Management decisions on the example of the enterprise. Examination: Management decisions and the process of their implementation in the enterprise

Introduction 2

1.1. Characterization and analysis of the object of study. 4

1.1.1. Characteristics of the object of study 4

1.2. Identification and assessment of the problem situation 10

1.2.1. Identification, formulation of problems and the formation of a catalog of problems. 10

1.2.2. Analysis of the problem situation. fifteen

1.2.3. Establishment of the causes of the problem situation. 17

1.3. Formation of goals, criteria and limitations. 17

1.3.1. The formation of goals. 17

1.3.2. Formation of criteria. 17

1.3.3. Formation of constraints. 18

1.4. Building a decision tree. 19

2. The theoretical part. 20

2.1. Application of the multidimensional scaling method in the development of managerial decisions. 20

2.2. Factor analysis in making management decisions. 22

2.3. Efficiency – Cost Method 24

3. Design and calculation part. 26

3.1.Description of solution options. 26

3.1.2.Analysis "efficiency - costs" 28

3.2.2. Factor analysis. 29th

3.2. Organizational and information support of UR 31

REFERENCES 34

Introduction

The basis for the effectiveness of any organization is a reasonable, high-quality management decision. A management decision is the result of analysis, forecasting, optimization, economic feasibility and the choice of an alternative from a variety of options for achieving a specific goal.

The development of managerial decisions provides a tool with which you can identify organization problems, optimize many processes, reduce the risk of adverse events, and reduce their negative consequences.

In the process of developing and making management decisions, it is very important to create conditions for ensuring its high quality and effectiveness. These conditions include:

the use of scientific management approaches in the development of management decisions;

taking into account the impact of economic laws on the effectiveness of management decisions;

the use of functional cost analysis methods, forecasting, modeling and economic feasibility of management decisions;

structuring a problem and building a goal tree;

ensuring multivariance of decisions;

ensuring comparability of alternative options for management decisions;

legal validity of management decisions;

creation and maintenance of a system of responsibility and motivation for a high-quality and effective managerial decision;

the presence or creation of a mechanism for the implementation of management decisions.

1.1. Characterization and analysis of the object of study.

1.1.1.Characteristic of the object of study

1. Name of the designed enterprise:

Triumph LLC

2. Mission of the enterprise: providing high-quality, affordable hairdressing services to the population

3. The main objectives are:

profit maximization

enterprise risk reduction

achieve competitive advantage

creation of a network of hairdressers "Triumph"

7. start-up capital: own funds in the amount of 5 million rubles.

8. the amount of costs: 4874258,9 rub.

9. the share of profit in the revenue of the enterprise;

10. bid price: 3486 p.

11. supply volume: 1980 p.

Table 1

Indicators characterizing the financial condition (for the reporting year-1 and the planning period - next year).

Indicators	Calculation of indicator values	Value		Characteristic indicators of the reporting period
Indicators	Calculation of indicator values	Reporting indicator	Target	Characteristic indicators of the reporting period
Production per worker	Training / number of people			It characterizes the amount of revenue brought by one employee. In this case, the indicator indicates a positive result of the enterprise, as a larger number of employees increases the payroll.
Return on assets	Revenue / Basics Funds			It describes how many times the proceeds of fixed assets are covered by revenue. The rate is high in this case.
Return on fixed assets	Profit / Cost OF 1622417,17/121341			The indicator characterizes how many times the costs of fixed assets are covered by profit. High rate
Volume of production



Cost of services
Fixed costs
Variable costs
Production profitability	Profit / Cost 1622417,17/4874258,9			Shows the effectiveness of the enterprise and the degree of cost coverage and profitability. High rate

The financial plan shows that the company as a whole remains in profit and break-even, which indicates the economic feasibility of running a new business. But it is planned to reduce the demand for services.

Assessment of competitiveness by multidimensional scaling.

Its main idea is to work out an order (scale) of following the characteristics, which, if possible, more accurately reproduces the results of the ranking of characteristics by respondents. At the same time, the deficiencies noted above are removed and all available information is taken into account (including the exclusion by respondents of certain characteristics from the ranking).

Multidimensional scaling allows one to resolve the contradiction with the formation of closed sequences of characteristics - it reveals all the signs that respondents were guided in ranking (there is a criterion called stress, which allows you to evaluate whether it makes sense to look for additional scales), and establish the order of characteristics on each of the scales.

Another positive aspect of multidimensional scaling is the strengthening of the data type: if the initial estimates had ordinal properties, then the final scales are already interval, i.e. if on the basis of the initial ranks it was possible to say only property A is more important than property B, then on the basis of the constructed scales it can be said that property A is more important than property B by so many units (of course, the units are relative, but for the analysis of the relative positions of the properties on the scale priorities it doesn’t matter).

A point estimate is formed on the basis of a survey of consumers. It is advisable to analyze the competitiveness of the enterprise and services separately.

Assessment of the significance of enterprise competitiveness indicators.

Its main idea is to work out an order (“scale”) for following characteristics, which, if possible, more accurately reproduces the results of ranking characteristics by respondents. At the same time, the deficiencies noted above are removed and all available information is taken into account (including the exclusion by respondents of certain characteristics from the ranking).

Multidimensional scaling allows one to resolve the contradiction with the formation of closed sequences of characteristics - it reveals all the signs that respondents were guided in ranking (there is a criterion called “stress” that allows you to evaluate whether it makes sense to look for additional scales), and establish the order of characteristics for each of scales.

Another positive aspect of multidimensional scaling is the strengthening of the data type: if the initial estimates had ordinal properties, then the final scales are already interval, i.e. if on the basis of the initial ranks it was possible to say only “property A is more important than property B”, then on the basis of the constructed scales, we can say that “property A is more important than property B by so many units” (of course, the units are relative, but for the analysis of the mutual location of properties on the priority scale is not important).

Multidimensional scaling allows one to resolve the contradiction with the formation of closed sequences of characteristics - it reveals all the signs that respondents were guided in ranking (there is a criterion called “stress” that allows you to evaluate whether it makes sense to look for additional scales), and establish the order of characteristics for each of scales.

Another positive aspect of multidimensional scaling is the strengthening of the data type: if the initial estimates had ordinal properties, then the final scales are already interval, i.e. if on the basis of the initial ranks it was possible to say only “property A is more important than property B”, then on the basis of the constructed scales, we can say that “property A is more important than property B by so many units” (of course, the units are relative, but for the analysis of the mutual location of properties on the priority scale is not important).

Multidimensional scaling allows one to resolve the contradiction with the formation of closed sequences of characteristics - it reveals all the signs that respondents were guided in ranking (there is a criterion called “stress” that allows you to evaluate whether it makes sense to look for additional scales), and establish the order of characteristics for each of scales.

Another positive aspect of multidimensional scaling is the strengthening of the data type: if the initial estimates had ordinal properties, then the final scales are already interval, i.e. if on the basis of the initial ranks it was possible to say only “property A is more important than property B”, then on the basis of the constructed scales, we can say that “property A is more important than property B by so many units” (of course, the units are relative, but for the analysis of the mutual location of properties on the priority scale is not important).

Multidimensional scaling allows one to resolve the contradiction with the formation of closed sequences of characteristics - it reveals all the signs that respondents were guided in ranking (there is a criterion called “stress” that allows you to evaluate whether it makes sense to look for additional scales), and establish the order of characteristics for each of scales.

Another positive aspect of multidimensional scaling is the strengthening of the data type: if the initial estimates had ordinal properties, then the final scales are already interval, i.e. if on the basis of the initial ranks it was possible to say only “property A is more important than property B”, then on the basis of the constructed scales, we can say that “property A is more important than property B by so many units” (of course, the units are relative, but for the analysis of the mutual location of properties on the priority scale is not important).

Fig. 1. Significance of indicators; consumer preferences.

Thus, for consumers, the most important characteristics of the enterprise are cleanliness and ease of location, which adjusts the scale of enterprise competitiveness, taking into account the significance of indicators.

table 2

Assessment of the competitiveness of the company "Triumph"

	Significance of the indicator	"Triumph"	Business Competitors
	Significance of the indicator	"Triumph"	"Enchantress"
Cleanliness and comfort at the hairdresser
The convenience of the location of the hairdresser
Participation and prizes in hairdressing competitions
Cost-effective use of materials
Results (total points)

So, according to the results of the analysis of the enterprise’s competitiveness, it was revealed that among the competitors, the company ranks second.

Assessment of the significance of service competitiveness indicators.

Fig2. Significance of indicators; consumer preferences.

Thus, the preferred indicators of competitiveness of the service are accuracy of work and safety of materials.

Table 3

Service competitiveness

The name of the indicators characterizing the competitiveness of the enterprise	Significance of indicators	"Triumph"	Business Competitors
	Significance of indicators	"Triumph"	"Enchantress"
Range of services
Speed \u200b\u200bof service execution
Work accuracy
Maximum proximity to the client’s desire
Material safety
Results (total points)

So, according to the results of the analysis of the competitiveness of services, it was revealed that among the competitors, the company takes 1st place. The leading positions in the competitiveness of services are indicators of accuracy and security. The leading indicators of enterprise competitiveness are convenience of location, cleanliness and comfort.

Evaluation of competitiveness allows you to analyze the capabilities of the enterprise: to predict the potential level of production volume and profitability of production.

1.2. Identification and assessment of the problem situation

1.2.1. Identification, formulation of problems and the formation of a catalog of problems.

Table 4

Analysis of the external environment of the enterprise

	Answer options


1.1 Does the organization know its market well?			Has a general idea
1.2 What are the prospects for your industry?			Without changes
1.3 How has the organization’s market share changed?			Not changed
2. Competitors
2.1.How many competitors do you have?
			Moderate
3. Consumers
3.1. When was the last time you found out the attitude of customers to your product?				This year
3.2. Do you follow social changes in society?					Closely follow

4.1. What is the organization’s ability to determine the likely sales volume?
4.2 What are the seasonal variations in the industry?		Significant
4.3. What are the long-term fluctuations in demand?		Significant
4.4. Does the company know how most buyers receive product information?					Knows very well
5. General trends
5.1.What are the political changes in society?			Moderate
5.2.What are the economic changes in society?			Moderate
5.3 What are the legislative changes?			Moderate

Analysis of marketing, financial and production problems of the enterprise.

Table 5

Analysis of the organization of marketing in the enterprise

	Answer options

1. Does the company know its market segments for goods		Has some idea
2. Does the company know the wishes of consumers regarding its products?
3. Does the company have a good idea of \u200b\u200bthe cost structure and profitability of each product?					Knows very well
4. The quality of your product in comparison with competitors' products that are sold at the same price
8. How long has the brand been used?			Recently registered
10. Did price changes affect sales?		Substantially
11. The cost of distribution				Small
13. What is the 8 most important consumers in sales? (%)
14. When was the last time an enterprise reported on its activities in a local newspaper or magazine?

Table 6

The financial analysis

Possible questions	Answer options
Possible questions
1. How is your company managing production costs?		Planning in progress
2. Is the cost structure of your products known?		Each operation
6. What is the value of overdue payables and receivables?
7. Does your company have bad debts?
8. How many indicators do you use for financial analysis?

Table 7

Analysis of production problems

Possible questions	Answer options
Possible questions
1. When was the last time we analyzed the costs of raw materials for the production of goods?			Constantly analyzes
2. What is the share of equipment to be replaced by more efficient? (%)
3. What system of quality control of goods (services) is used in the enterprise?		Informal
4. When was the last time outside experts were invited to improve the production process?	Does not invite

After analyzing the external and internal environment of the organization, it can be noted that the company "Triumph" is one of the leading enterprises in the market. The company constantly monitors the market for services, knows the cost structure of costs well and maintains constant cost accounting. Among the weaknesses, possible changes in demand for the service can be identified. Here, the weak link is the high price of the goods, which is due to the low range of services and unrealized profit of the enterprise.

Based on this, you can create a catalog of problems.

Table 8

Problem catalog

1.2.2. Analysis of the problem situation.

Check for the existence of a problem.

Fig. 3. Dynamics of production profitability.

A negative trend is observed - a high probability that the profitability of production will fall. The fall will be caused by its inherent components:

Fig. 4. Dynamics of demand

So, the main problem that needs to be solved is a likely decrease in demand, as well as unrealized opportunities for using profit. The decrease in demand will cause a decrease in the vital indicators of the enterprise: profit, profitability of production.

It is necessary to solve the problem in the near future: to reduce the performance indicators of the enterprise.

The solution to the problem is quite real - there is a toolkit for influencing demand.

1.2.3. Establishment of the causes of the problem situation.

So, the effective indicator characterizing the effectiveness of the decision is profitability and the amount of income.

amount of income.

Figure 5: Ishikawa Chart

By analyzing the problem situation, one can formulate its causes: fluctuations in the volume of demand in the market of hairdressing services, poor range of services, low efficiency of marketing policy, unrealized opportunities of the company.

1.3. Formation of goals, criteria and limitations.

1.3.1. The formation of goals.

2-fold increase in the company's income within 3 years while maintaining the level of profitability.

1.3.2. Formation of criteria.

2-fold increase in the company's income within 3 years, provided that the level of profitability is maintained

Financial and economic

Marketing

Profitability 0.33

Market share

Sales volume 3169

Changing market priorities

Profit 3244834.4

Figure 6. Goals and criteria of enterprise management

So, to achieve the goal it is necessary to achieve the following indicators:

Profit 3244834,4 rubles per year

Sales volume 3169 per year

Revenue 11047134 p. In year

Profitability 0.33

1.3.3. Formation of constraints.

Resources available: profit remaining at the disposal of the enterprise in the amount of 1622417.2 rubles per year

Environmental Resources: Deposit

The best option is 11% per annum (Bank of Moscow)

1622417,2 profit– 35,000 (for own needs) * 12months \u003d 1202417,2

Table 9

Enterprise resources (bank account)

Table 10

Resource allocation

Bank loan –t loan (20% per year Renaissance loan)

Population 1003,844

The number of potential buyers is 10,000 people.

The population of the area is 74,106

1.4. Building a decision tree.

Figure 7: Decision Tree

2. The theoretical part.

2.1. Application of the multidimensional scaling method in the development of managerial decisions.

The main task of the multidimensional scaling method consists precisely in reducing the number of factors that must be taken into account when analyzing and assessing expected changes in the situation as a result of certain managerial decisions.

A decrease in the number of factors that must be taken into account in a situational analysis is sometimes called a decrease in dimension.

An equally important problem solved by the multidimensional scaling method, along with a decrease in dimension, is also a meaningful interpretation of the resulting set of factors.

When multidimensional scaling is used, the initial information can be estimates of the proximity and differences by specialists of various options for the development of the situation. Different assessments of proximity and differences are determined by different values \u200b\u200bof indicators characterizing the state of the situation. Source

there is also a preliminary set of particular criteria, although their number usually exceeds the number of really important criteria.

Based on the mathematical processing of the initial information, those factors are established that really affect the development of the situation. The multidimensional scaling method got its name because, as a result of the transformation of the initial information, the main indicators characterizing the change in the situation are evaluated by a relatively small number of factors, measured in a relatively small number of scales. Each factor identified in this way receives a meaningful interpretation from the specialists involved in conducting the situational analysis. The use of the multidimensional scaling method helps to establish the most significant factors determining the development of the situation. Another important point after the establishment of factors determining the development of a situation is the study of the mechanisms that determine this development, the interaction of factors, the effects of sometimes oppositely oriented forces, competition, etc.

A better understanding of the situation and the dynamics of its development can be helped by modeling the situation. A well-developed model allows you to more fully analyze the situation, understand the driving forces of its development, the role of certain factors. The first example of modeling a situation is to obtain the dependencies of indicators characterizing the development of the situation when changing the values \u200b\u200bof the most significant factors.

So, for example, if one of the main indicators characterizing the economic activity of the enterprise is profit (P), and the main factors affecting the profit received by the enterprise are: competitiveness of products (K), volume of production (O), cost of production (C), current demand for products on the sales markets (Cn) and the type of dependence is established

P \u003d K1 * K + K2 * O + K3 * C + K4 * Cn

where K1, K2, K3, K4 are the coefficients characterizing the comparative weight of the established factors, then we can calculate the expected value of profit for one or another value of the factors on which it depends.

The time limits of the forecasting period are largely dependent on the nature of the organization. But with a stable economy, this can be a fairly reliable forecast for 5 years. The forecast developed using specially designed models may include key financial and operational indicators. It allows you to correctly assess the expected development of the situation and make decisions leading to the goal. If the economy is unstable, then models are more useful with which short-term forecasts for the immediate planning period can be made. In organizations that have managed to create adequate and reliable models for analyzing situations, their use allows management to really manage the development of situations, to consciously choose one or another direction of development.

2.2. Factor analysis in making management decisions.

The basis of factor analysis is the assumption that, based on statistical data, an analytical dependence can be obtained that reflects the degree of influence of factors and changes in their values \u200b\u200bon planned or actual indicators characterizing the situation.

Factor analysis solves the problem of determining: factors necessary to identify all significant dependencies that affect the development of the situation; coefficients (sometimes called loads) characterizing

the influence of each of the identified factors on indicators reflecting the state and development of the situation.

The application of the method of factor analysis allows, based on the processing of statistical information, to classify factors into material and non-material, basic and non-basic, internal and external.

According to the results of processing statistical data, the need can be established and factors detailed, or, conversely, the need can be established and factors aggregated.

The coefficients of influence of each of the identified factors calculated on the basis of data processing allow, on the one hand, to determine the ranking of factors by importance, that is, to place the factors in decreasing order of importance, and on the other, to obtain a formula for calculating expected

values \u200b\u200bof indicators characterizing the situation, with one or another change in the values \u200b\u200bof factors.

Obtained when using factor analysis, the results allow us to more reasonably assess the expected changes in the situation for certain expected changes in factors due to emerging trends or managerial influences, the appropriateness of which is established in the process of using situational analysis technologies.

Allocate the following the main stages of factor analysis:

1. Setting the goal of analysis.

2. The selection of factors determining the studied effective indicators.

3. Classification and systematization of factors in order to ensure an integrated and systematic approach to the study of their impact on business results.

4. Determination of the form of dependence between factors and effective indicator.

5. Modeling the relationship between effective and factor indicators.

6. Calculation of the influence of factors and assessment of the role of each of them in changing the value of the effective indicator.

7. Work with the factor model (its practical use for managing economic processes).

2.3. Efficiency – Cost Method

The methods “cost - efficiency” and “cost - profit”

When solving the problems of evaluating decision-making, one has to face the need to compare sometimes opposite goals. Among the most common methods for finding compromise solutions, two can be distinguished: “cost-effectiveness” and “cost-profit”

Consider some features of the practical application of the method “cost - effectiveness”. In the vast majority of cases, the most effective projects are the most expensive. Obviously, if the most effective project would have the least cost, then the problem of choosing the decision maker of the best alternative solution would be very simple. However, since such a situation arises almost extremely rarely, the decision-maker has to conduct an additional analysis of the effectiveness and cost of alternative projects. In the “cost-effectiveness” method, as a generalized indicator of utility V k of an alternative solution, relations are made

No less often in managerial practice the method of “costs - profit” is used. In this method, various types of “profit” are considered. At the same time, various types of profit mean various indicators characterizing projects, among which there are not only economic, but also other indicators.

One of the main features of this method is the ability to add up different types of “profit” (private utility indicators) with fixed weight coefficients

where V k is a generalized indicator of utility (generalized “profit”) of the k-th alternative project;
n is the total number of private utility indicators (type of profit);
P i - weight coefficient of the i-th type of profit;
Y ik is the value of the i-th type of profit corresponding to the k-th alternative project).

As in the case of using the “cost-effectiveness” method, it is possible to calculate the ratio of the amount of generalized profit to the value of costs for each of the alternative options. And then, by ranking these relationships, you can choose the best solution (project).

Along with the methods of assessment described above, the so-called methods of direct empirical evaluation have found widespread use in the practice of managerial activity. In particular, they have long been used in researching the needs of the population for certain types of goods and services (for example, the method of constructing indifference cards - preferences), as well as in the study of public opinion based on various kinds of polls. In addition, a significant role in evaluating alternatives is played by methods of modeling socio-economic systems.

3. Design and calculation part.

3.1.Description of solution options.

3 alternative solutions to the problem situation. What options will lead to the achievement of the goal? Resources available: profit in the amount of 1202417.2 rubles

1 solution - a bank loan. It is an effective investment. No cost is required, but business opportunities are greatly reduced.

Solution 2 is extension. The expansion involves the creation of a network of hairdressers "triumph". This method is designed for the long term.

Option 3 of the solution is aimed at the second condition - maintaining profitability. It requires costs, it implies good profitability. It is possible to withdraw a certain amount and use it. Consider another option for operations with the account (taking into account the necessary resources):

Table11

Preliminary Decision Analysis

profit remaining at the disposal of the enterprise		Results 2	2 Necessary resources for expansion	Results3	3 Necessary resources on expansion assortment
income 1 year +11%			2.5 million rubles		1.5 million rubles
income 2 years +11% + profit 2 years			2.5 million rubles
income 3 years + 11% + profit 3 years
Summary Results
Maintaining profitability	A strong decline is likely	A strong decline is likely		Same or increase

So, 2varint does not satisfy either the first condition - a 2-fold increase in profit, or the second - maintaining the level of profitability.

Option 3 does not satisfy the conditions, but in the first year there will be a debt in the form of 297,583 rubles, credit costs in the form of 59516 rubles will be necessary.

Total, option 3 leads to the achievement of the goal.

3.1.2.Analysis "efficiency - costs"

Option 1: income in the form of 4,460,644 rubles for 3 years

costs \u003d 0

Total revenue: 4,460,644 rubles

Option 2: income in the form of 2844834.4 * 3

Costs in the form of 2.7 million rubles

Total revenue: 5,834,503.2 rubles

Option 3: income in the form of 1622417.17

Costs in the form of 5 million rubles

Total Income: 3377582.83

The greatest income will be obtained with option 2 (expansion of the range).

3.2.2. Factor analysis.

So, it is necessary to fulfill the conditions: increase in profit by 2 times while maintaining the level of profitability.

Thus, in order to fulfill two conditions, it is necessary to achieve a production volume of 3168.

Option 1 - put on the bank account.

Upon receipt of income under this option, it will be rational to periodically withdraw part of the income in order to maintain the level of profitability. So, the main condition is an increase in profit to 3244834.4

Required Q when expanding the range \u003d 3747. Both conditions are satisfied.

297583 - undue amount - loan 20%

300000*1,2=360000

Total income 5392085-360000 \u003d 5032085

The most effective and rational option for solving a problem situation is option 3 - expanding the range of services.

3.2. Organizational and information support of SD

Table 12

Organizational and informational support for the development and implementation of management decisions

Sequence of events		Performers			Control mechanisms	Motivation system	Sources of information, workflow
	Additional material procurement	director		Bank loan, profit remaining at the disposal of the enterprise		Motivation - Increase Profit
	Hairdressing market research	director					Internet, direct information about competitors
	Selection of the most requested services	director
	Supplier Selection	Director and Accountant					Price list
	Cost Estimation	accountant			View documents, recalculation		Price list, cost estimate
	Material procurement	Director		1.2 million rubles.			Price list
	Providing ext. range of services	hairdressers	Long term prospects		Monitoring sales, reading a book of reviews and suggestions	Wage increases	Cost estimate, profit report
	Implementation	Director		50 thousand rubles
	Training	Director		250 thousand rubles

Conclusion

In the course work was analyzed the activities of the company "Triumph". It was revealed that the company is unprofitable. This is evidenced by the level of profitability. Also, a risk of a decrease in vital indicators was identified.

The goal was to increase profits by 2 times over 3 years while maintaining the level of profitability. A decision tree and Ishikawa diagram were built, which showed the dependence of the indicators. The income of the company depends on the volume of production, the image of the company, the efficiency of use of materials.

A preliminary analysis of "costs - efficiency" showed the possibilities - possible solutions to a problem situation: put money in an account, expand the network of salons, expand the range. Various options for the distribution of income from investments in the account were considered. The result of the preliminary analysis was the conclusion that the conditions were satisfied with the option “expansion of the assortment”.

Next, a factor analysis was carried out to identify the dependencies of the indicators, as well as the necessary conditions for achieving the goals. So, to meet the goals, it is enough to increase production to 3169. The option “money to the account” does not allow to achieve this. Option "expansion", too, as it is designed for the long term. The option "expansion of the assortment" satisfies, but recalculation of the cost of services was necessary. So, in this case, the volume of production must be increased to 3747, which is quite feasible under these conditions.

So, the methods for developing managerial decisions made it possible to determine an effective way out of a problem situation, as well as anticipate negative economic phenomena, find a way to prevent them and, moreover, find additional ways to increase income.

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Before considering examples of managerial decisions in the organization, you need to consider the concept and features of managerial decisions.

Definition

Management decision It is the preparation of conclusions and assessment of the current and future state of the objects of management and the subsequent adoption of the decision by authorized persons.

The solution is an alternative choice.

Organizational decisions can be presented as a choice that a manager must make in order to fulfill the duties stipulated by his position. The purpose of organizational decisions is to ensure movement towards the goals set for organizations. The most effective organizational decision may be the choice that will be implemented subsequently and will make the greatest contribution to achieving the ultimate goals.

Features of making management decisions

Considering the decision-making process and examples of managerial decisions in the organization, two features should be considered. The first is that making decisions in most cases is relatively easy. All that the manager does in this case can be reduced to the choice of targeted actions. Moreover, it is often difficult to make a good decision.

The second feature is that decision-making is a psychological process, because people are sometimes driven by logic, and sometimes by feelings. For this reason, the methods that the leader uses in making decisions can vary from spontaneous to highly logical.

There are basic requirements for managerial decisions in the organization, among which are specificity, consistency, validity, timeliness, effectiveness, etc.

Examples of programmed management decisions in an organization

Most often, programmed decisions are made in the organization, which are the result of the implementation of a certain sequence of actions (steps). Such actions are taken, for example, when solving mathematical equations in the case when the number of likely alternatives is limited, and the choice must be made within the areas specified by the company.

Programming is considered an important aid in the process of making an effective organizational decision. By determining what the decision should be, managers can reduce the likelihood of a mistake. Management often programs solutions for situations that are repeated with a certain regularity.

Examples of managerial decisions in a programmed organization:

Calculation of the premium for the performance of planned targets,
Budget forecast for a certain period,
Calculation of a decreasing or increasing coefficient to wages, etc.

Examples of unprogrammed management decisions in an organization

Unprogrammed decisions are made in situations that are somewhat new, internally unstructured, or associated with unknown factors.

In this case, it is impossible to draw up a certain sequence of required steps in advance, so the management is developing a decision-making procedure. Examples of managerial decisions in an organization of an unprogrammed nature may be:

Determining the goals of the organization about ways to improve product quality,
Decisions to improve the structure of the management unit,
Strengthening the motivation of subordinates,
Decision on the amount of investment in a new project, etc.

Intuitive and Judgment Based Decisions

An intuitive decision is made only on the basis of the feeling that it is correct. Moreover, the manager does not consciously weigh the pros and cons and often does not even need to understand the situation. Examples of managerial decisions in an organization based on intuition are often taken by management at the stage of company formation (for example, choosing a mission and goals for a company).

Decisions that are based on judgments are choices based on knowledge or experience. In this case, the manager can use the knowledge of what happened in similar situations earlier to predict the outcome of alternative choices in the corresponding situation.

Examples of such solutions may be:

Change in price or product range,
The introduction of more advanced equipment,
The decision to expand the department, etc.

Examples of solving problems

EXAMPLE 1

Avdoshina Zoya AleksandrovnaSenior Lecturer, Department of Sociology, Political Science and Management, Kazan State Technical University, Associate Professor, Department of Management, Russian International Academy of Tourism (Kazan Branch)

1. The concept, development process and features of management decisions

1.1. The concept and process of developing a management decision

A managerial decision is a natural result of the leader’s activities and is implemented in the form of directive targeted impact on the management object.

Management decision - an act of deliberate change in the situation, resolution of the problem, a variant of the impact on the system and the processes occurring in it. Management decisions involve management actions leading to conflict resolution and a change in situation. Any decision is based on the analysis of data characterizing the situation, the definition of goals and objectives, and contains a program, an algorithm of actions for the implementation of measures. Management decisions - this is actually the main result of the activities of managers at any level of the hierarchical ladder. So, for example, heads of organizations and leading top managers can decide on expanding the organization, entering new markets, changing the direction of financial flows of the organization. These are the most complex strategic decisions that are made with great care and include the analysis of a number of factors, modeling various options for the development of the situation, predicting accurate quantitative results: profit, gross revenue from sales, market share, market development rates, etc. In the decision-making process of this level, it is required to plan activities that may include changes in the structure, assortment policy, and type of organization activity. Decisions can be made at the level of director, head of workshop or department, team leader.

Depending on the level of management, the degree of responsibility and the consequences of the decisions made change. So, some managers have the authority to make decisions on financial, personnel issues, problems of product quality (services). For example, the head of an organization may decide to purchase new equipment, change the wage system, and ensure quality. The head of the sales department makes decisions on concluding sales contracts, conducting promotions within the allocated budget, etc.

In the process of developing solutions, managers analyze information, communicate with managers of other management levels, with direct performers of events, customers, think through scenarios for the development of the situation, hold business meetings, and choose the best alternative.

Management decision making process consists of a series of sequential steps (See: Fig. 1.).

At the first stage, a problem arises that must be resolved in a timely manner, otherwise an imbalance situation may arise in the system. Thus, a decrease in the organization’s competitiveness in the market will lead to a decrease in demand for its goods or services. In the future, this may mean loss of profit, and even the emergence of a situation of insolvency of the organization, actual bankruptcy.

In conditions when the organization flourishes, is profitable, decisions are required, for example, on expanding activities, buying a business in another area, conducting diversification, investing in capital construction, etc. Such decisions require well-thought-out actions by managers, and an accurate diagnosis of the state of the system.

We pass to the 2nd stage of managerial decision making. In this case, the manager is faced with the need to analyze documents: financial statements, sales dynamics, contracts, data on the advantages of competing firms.

Fig. 1. Stages of the decision-making process

The manager studies the communication channels and information coming to him from various sources: from employees of the organization, customers, competitors; sees himself in this information field, watches people who can help him make the right effective decision.

At the third stage, a management decision is made individually by the leader or together with the group, for example at a business meeting. Also, the head can use the opinion of competent specialists, experts in the chosen field of activity for decision-making. He can discuss a problem with them, get their competent opinion, and then decide on further actions. So, financial or marketing audit (assessment) of activity is very in demand, which can help the manager to make the best decision with the least losses for the organization.

And, finally, stage 4 involves the adoption of a decision, which is recorded in administrative documents: orders, instructions, technical tasks, various types of plans; and is also reflected in regulatory sources, enterprise standards, general provisions, the charter, internal regulations and organization rules. It is important not only to make a timely decision, but also to monitor the implementation of activities carried out in accordance with the adopted official documents, to motivate the personnel who are involved in the implementation of these activities.

Denote the basic concepts associated with the adoption of management decisions.

Control - targeted impact on the system and processes that are designed to combine the efforts of employees to achieve specific goals of the organization.

Management process - a set of time-consistent operations, activities, from which the influence of the control system on the control object (organization) is formed.

Control system - a set of interconnected elements, a method for implementing control technology, involving the impact on the object in order to change its state and process characteristics.

Management purpose - The ideal image of the desired, necessary and possible state of the system, determined by a number of quantitative and qualitative indicators.

Situation - the state of the managed system, evaluated relative to the goal or the initial, given parameters.

Problem - a contradiction, a mismatch in the system, which can bring it out of equilibrium and threatens its viability in the environment.

Information - reflection in a person’s consciousness of reality surrounding him, a totality of information about the state of the controlled system.

Management Solution Development Organization - streamlining the activities of individual units and individual employees in the process of developing solutions. Organization is carried out through regulations, standards, organizational requirements, instructions, delegation of rights and responsibilities.

Management Solution Development Technology - a variant of the sequence of operations for developing a solution, selected according to the criteria of rationality of their implementation, the use of special equipment, equipment, qualifications of personnel, conditions for the implementation of measures.

Management Decision Methodology - the logical organization of activities for the development of management decisions. It includes the formulation of the management goal, the choice of methods for developing solutions, criteria for evaluating options, and compiling an algorithm for performing operations to develop solutions. The general methodological approaches used to analyze the methodology of managerial decision can be considered: rationalistic, behavioral, systemic, situational, process, cybernetic, and synergetic.

The process of making a managerial decision consists of successive stages, such as: the appearance of a problem, the diagnosis of the state of processes in the organization, the development of solutions and monitoring the implementation of planned activities. All these stages are necessary steps on the way to management efficiency. Managers are required not only to know management theory, but also to master the methods of: analyzing information, organizing work in a group to make joint decisions with colleagues.

Management Development Methods - these are the methods and techniques for performing operations necessary in the process of their adoption. These include methods of analysis, information processing, choice of options for action, etc.

Since its inception, any organization faces a number of problems that can provoke a dangerous situation, accompanied by a sharp deterioration in performance indicators: liquidity, solvency, profitability, working capital turnover, financial stability. Market forms of business in the face of fierce competition lead to the insolvency of certain business entities or their temporary insolvency. The problem gives information, "the key to thinking." It is necessary to make a decision that can change the situation, improve the state of the organization.

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

Management diagnostics - This is a set of methods aimed at identifying problems, weak “bottlenecks” in the management system that are the causes of the dysfunctional state of processes in the organization. Diagnostics can be understood as an assessment of the company’s activities from the point of view of obtaining a general managerial effect and determining deviations of existing system parameters from the originally set, an assessment of the functioning of the organization in a mobile, changing external environment.

Management decisions should be developed by managers at the scientific level of management, using the full range of methods of analysis, diagnosis, planning, modeling and forecasting. An effective manager is a competent specialist who can make decisions in a timely manner, direct and motivate staff to implement them, plan a resource base, implement effective behaviors, and choose an adequate leadership style.

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

In the practice of organizations, a great many decisions are made daily. There was a breakdown in office equipment. The head of the department decides on the repair. Staff turnover has increased. The head of the personnel development department decides to introduce a new employee support system, including a social package and a flexible bonus system. A new competitor has appeared and the head of the marketing department is forced to adjust the pricing policy. There are many such examples. In control theory there are several types of solutions.

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

collegial (expert and by agreement);
collective (democratic);
individual (sole).

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

As a rule, decisions are made by the head of the organization in coordination with leading top managers and specialists, collectively. This happens in most companies. The head delegates parallel powers or uses the method of mandatory approval, which is written in administrative documents: as “agreed”. With mandatory approvals, the responsibility for making significant decisions rests partly with managers taking such authority. Parallel powers increase the responsibility and rights of managers, and the decision becomes collective. For example, in many companies parallel powers are used to control financial expenses, and in the case of large purchases, two or three signatures of executives are required.

Collegial decisions are usually made at business meetings and during the work of commissions by leading managers and specialists. At such meetings, a well-known balance of forces already exists, which significantly affects the outcome of management and decision. So, the alignment of forces may be such that the priority of decision-making can have one or two leaders, although formally the decision is made collectively. This is a disadvantage of collegial decisions. Therefore, managers turn to experts who can help them make important decisions. Such decisions are made if a team of specialists is involved: external auditors or staff members of the organization’s staff services. For example, to solve a controversial issue, the head can attract legal services, and to use the services of a group of analysts to develop a strategic plan. An expert commission may be formed with the involvement of external experts in the field of quality or financial audit.

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

Collective (democratic) decisions - these are decisions made by the majority of the organization’s employees, jointly by the labor collective or small group. Unlike collegial, democratic decisions are a clear expression of the will of the majority of members of the labor collective, small or large. Such decisions are made in the course of a secret ballot, the use of expert assessment methods, for example, nominal group techniques, Japanese ring techniques. The use of such methods is possible with a high level of staff motivation, the use of a democratic leadership style, development and transparency of the corporate culture.

Collective decisions are also made when significant issues that affect all personnel, problems and issues are raised. For example, the election of a competition leader, the introduction of a new wage system, etc.

Individual management decisions - these are decisions that are made by the head alone. In small businesses, a small number of management levels, a high degree of risk of loss of competitive status. Such an organization is run by an entrepreneur who bears all responsibility for its further functioning in unstable market conditions. The entrepreneur is afraid to delegate authority on financial and other significant issues to his subordinates and makes decisions alone. A positive aspect of an individual decision is its creative, extraordinary character.

The disadvantages of individual decisions are manifested when they become authoritarian. The leader usurps power, single-handedly manages resources, determines the organization’s personnel policy and puts pressure on subordinates. The decisions made by the head alone allow the organization to remain in the market for some time and be successful. However, in the future, the leadership style used by the leader hinders the development of the organization. The leader must be able to maneuver and be flexible, use the art of delegating decision-making authority to other people in the organization.

2) Typology by planning level and time of implementation

strategic
tactical
operational

Strategic management decisions - these are decisions that are made at the highest level of management for the long term development of the organization. Such decisions are followed by the development of: a strategic plan, an organization's production program. Strategic decisions involve radical reorganizations in the organization: changing the direction of financial flows into product groups or target segments, transforming the structure, entering new regional markets, expanding or reducing activities, and changing the assortment policy. Strategic management decisions are made at the level of directors, vice-presidents of the company, deputy. directors, heads of production units and workshops. In small business, all responsibility for making strategic decisions is concentrated in the hands of the leader and his team.

Tactical Management Decisions - these are decisions that are made at the highest and average levels of management for a year or quarter and include activities necessary for the implementation of annual or quarterly plans: sales, production or provision of services. Tactical goals specify the strategic goal and, accordingly, tactical decisions are necessary to achieve this goal. Tactical decisions can be associated with thinking out new patterns of behavior in the market, changing pricing policies, organizing promotions, optimizing the work of professional teams, etc. To buy new equipment, to introduce a system of discounts and benefits for profitable customers, to introduce a system of bonuses and bonus rewards for the results achieved by staff, to change the pricing principle - these are examples of tactical decisions.

Operational Management Decisions - decisions taken in the middle and lower echelons of management related to the organization of work of direct performers, providing them with resources, materials, information. Purchasing materials, repairing office equipment, referring workers to specific areas to complete technical tasks, concluding agreements with consumers are examples of operational management decisions. Such decisions are made in the process of daily, hard work of the labor collective and require regular monitoring by the head.

3) Typology for the content of the management process

social
economic
organizational
technical.

The content typology, in contrast to the ones considered above, reflects the essential characteristics of managerial decisions, which have a certain orientation and are associated with various aspects of activity. So, economic decisions associated with the economic system, are necessary for the growth of economic efficiency of the organization, profitability, return on assets and liquidity. What is the best way to manage resources, make an enterprise profitable, increase profits - these and other questions will arise for the manager making economic decisions.

Social solutions - These are decisions that affect the social structure of the organization, personnel, corporate culture, climate and common values. Social decisions can be associated with optimizing the work of staff, improving the system of motivation and social support for employees, the image of the organization in society, and the implementation of the mission. Raise wages, introduce environmentally friendly equipment, improve sanitary conditions, strengthen safety requirements, and resolve conflicts - these are examples of socially responsible decisions.

Organizational Decisions - these are decisions related to management methods, ways to achieve goals. Organizing employees to carry out tasks, redistributing functions and powers, and holding a general meeting are examples of organizational decisions. Such decisions are an integral part of the management process.

Technical solutions - these are operational decisions that are necessary to ensure labor and production processes, supplying with necessary resources, materials, information. Install software in the department, replace a broken machine, pay travel expenses, send an employee to an important production site - these are examples of technical solutions.

So, management decisions are different in content, timing, planning levels, but all of them are an integral part of the management process. The effect of their implementation directly depends on the manager’s ability to predict the situation, anticipate the consequences of decisions made, the ability to use not only one’s own potential, but above all the capabilities of the group and the collective as a whole.

2. The human factor of managerial decision making

2.1. The role of the leader in the process of developing management decisions

The human factor suggests that in the complex process of developing management decisions, a person plays a key role. This is a leader, and a leading specialist, and an ordinary performer. The quality of decisions and the effectiveness of joint activities depend on the coordinated work of all employees.

The human factor of managerial decision making includes:

1) Skillful delegation of authority.

2) The implementation of communications, the presence of feedback from staff and consumers.

3) Behavioral characteristics of leaders, organizational culture.

4) Leadership style, attitude to the hired personnel and organization of joint work with the aim of developing management decisions.

5) HR methods and personnel management system.

6) Timely conflict prevention.

Delegation of authority, feedback from staff, the manager’s behavior model, attitude towards employees, communication style with the consumer, climate, organization culture, all these are factors of human interaction and processes in the organization. Particular importance is attached to the ability of managers, managers to organize personnel, to attract them to participate in the decision-making process. Collegial and collective decisions are more effective than individual ones, therefore, the manager must skillfully direct the staff to achieve the organization’s goals and delegate authority to solve problems.

Delegation of authority - this is the transfer of rights and responsibilities from a superior to a lower, from a line manager to the head of the headquarters structure, from the head directly to the subordinate.

Skillful delegation of authority is an integral part of the collective management decision-making process. If the head does not delegate authority, then management decisions are made by him alone.

The classic management literature addresses difficulties that managers have in delegating authority. So, Newman cites five reasons for the reluctance of managers to delegate authority:

1) The mistake of the leader "I will do it better." But if the head does not allow subordinates to perform new tasks with additional powers, then they will not improve their skills.

2) Managers are so immersed in everyday work that they neglect the more general picture of activity. Unable to cover the long term in a series of jobs, they cannot fully grasp the importance of distributing work among subordinates.

3) Lack of trust in subordinates. If managers act as if they do not trust subordinates, then subordinates will actually work accordingly. They will lose initiative and will often need to ask if they are doing the job right.

4) Fear of risk. Because managers are responsible for the work of a subordinate, they may be concerned that delegation of work may create problems for which they will have to answer.

5) Ineffective control mechanisms. Management will have reasons to worry about delegating additional authority to subordinates.

Subordinates avoid responsibility and block the delegation process for six main reasons:

1) The subordinate considers it more convenient to ask the boss what to do than to solve the problem himself.

2) The slave is afraid of criticism for the mistakes made. Since greater responsibility increases the possibility of making a mistake, the subordinate evades it.

3) The subordinate does not have the information and resources necessary for the successful completion of the task.

4) The subordinate already has more work than he can do, or he believes that this is actually so.

5) The subordinate lacks self-confidence.

6) The Subordinate is not offered any positive incentives for additional liability.

The reasons for the unwillingness to delegate authority or, conversely, to take responsibility for themselves lie in the peculiarities of the psychology of the personality of workers. Significant are: emotional interaction between members of the labor collective, elected by the managers models of behavior and forms of control over the implementation of decisions, feedback from subordinates, motivation of employees to participate in the process of developing responsible decisions.

Only managers themselves can make the process of delegation of authority and the development of joint management decisions effective. The leader directs, stimulates, organizes, determines the policy, forms the culture of the organization.

The behavioral characteristics of managers influence their leadership style, the chosen forms and methods of making managerial decisions.

Fig. 2. The personnel management system of a modern organization

Behavioral characteristics of leaders include:

1) Methods of assessment and control used by the manager.

2) Responding to the organization's problems or critical situations.

3) An implemented role model that encourages employees to follow.

4) Criteria for the distribution of resources of the organization.

5) The criteria by which the manager determines the level of remuneration and the status of the employee

6) The criteria that the manager uses when hiring, selecting, promoting, transferring and dismissing employees.

The manager’s behavior model is fixed in the consciousness of subordinates through informal communication channels. Everyday information coming from the leader is actions, stories, jargon, symbols, symbolic actions. This is the main mechanism for fixing the foundations of culture.

The formation of culture by leaders occurs through informal channels of communication. But the head acts formally, using managerial methods of working with staff.

The personnel management system (See: Fig. 2.) should be designed in such a way that employees have the opportunity to learn, receive an objective assessment of their activities, move up the career ladder, have social guarantees and motivation to participate in important decisions. It matters personnel policy, the socio-psychological climate in the team, culture, the ability to realize a democratic leadership style.

In the management literature, there are mainly three main leadership styles that strongly influence the forms of managerial decision-making: authoritarian, liberal, and democratic.

Table 1. The influence of leadership style on the management decision-making process

Leadership style	Types of Management Decisions	Organizational Structures	Solution Development Methods	Decision control
	Individual	Central baths	Situation analysis, scenario building, modeling	Regular, tight control
Democratic	Collective Collegial	Highly decentralized	Delphi, expert forecasting and modeling, open discussion of problems	Soft forms of control, trust in subordinates
Liberal	Collegial	Medium Decentralized	Method of business meetings, forecasting and problem solving in a small group	Various forms of control (depending on the object of control)

Authoritarian leadership style characterized by strict centralization, the development of management decisions from one management center, pressure on subordinates, the use of manipulative strategies for influencing staff. This style is chosen by the leadership of highly bureaucratic structures or small business organizations with a significant concentration of power in the hands of one person - an entrepreneur.

Democratic leadership style characterized by a high degree of participation of the labor collective or middle managers, lower management in making strategically important decisions. In the first case, we are talking about collective decisions, and in the second about collective ones. The democratic style is applied in decentralized organizations, in which the management of goals, results. Such organizations are characterized by: flexible, adaptive structures, high motivation and staff competence.

Liberal leadership style characterized by a certain level of opportunities for employees to participate in management decisions. However, the situation in the team can develop in different ways, sometimes unpredictably. A leader using a liberal style can self-relieve himself from management. In this case, the organization is run by representatives of the "elite core" who receive unlimited access to power and resources. There may be clashes between different groups, a sharp increase in conflicts in the team.

Management styles have a significant impact on the process of developing a managerial decision: selectable forms of control, management methods (See: table 1.). Leadership styles are closely interconnected with the organizational structure of the organization, the general management system.

Studying the human factor in the development of managerial decisions, we note: the decisive role in this complex process belongs to the leader. Requirements for the professional competence of a manager include not only the necessary knowledge and skills, but also certain human properties of him as a person.

2.2. Social aspects of developing management decisions in tourism organizations

The development of management decisions in tourism organizations has a certain specificity. The art of communication and action on the situation here are especially in demand. Tourism organizations will experience an acute shortage of workers, qualified specialists in the field of tourism management and hotel business.

The conclusion of an agreement with a well-known tour operator, the preparation of a package of documents for a tourist, the purchase of furniture and equipment, the sending of employees on a study tour, the increase in advertising costs, the creation of their website - all this examples of management decisions in tourism. This area of \u200b\u200bactivity requires managers to have special knowledge and skills.

Requirements for the professional competence of managers in the field of tourism suggest:

1) Possession of tourism product sales technology.

2) Business communication skills and knowledge of customer psychology.

3) Knowledge of the basics of geography and the main areas of tourism.

4) Ability to work with documents and databases.

5) Knowledge of the legal basis of tourism activities.

6) Fluency in Internet technology, online sales and booking skills.

7) Use of positive behaviors.

Recall the basic concepts of tourism management, which appear in legislative acts.

Tourism - temporary departures (trips) of citizens of the Russian Federation, foreign citizens and stateless persons (hereinafter - citizens) from a permanent place of residence for recreational, educational, professional, business, sports, religious and other purposes without engaging in paid activities in the country (place) of temporary stay;

Tourist activity - tour operator and travel agent activities, as well as other travel organization activities;

Tourist - a citizen visiting a country (place) of temporary stay for health, educational, professional, business, sports, religious and other purposes without engaging in paid activities for a period of 24 hours to 6 months in a row or at least one night;

Tourist industry - a set of hotels and other accommodation facilities, means of transportation, catering facilities, entertainment facilities, objects of cognitive, business, health, sports and other purposes, organizations engaged in tour operator and travel agent activities, as well as organizations providing sightseeing and tour services -translators;

Tourist product - the right to a tour intended for sale to a tourist;

Tour operator activity - activities on the formation, promotion and sale of a tourist product, carried out on the basis of a license by a legal entity or individual entrepreneur (hereinafter - tour operator);

Travel Agent Activities - activities for the promotion and sale of a tourist product, carried out on the basis of a license by a legal entity or an individual entrepreneur (hereinafter - travel agent);

Tour package - a document confirming the transfer of a tourist product;

Tourist voucher - a document establishing the right of a tourist to the services included in the tour, and confirming the fact of their provision.

Note that travel agencies are, as a rule, small organizations with a limited staff. The success of such an organization depends on the ability of managers to respond promptly to customer requests and the market situation.

Large tour operators promote tourism products to regional markets. They must take care of the quality of tours and service.

The decisions that are made in tourism organizations depend on the type of tourism activity (tour operator, travel agent, etc.)

Management decisions made in the tour operator organization:

conclusion of agreements with regional representatives;
material support of the organization,
conducting advertising campaigns and promotions;
conclusion of contracts with individual clients;
the development of new areas of tourism;
access to new markets;
conclusion of contracts with foreign partners;
creation of a reserve fund;
creation of an electronic sales system and its improvement;
creation of conditions for ensuring the safety of tourists, etc.

Management decisions made in a travel agency:

conclusion of contracts with tour operators, owners of well-known brands,
execution of a package of documents for a tourist;
material support of the company, decoration of premises and supply of office equipment;
sending employees to training;
creation of the organization’s website and market promotion;
use of electronic booking system;
organization of an effective system of working with clients (by phone and at a meeting);
solving unforeseen situations and problems.

The manager in the tourism business spends most of his time on communication and communication with the consumer, so special attention should be paid to creating an adequate corporate culture with a high management context.

Culture is a combination of traditions, norms, values, meanings, ideas, sign systems characteristic of a social community.

Organization culture, by the definition of E. Shein, is a set of collective basic ideas acquired by a group in resolving problems of adaptation to changes in the external environment and internal integration.

The constituent elements of organizational culture are:

observed behavioral stereotypes in the interaction of people (language, customs, traditions);
group norms (values, standards inherent to working groups);
proclaimed values \u200b\u200b(publicly declared principles and values \u200b\u200bthat the organization strives for);
formal philosophy (general and ideological principles that determine the actions of the group in relation to shareholders, employees, customers, intermediaries);
rules of the game (rules of conduct at work, restrictions that a beginner needs to learn);
climate (feelings determined by the physical composition of the group and the manner in which members interact);
existing practical experience (methods and techniques that do not require written fixation);
mentality and mental models (systems that determine perception, thinking and language transmitted to group members at the stage of socialization);
accepted values \u200b\u200b(instant mutual understanding that occurs during communication);
basic metaphors (ideas, feelings and images developed by the group for self-determination, are embodied in buildings, office structure and other material aspects, reflect the emotional and aesthetic reactions of group members).

Culture has propertiesuniversality, informality and sustainability. It covers all aspects of activity and is associated with traditions that have been repeating over the years.

Culture performs features: adaptation, internal integration, coordination of personnel behavior, optimization of employee motivation and profiling of the organization’s image.

Culture of tourism organizations characterized by a pronounced orientation to consumer needs and includes:

1) A special culture of communication with customers (understanding, information, decency)

2) Traditions and atmosphere of travel and leisure

3) Group norms of joint, conflict-free effective activity

4) Philosophy of satisfying comprehensive customer requests

5) Favorable socio-psychological climate

6) Skillful operational skills of working with office equipment and databases

7) The basic metaphors embodied in the design of the office, the design of the rooms, aimed at potential tourists (comfortable furniture; modern office equipment; souvenirs reminiscent of travel; booklets and magazines informing about areas of rest, etc.)

8) Openness to the world and other cultures.

Social Aspects of Management Decision Making in Travel Industry can be characterized as follows.

1) High demands are placed on the competence of managers, the growth of their initiative and responsibility

2) The role of communications is increasing, feedback from consumers is needed

3) The behavioral characteristics of managers and organizational culture are characterized by customer orientation

4) Democratic leadership, non-conflict and joint problem solving prevail

5) HR methods are focused on continuous training and staff development.

6) Achievement of efficiency is possible provided that a special organization culture is created

So, the development of management decisions in tourism is an initiative, creative work, an innovative approach to work, friendliness and activity according to the situation.

3. Organization of the process of developing management decisions and monitoring the implementation of activities

3.1. Management Development Methods

To make informed decisions, it is necessary to rely on the experience, knowledge and intuition of specialists. Collegial and group solutions have significant advantages over individual solutions. Therefore, in management, considerable attention is paid to issues of working in a group, team, as well as ways to develop joint solutions. In this case, the leaders and specialists involved in the development of solutions can be considered as experts on the chosen problem. Methods of expert assessment involve the organization of work with specialists, the processing of their opinions expressed in quantitative and qualitative form in order to prepare information for decision-making.

Fig. 3. An example of a causal tree for a tourism organization

Expert methods for developing management decisions - these are methods based on analysis and averaging in various ways of opinions, judgments of expert experts on the issues under consideration. Often accompanied by the creation of special working groups of specialists, an expert commission. The experts can be managers who are responsible for making important decisions and are quite competent specialists.

Methods of expert assessments: Delphi, round table, brainstorming, scenario method, weighted average assessment method, business game, Japanese ring method.

Delphi - One of the methods of expert forecasting, based on a consistent assessment by experts of any proposed alternatives. It can be applied in the process of group management decision making by choosing the best alternative. The results of expert evaluations are recorded in a table (See: table 5).

Consider how you can use the Delphi method to make management decisions in a travel agency.

Suppose a tourist organization has a problem of reducing its competitive status amid the emergence of new competitors with significant advantages (well-known brand, low prices).

Purpose: to develop an optimal managerial decision through a group session and the use of expert assessment techniques.

Stage 1. The problem is discussed in a group of specialists, a causal tree (a tree of problems) is built (See: Fig. 3)

2 stage. Using the brain attack method, 5-8 alternatives are determined, which are ways to solve the problem in question.

3 stage. Based on the Delphi table (See table 2), the most significant alternatives are determined.

Table 2. Distribution of expert estimates of alternatives by the Delphi method

Alternatives

an expert

Train travel agency staff and raise wages

Change the interior design of the premises for the reception of visitors - potential tourists

Use modern booking technologies

and electronic sales systems

Weighted Average Criteria Method It is effective for experts to evaluate a number of alternatives and weakly structured solutions.

A system of weighted criteria can be applied to evaluate suppliers of products. At the first stage, the experts evaluate directly the selection criteria. Suppose the price for tours, bonuses for volumes of supplies, etc. All criteria are “weighed” in relation to the main criterion (See: table 3). Based on the selected weighted criteria, all possible solutions are evaluated. Suppose there are four tour operators: A, B, C, G. In fact, there may be significantly more. At this stage, a comparative assessment of each firm is made for each criterion (see: table 4).

Table 3. Data for determining the quality of supply of tour operators by selection criteria

Criterias of choice
Price for tours
Supply Bonuses
Discounts and benefits


Tour Operator Status

At the last stage, the total weighting of the options is determined taking into account the different "weight" categories of each criterion, i.e. the weighted indices of the selection criteria are multiplied by weighted options for each row (See: table 3). The total weighted assessment shows the most adequate assessment of suppliers of tourism products.

Table 4. Data for determining the weighted average expert assessment of the quality of supply of tour operators

Criterias of choice
Price for tours
Supply Bonuses
Discounts and benefits
Timeliness and reliability of supplies
Safety and Travel Insurance
Tour Operator Status
Total Weighted Score

Management Decision Modeling - This is the development of a solution in an abstract form, suggesting the possibility of change, operating with a large number of variables, analysis of scenarios and situations associated with this solution. The main goal of modeling management decisions is to choose the best option, taking into account the predictability of the situation. The advantage of modeling management decisions as a method is that the manager can use his full potential: intelligence, intuition, management skills, and the ability to rationalize foresight.

Functional decomposition representation of the system in the form of an aggregate complements mathematical modeling methods. The general idea of \u200b\u200bthe system is most convenient to use in the form of a mathematical model, for example, in the form of service loops or a vector model (See: Fig. 4).

Fig. 4. Representation of the system as an aggregate

The methods for developing management decisions discussed above can increase management efficiency, as in this case, a number of factors are analyzed that influence the development of the organization. Factors or conditions that may not be noticed by a single leader in case of making a decision, when using group and expert methods are analyzed in a complex, systematic way. Group forms of solution development are more efficient and reliable compared to individual methods.

4.2. Efficiency, control and quality of management decisions

Management Decision Making - this is 1) a set of indicators indicating the achievement of the goals of the organization, obtaining certain results in its activities; 2) the main result of the activities of managers to transform the management system and processes occurring in the organization.

The effectiveness of management decisions is determined by three main groups of performance indicators of the organization:

1) Cost-effectiveness indicators:

profit;
revenues from sales;
profitability;
cost price;
profitability;
liquidity;
management costs.

quality of products or services;
labor productivity;
the ratio of growth rates of labor productivity and wages;
payroll fund (payroll);
average salary;
loss of working time for 1 employee (person-days);
the quality of staff work (points or%).

staff turnover (ratio of the number of laid-off workers to the total number of personnel),
level of labor discipline (the ratio of the number of cases of violation of labor and executive discipline to the total number of personnel),
the ratio of management personnel, workers and employees,
uniform loading of personnel,
coefficient of labor participation (KTU) or contribution (KTV)
socio-psychological climate in the team.

Quality Management Decision - a set of properties that a managerial decision possesses that meet, to one degree or another, the needs of a successful resolution of a problem (timeliness, targeting, specificity, and other properties) (see: Fig. 5.)

Management decisions must be reliable, timely, focused, planned, effective.

Monitoring the implementation of management decisions - This is a set of procedures and techniques of managerial activity that are used to fix and adjust the measures taken.

Methods for monitoring the implementation of management decisions.

1) Recording the results of activities.

2) Analysis of reporting documentation.

3) Conversations and business meetings.

4) Adjustment of plans.

5) Analysis of performance indicators of departments, services, organization as a whole.

6) Motivation for participating in the development of solutions.

Fig. 5. Conditions and factors determining the quality of management decisions

Control is an important component of the process of developing management decisions; it affects labor productivity, the quality of products (services) and the effectiveness of decisions.

In modern theory, techniques and methods are used that allow you to identify the causes of quality deterioration, to find cause-effect relationships between a number of factors.

Cause and Effect Diagram of Ishikawa - This is an expert method that first appeared in Japan and is used to identify the causes of technological failures in the event that obvious violations are difficult to detect. Consider a causal diagram using an example of a tourism organization (see: Fig. 6).

In tourist organizations often have to deal with hidden, not always obvious facts that worsen the quality of services.

For example, often in organizations, the manner of communication with the consumer does not meet the high standards of international service. Possible: inattention or, conversely, excessive pressure on the client. There may be inflexibility in communication. In travel agencies, the problems of insufficient customer awareness, non-compliance with contractual conditions, tourist safety, etc. are relevant.

In this scheme, it is necessary to find causal relationships between the main indicator (the quality of services of a tourist organization), the main groups of influence factors and the causes of the decline in quality separately in each group. So, in the course of a sequential analysis, we can detect hidden causes that adversely affect quality.

The expert way calculates the weight of each indicator, i.e. it is determined how important this factor is to ensure the quality of services of a tourism organization.

Management decisions made in tourism organizations can change the quality of services and services, improve, or, conversely, worsen it. An organization may become competitive, or, conversely, may lose its market advantage. All this depends on the skills and ability of the manager to make timely, optimal decisions, as well as to choose the best style of leadership for the labor collective.

Undoubtedly, the priorities of management decisions in the tourism business should be: quality, brand equity and a long-term strategy.

Fig. 6. An example of a causal diagram of Ishikawa Tourism Organization

4.3. The parameters of the effectiveness of management decisions in tourism organizations

The effectiveness of management decisions in tourism organizations determined by a set of indicators testifying to the achievement of goals and the growth of the organization’s competitiveness.

We single out the main groups of indicators of a successful tourism organization.

1) Competitiveness indicators of a tourism organization:

market share;
branded capital;
the ability to use the best pricing strategy;
quality of tour product;
wide selection of tourist products;
high level service
the use of means of promoting tourism products, which can contribute to the growth of the company's image, increase sales, profitability of the organization;
the ability to use resources that can make tourism products even more attractive to the target audience.

2) Indicators of quality and productivity:

staff competence;
the staff is focused on work in this field of activity;
the combination of moral and material motives of personnel as an advantage;
payroll fund (payroll);
equipping workplaces with modern office equipment;
continuous staff training;
level of performance discipline;
fulfillment of calendar plans and achievement of planned indicators.

3) Social performance indicators:

staff turnover reduction;
favorable socio-psychological climate in the team;
organizational culture is consumer oriented;
high level of corporatism (commitment to tourism activities, common goals of employees and organizations);
competence in communication with customers;
maintaining a special environment for travel and leisure;
skillful staff skills with data banks and the use of modern information systems.

So, the parameters of the effectiveness of management decisions in tourism organizations - this is the main result of the activities of managers. Managers develop timely, high-performance solutions and can provide consumers with high-quality tourism products. High-quality and safe tourist product is what the consumer wants to see.

Tourism Organization Quality Management System - this is a set of interconnected elements, the main purpose of which is to satisfy consumer requests, provide them with high quality services and tourism products (See: Fig. 7.). Quality is understood as a measure of customer satisfaction, as well as compliance with standards and regulatory documents.

Fig. 7. The quality management system of a tourism organization

In order to protect the rights and interests of tourists, licensing, standardization of tour operator and travel agent activities, as well as objects of the tourism industry, certification of the tourist product are carried out.

Factors that determine the quality of a tourism product depend on the type of product. Currently, the tourism market presents a wide variety of programs and products.

The main types of tourism products and tourism destinations:

sightseeing and bus tours;
river and sea cruises;
extreme tourism;
event tourism (festivals, public events, etc.);
health tourism;
domestic tourism (holidays in Russia);
sports tourism;
children's and youth recreation programs;
winter and summer beach holiday programs;
business tourism;
individual tourism;
inbound tourism (reception and service of foreign tourists);
education abroad.

Tour quality - a set of indicators that expresses a measure of customer satisfaction, compliance with standards and regulatory requirements.

The quality of the tour is determined by a number of indicators.

1) Ensuring the rights of tourists, their safety and fulfillment of contractual obligations.

In preparation for the trip, during its commission, including transit, the tourist has the right to:

necessary and reliable information about the rules of entry into the country (place) of temporary stay and stay there, about the customs of the local population, about religious rites, natural monuments, history, culture and other objects of tourist display;
freedom of movement, free access to tourist resources, taking into account restrictive measures adopted in the country (place) of temporary stay;
ensuring personal safety, their consumer rights and the safety of their property, unhindered access to emergency medical care;
compensation for losses and non-pecuniary damage in case of failure to fulfill the terms of the contract for the retail sale of a tourist product (contract) by a tour operator or travel agent in the manner established by the legislation of the Russian Federation;
assistance of authorities (local authorities) of the country (place) of temporary stay in obtaining legal and other types of emergency care;
unhindered access to communications.

2) The quality of services included in the tour:

the price of the tourist product and the procedure for its payment;
the procedure for meeting, seeing off and accompanying a tourist;
minimum number of tourists in a group;
travel insurance in case of sudden illness or accident;
convenient location of the hotel (place) of rest;
safety in a hotel (place) of a tourist stay;
cleanliness and comfort of rooms;
price per room;
additional services;
restaurant service;
quality of organization of excursions;
organization of entertainment events;
quality of services of health centers;
the availability of simulators and sports equipment;
proximity (remoteness) from desirable natural or artificially created objects (sea, reserves, pools, amusement parks, etc.);
the attitude of the hotel staff;
schedule of excursions and events;
quality of guide (translator) services;
contingent of vacationers.

The quality of the tour is determined by a number of indicators that require careful analysis, market research and consumer requests. The tourism manager may encounter problems and circumstances that are difficult to predict and overcome. Environmental disasters, tsunamis, floods, missed flights, thefts, attacks on tourists and other facts that travel agencies may encounter. A tourist during his vacation expects to get a new pleasant experience. He moves from one country to another, from his region to a completely different place of residence according to natural and cultural characteristics. Accordingly, negative factors, poor quality of service, flight delays, etc. may prompt him to continue to use the services of another travel company. The tourism organization must fulfill all its obligations, warn the wishes of tourists and take care of the high quality of their services. The effectiveness of the development of managerial decisions in tourism organizations is determined, first of all, by the comprehensive satisfaction of consumer requests.

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Consider the decision-making process at a particular organization.

Before the head of the Globus travel agency, the question arose of choosing the main mode of transport for tourism services. Suggested options: rail, road, air.

We will evaluate the advantages and disadvantages of the above vehicles based on the selection criteria (Table 1):

- speed and convenience;
- the number of flights per day;
- reliability;
- carrying capacity;
- the number of geographic locations served;
- cost.

Table 1. Evaluation of options for choosing a mode of transport for tourism services.

Kind of transport
Criteria	Railway	Car	Air
Speed \u200b\u200band convenience
Number of flights per day
Reliability
Carrying capacity
Number of geographic locations served
Cost

Option Preference

(1 - good, 2 - satisfactory, 3 - weak)

After analyzing all the factors of the proposed modes of transport, the company management came to the conclusion that the most acceptable mode of transport for tourism services within this company is automobile.

Conclusion

The solution is the choice of an alternative. The need for decision-making is explained by the conscious and focused nature of human activity, arises at all stages of the management process and is part of any management function. Decision making (managerial) in organizations has a number of differences from the choice of an individual, as it is not an individual but a group process. The degree of completeness and reliable information available to the manager has a great influence on the nature of decisions made. Depending on this, decisions can be made under conditions of certainty (deterministic decisions) and risk or uncertainty (probabilistic decisions). The complex nature of the problems of modern management requires a comprehensive, comprehensive analysis of them, i.e. the participation of a group of managers and specialists, which leads to the expansion of collegial forms of decision making. Decision-making is not an instantaneous act, but the result of a process that has a certain duration and structure. The decision-making process is a cyclical sequence of actions of the subject of management aimed at solving the problems of the organization and consisting in analyzing the situation, generating alternatives, choosing the best one and its implementation.

Improving the process of making managerial decisions and, accordingly, improving the quality of decisions made is achieved through the use of a scientific approach, models and decision-making methods. A model is a representation of a system, idea, or object. The manager needs to use models because of the complexity of organizations, the inability to conduct experiments in the real world, the need to look into the future. The main types of models: physical, analog and mathematical (symbolic). The decision tree allows you to present the problem schematically and compare possible alternatives visually. The method must be used in difficult situations when the result of the decision made affects the subsequent ones.

A serious problem associated with the effectiveness of the organization is also the problem of implementing the decisions made. Up to a third of all management decisions do not achieve their goals because of the low performing culture. In our and foreign countries, sociologists belonging to various schools pay close attention to improving performing discipline, including ordinary employees in developing solutions, motivating such activities, fostering “company patriotism”, and stimulating self-government.

In addition to solving problems, the manager should be prepared for favorable situations and would be better off if he shares the decision-making process with subordinates than all only one will carry out.

Management decisions on the example of the enterprise. Examination: Management decisions and the process of their implementation in the enterprise

Introduction

1.1. Characterization and analysis of the object of study.

1.1.1.Characteristic of the object of study

1.2. Identification and assessment of the problem situation

1.2.1. Identification, formulation of problems and the formation of a catalog of problems.

1.2.2. Analysis of the problem situation.

1.2.3. Establishment of the causes of the problem situation.

1.3. Formation of goals, criteria and limitations.

1.3.1. The formation of goals.

1.3.2. Formation of criteria.

1.3.3. Formation of constraints.

1.4. Building a decision tree.

2. The theoretical part.

2.1. Application of the multidimensional scaling method in the development of managerial decisions.

2.2. Factor analysis in making management decisions.

2.3. Efficiency – Cost Method

3. Design and calculation part.

3.1.Description of solution options.

3.1.2.Analysis "efficiency - costs"

3.2.2. Factor analysis.

3.2. Organizational and information support of SD

LIST OF REFERENCES

Features of making management decisions

Examples of programmed management decisions in an organization

Examples of unprogrammed management decisions in an organization

Intuitive and Judgment Based Decisions

Examples of solving problems

1. The concept, development process and features of management decisions

2. The human factor of managerial decision making

3. Organization of the process of developing management decisions and monitoring the implementation of activities

Conclusion

More on the topic of the article: