of executors.

4. For effective execution, certain favorable conditions must be created by all performers.

5. To ensure the achievement of the desired result when implementing a management decision, control and feedback play an important role, including the established procedure for making changes to the decision made and summing up the results.

Home Credit and Finance Bank LLC, one of the leaders in the Russian retail banking market, has been operating in the Russian market since 2002.

At the end of 2009 (IFRS), the bank's assets amounted to 96,476 billion rubles, capital - 26,832 billion rubles, loan portfolio - 67,416 billion rubles. Net profit at the end of 2009 amounted to 5,179 billion rubles.

As of December 31, 2009, Home Credit's share in the commodity lending market was 28%, and its share in the credit card market was 8.5%. The Bank's regional network consists of 82 representative offices, 181 offices and 6 branches in Russia. The Bank's products are presented at 32 thousand points of sale. The Bank's clients include more than 17 million people.

The bank successfully entered the deposit market for individuals. In 2009, the bank's deposit base increased 9 times - from 810 million rubles. at the end of 2008 up to 7 billion rubles. The bank is included in the deposit insurance system at number 170 in the register of banks participating in the deposit insurance system.

The bank actively works with current accounts, debit cards, and is actively developing its own ATM network, which today consists of 250 ATMs.

The basis of the Bank’s work in Russia is the principle of responsible lending and business transparency. Thanks to advanced lending technologies, the Bank offers clients simple and quick solutions, objective conditions and strives for mutually beneficial partnership. The Bank has adopted a Code of Responsible Lending.

So, the decision-making process in terms of time management needs to be improved. The most important points of this improvement can be considered the following:

1. Many decisions should be made that have common approaches to their implementation;

2. At the stage of making the final decision, the decision made must be without alternative;

3. Decisions should not be allowed to overlap each other, i.e. you should not make several decisions on the same issue;

4. Decisions cannot be transferred;

5. The usual delegation of execution of a decision from one person to another should be eliminated;

6. The solution must be consistent with the level of organization and cooperation;

7. Based on repeated decisions, rules for their adoption are drawn up. It should be added that they are correctly understood in practice and correspond to the time of their implementation, taking into account the changes that have occurred;

8. The decision-making process must be developed towards participation and efficiency. At the same time, we must not forget that taking part in decision-making does not only mean being present at its final approval. The most significant is participation in preliminary activities;

Therefore, solutions must be effective. This means that it is necessary to more widely involve managers and other persons directly related to them in the decision-making process.

LIST OF REFERENCES USED

1. Russian Federation. Federal Law on Banks and Banking Activities dated December 2, 1990 N 395-1

2. Baldin K.V. Vorobiev S.N. Utkin V.B. Management decisions. Textbook - M.: Dashkov and Co., 2008. – 496 p.

3. Bashkatova Yu. I. Management decisions / Moscow International Institute of Econometrics, Informatics, Finance and Law. M., 2003 – 89 p.

4. Vesnin V. R. Management: textbook. - 3rd ed., revised. and additional - M.: TK Welby, Prospekt Publishing House, 2006. - 504 p.

5. Wissema H. Management in the divisions of the company (entrepreneurship and coordination in a decentralized company): Per. from English – M.: INFRA-M, 1996. – 239 p.

6. Vikhansky O.S., Naumov A.I. Management: person, strategy, organization, process: textbook. - M., 1996. - 416 p.

7. Venedelin, A.G. Preparation and adoption of management decisions: Methodological aspect / A.G. Vendelin. – M.: Economics, 1977. – 150 p.

8. Gvishiani D.M. Organization and management. – Ed. 3rd, revised – M.: Publishing house of MSTU im. N.E. Bauman, 1998. – 332 p.

9. Gerchikova I.N. Management. Textbook. 3rd ed., revised. and additional –M.: INFRA-M, 1999. – 489 p.

10. Glukhov V.V. Fundamentals of management. Educational and reference manual. - St. Petersburg: Special literature, 1995. - p. 260.

11. Glushchenko V.V. Development of a management solution. – M.: Conversion and progress, 1997. – p. 456 p.

12. Golubkov E.P. What decision should I make? (Workshop for a business executive). – M.: Economics, 1990. – 189 p.

13. John Dixon. Systems design: invention, analysis and decision making. - M.: “Mir”, 1969, -440 p.

14. Simulation systems for making economic decisions./ Ed. K.A.Bagrinovsky, V.S. Prokopova. – M.: Nauka, 1989.

15. Kokhno P.A. Management. - M.: Finance and Statistics, 1993, - p.210.

16. Kurochkin A.S. Organization of enterprise management: Textbook. – K.: MAUP, 1996. – 346 p.

17. Kurochkin A.S. Enterprise management: Textbook. manual – K.: MAUP, 1998. –209 p.

18. Livshits A. S. Management decisions: textbook - M.: KNORUS, 2009. - 248 p.

19. Lugachev M.I. Methods of socio-economic forecasting. – M.: 1999. – 289 p.

20. Maydanchik B.I., Karpunin M.B., Lyubenetsky L.G. and others. Analysis and justification of management decisions. M.: Finance and Statistics, 1997. – 311 p.

21. Meskon M.H., Albert M., Khedouri F. Fundamentals of management. - M.: “Delo”, 1992. – 567 p.

22. Rastrigin L.A., Ponomarev Yu.P. Extrapolation methods of design and management. – M.: Mechanical Engineering, 1996. – 120 p.

23. Romashchenko V.N. Decision making: situations and advice. – Kyiv: Politizdat of Ukraine, 1990.

24. Starobinsky E.E. How to manage personnel / Rear 4th, revised. and additional – M.: JSC “Business School “Intel-Sintez””, 1998. – 368 p.

25. Solnyshkov Yu.S. Justification of decisions: (Methodological issues). – M.: Economics, 1980. – 168 p.

26. Tulenkov N.V. Introduction to the theory and practice of management: Textbook. allowance. – K.: MAUP, 1998. – 456 p.

27. Filinov N. B. Development and adoption of management decisions: textbook - M.: INFRA-M, 2009. - 308 p.

28. Chavkin A.M. Methods and models of rational management. M.: UNITY, 2001. – 391 p.

29. Chetyrkin E.M. Statistical forecasting methods. – M.: Statistics, 1997. – 200 p.

30. Chudnovskaya S.N. Management decisions. Textbook – M.: Eksmo, 2007. – 368 p.

31. Shegda A.V. Fundamentals of Management: Textbook. – K.: Partnership “Znannya”, LLC, 1998. – 389 p.

32. www.homecredit.ru

ANNEX 1

Fig.1. The place of management decisions in the management process

Using the results of analysis in making management decisions. Course work: The process of developing and making management decisions. Methods of associations and analogies

Introduction

Stages adoption solutions

Improving the financial condition of an enterprise based on the system adoption managerial solutions at OJSC "Ilyich Iron and Steel Works"

Development process and adoption managerial solutions

Study of the activities of Element-Trade LLC. Analysis of financial stability, business activity and profitability of the enterprise. Using SWOT analysis to identify the strengths and weaknesses of a company. Development of management solutions; assessment of their effectiveness.

Send your good work in the knowledge base is simple. Use the form below

Similar documents

ANALYSIS AND MAKING SHORT-TERM MANAGEMENT DECISIONS

Introduction

Stages adoption solutions

Improving the financial condition of an enterprise based on the system adoption managerial solutions at OJSC "Ilyich Iron and Steel Works"

Development process and adoption managerial solutions

Study of the activities of Element-Trade LLC. Analysis of financial stability, business activity and profitability of the enterprise. Using SWOT analysis to identify the strengths and weaknesses of a company. Development of management solutions; assessment of their effectiveness.

Send your good work in the knowledge base is simple. Use the form below

Similar documents

ANALYSIS AND MAKING SHORT-TERM MANAGEMENT DECISIONS

Read also