Organization of execution of state administrative decisions. Organization of execution of decisions of public authorities

The successful implementation of a management decision is based on a clear action plan, which contains the content of the work, the sequence of their implementation, the time and resources required, quality requirements, the composition of performers, general and intermediate results, and the like. As practice shows, the stage of implementing management decisions at enterprises is the weakest link of the entire process, which is due to: underestimation of the importance of organizational support for the process of implementing the decision; lack of experience and knowledge base among managers; lack of understanding and inability to use creative methods and ways of working in one’s activities; ignoring the theory and recommendations of scientists; low level of responsibility for the quality of decisions, due to the lack of feedback and objective assessment of the consequences and effectiveness of the implemented solution.

Each organization has the right to choose the methodology and procedures for implementing management decisions in accordance with the specifics of its activities and

organizational structure, corporate culture and comprehensive level of management personnel.

The successful implementation of each of the elements of the technology for implementing management decisions presupposes that the person responsible for implementing the decision has special knowledge, skills and abilities (Fig. 3.10).

Rice. 3.10.

The person responsible for implementing the decision is the specialist or group tasked with implementing the decision.

The low quality of subordinates' performance of assigned work is most often due to mistakes made during the implementation of decisions.

Statement of goals is the process of formulating, discussing and formalizing the goals of a decision. Poor quality statement of goals leads to the fact that performers do not know what is required of them, for what exactly they are responsible. This results in them being unable to concentrate on their work, expressing dissatisfaction with being removed from the decision-making process, and losing motivation for more strenuous activities.

The control action can be expressed in the form:

Prohibition - an oral or written prohibition that implies certain sanctions in case of its violation;

Order, instruction, instruction - obliges the performer to specific actions. Implementation is critically dependent on precision and clarity of language;

Restrictions - define the limits of actions, powers or activities;

The implementation of management decisions can be organized individually and collectively.

Individual execution of decisions can be role-based, when the functions are defined by job descriptions, and remuneration is carried out within the framework of the current remuneration system, or go beyond the scope of the role, when functions are not included in the job responsibilities and do not provide for guaranteed remuneration.

Collective implementation of decisions involves the formation of a decision execution group, which includes the most qualified specialists on this problem. Collaboration improves decision-making by integrating knowledge, experience, and diverse perspectives. This also determines a number of factors that strengthen decision-making by a collective body rather than by an individual. However, collective decision making has a number of disadvantages. These decisions often take longer to make than individual ones, and a lot of unproductive time is spent waiting, organizing, or repeating known facts. The team may inadequately influence the decision-making process if there are discrepancies in the psychophysical and power parameters of specialists, inconsistency of efforts in implementing the decision, or shifting their tasks and responsibilities to others. Collective execution of a decision involves the publication of an administrative document on the formation of a group, which appoints a group leader and clearly states the powers and responsibilities of each group member; the remuneration system and forms of control and reporting are determined.

The level of completion of a specific task depends on the following factors:

Abilities, desire of employees, coordination and coordination of actions in the group;

Assessment, selection, training of personnel allows taking into account the individual qualities of task performers;

A personnel motivation system and corporate culture that encourage employees to take an active position in the process of completing tasks;

Structure and features of interaction in the work group;

Situational constraints, which include: limited time, unclear instructions, lack of authority, inflexibility of procedures, and the like.

An important component of the implementation of management decisions is the delegation of authority. The advantages of delegation of authority when implementing management decisions are:

Time saving;

Use of special knowledge of subordinates;

Creating additional motivation;

Getting creative ideas;

The demonstrative nature of the criticisms and reservations;

Strengthening the positive effect through greater independence of subordinates;

Unloading the manager and freeing him from some of the responsibility.

One of the main elements of implementing management decisions is control. Control can be: episodic and systematic; detailed and general; warning (preventing possible mistakes), ascertaining (searching for and punishing those responsible), analytical (identifying the causes of mistakes). If the manager has an attitude that employees must be forced to work, then he prefers frequent, detailed and ascertaining control. The idea that employees need to create favorable conditions for successful work requires systematic, general control, a combination of proactive and analytical levels.

The assessment of the implementation of a management decision takes into account individual characteristics, as well as the intellectual level, physical and emotional state of the employee, and his current needs.

The motivation and incentive system must necessarily provide for rewards and accountability depending on the employee’s level of performance of certain job responsibilities. Encouragement, especially from managers or colleagues, contributes to the growth of self-esteem, which is one of the most effective motivating factors that determine high levels of performance. Reward should not be abstract (for example: “You are a good worker”), but concrete (exactly the actions and why they deserve reward), timely and consistent with the personal contribution of everyone. At the same time, rewards should not be turned into a means of manipulating employees and ignoring the possibility of envious feelings.

In management practice, there are methods for explicitly declaring punishments (reimbursement of expenses or losses, reprimand or mistrust, etc.). However, managers who are developing a motivation system have a very balanced and cautious approach to the formation of a punishment system, since its influence can cause irreparable harm to the organization.

The negative aspects of the punishment system include: an indifferent attitude towards completing tasks; negative emotional reaction or even aggressive behavior of the employee; staff turnover.

It should be noted that the final effectiveness of decisions made significantly depends on the quality of their implementation. Therefore, increased attention must be paid to this stage at all levels of management. In some cases, it is advisable to develop special target applications or network diagrams that cover an interconnected set of activities to implement fundamentally important decisions. These measures are divided into three main groups. The first group of activities is aimed at timely communication of the decision to the executors. Positive results are usually achieved in cases where those directly involved in the discussion of decisions and activities for their implementation (productivity and quality improvement groups, scientific and practical conferences, seminars, workshops, etc.). The second group of activities covers the maneuvering of personnel, resources, the creation of operational reserves, that is, material support for the process of implementing the decision. The third group of activities is aimed at improving procedures for monitoring the process of implementing decisions made. Without effective control over the process of functioning and changes in the managed system (organization), neither the implementation of decisions made nor the successful final results envisaged by the goals of the organization are possible. Such control prevents deviations and quickly eliminates difficulties in executing a decision at a stage when it is still possible to influence this process.

Note: no matter how well the solution is prepared, it is effective only for a limited set of external and internal conditions and requires revision if they change. In addition, very often during the implementation of a solution it turns out that not all factors and cause-and-effect relationships were taken into account, that is, new problems are identified that require adjustment of the solution.

After drawing up an organizational plan and selecting performers, the decision enters the implementation stage. A special role is played by the explanation of the decision made. It is important to prevent distortion of the content of the decision, its incorrect interpretation and comments.

Sometimes a decision undergoes a number of changes in the process of its implementation, that is, certain adjustments are made to it. The reasons for this may be:

Error in the decision-making process;

Poor organization of decision implementation;

Sudden changes in the environment.

In this case, appropriate adjustments should be promptly made before the decision loses its relevance. If the changes do not help, you need to reconsider the decision. Reconsidering a decision, of course, requires additional costs, which are not always justified and are carried out only when new opportunities and reserves open up.

After implementing the decision, a mandatory operation is summing up. The results should always be summed up regardless of whether the decision was completed in full and on time, ahead of schedule or partially not implemented, and the results serve as assets of the management process in subsequent decisions. At the same time, the team receives information about their strengths and weaknesses, the correctness of the management decision-making system is checked, this is practical learning from their own experience.

Organizing the execution of management decisions is a rather complex and diverse activity. The heads of internal affairs bodies and their divisions, as well as the inspector (operational) staff of the management apparatus of sectoral functional services and headquarters units, daily carry out organizational work to implement many different decisions. Directly at the level of internal affairs bodies, the subjects of organizing the execution of decisions of higher authorities are: the head of this body, its management staff, management staff, as well as their employees, whose responsibilities include certain areas of organizational activity (material and technical support, ensuring mobilization readiness, maintenance of funds communications, technical controls, etc.). Voronov A.M. The management process in internal affairs bodies: a textbook. - M., 2003. - P. 55. At the same time, sometimes it is necessary to organize the execution of decisions made not only by their managers, but also by their superiors. The nature of the execution may vary in time. Some pass very quickly, others last a certain period of time, sometimes quite long. Therefore, for each of them it is necessary to perform a lot of the same type of actions, which precisely form the elements, or stages, of the process of organizing the execution of decisions. There are four common basic elements of organizing the execution of any management decisions:

Selection and placement of performers;

Ensuring the activities of performers;

Execution control, adjustment and regulation

Summing up the execution of the decision Salnikov V.P. Fundamentals of management in internal affairs bodies: textbook. - M., 2002. - P. 45.

There is also an additional or optional element - bringing the decision to the executors. In fact, it turns out there are five stages of organizing the execution of management decisions.

Let's start considering the stages from the optional stage, that is, from the stage of bringing the decision made to the executors. The significance of this stage is due to the fact that its high-quality implementation creates the necessary prerequisites for the subsequent implementation of the solution. There are two practiced ways of carrying out the work of communicating the decisions made: publishing decisions for public consumption and bringing them to the attention of the executors. The first of these methods, in fact, includes the second, and therefore clear distinctions between them cannot be found. It can be said that the second method makes it possible to convey the provisions in more detail to the performers, explaining to them the intention of the senior boss and the upcoming actions, as well as, in some cases, the responsibility assumed for failure to perform actions or going beyond the scope of such activities. R. A. Fatkhutdinov “Management decisions” - M., 2006 - P. 48.

As already mentioned, first of all, its goal is to familiarize performers with the content of the management decision. In our case, we are more interested in directly communicating the decision to the performers. It can be carried out:

Direct (oral) communication of the decision to the executors at meetings, during briefings, in individual conversations, etc.

Sending a written decision by the manager;

Transferring the decision using communications, etc.

In the case when the resolution of the head of the internal affairs body indicates two or more persons responsible for organizing the execution of the decision, the order and method of familiarizing them with the document - parallel and sequential - becomes important. Voronov A.M. The management process in internal affairs bodies: a textbook. - M., 2003. - P. 61.

Moreover, the higher the level of the decision made, the more difficult and longer the process of bringing the content of the decision to the executors, the more attention is required to complete this work.

Bringing decisions to the immediate executors does not exclude, and in some cases presupposes, the need to inform other services, apparatus and employees who are not its direct executors about the decision made.

The content of communicating the decision to the executors is not limited to the actions of the management subject discussed above. At this stage of the management cycle, he should also explain to the performer the validity of his decision and form in him the desired attitude towards this decision. At the same time, the performer must be convinced that the entrusted decision is the result of an objective need, and not the subjective desire of the boss. Salnikov V.P. Fundamentals of management in internal affairs bodies: textbook. - M., 2002. - P. 83.

The contractor must understand and understand all the details of the decision. After all, incorrect or incomplete fulfillment of these conditions will lead to incorrect understanding and ineffective implementation. Therefore, the organizer, first of all, takes measures to clarify it himself. To do this, he finds out the general meaning, the main idea, which is sometimes hidden in general, abstract and ideal provisions of legislation due to the multi-level structure. Sometimes the activity of understanding flows into the activity of detailed study. And it is precisely detailed study, because every detail, element in the chain determines its strength.

In the Ministry of Internal Affairs system, decisions such as instructions, regulations, rules, etc. are usually made. Quite often, the Ministry of Internal Affairs of Russia and the Ministry of Internal Affairs of the republics that are part of the Russian Federation, by their orders, announce normative acts adopted by bodies of representative power and executive government (laws, decrees, resolutions). To understand these norms, the interpretation of legal norms is used, as well as other methods of interpretation: logical, grammatical, historical, in scope, etc.

All of the above is aimed, in essence, at the goal and the procedure for achieving this goal, while trying to make the activity effective. This is what is clarified and detailed. Goal setting is the process of developing discussion and formalizing goals that employees can achieve. If goals are not defined, then subordinates do not know what is expected of them, what responsibilities they bear, they cannot concentrate on their work, they do not participate in decision making, and they lose motivation in stressful activities. A simplified model of goal setting includes, on the one hand, the existing difficulties, and specifies goals that, through the connecting mechanism (elements of the connecting mechanism: effort, perseverance, leadership, strategy, plans) affect execution. On the other hand, execution depends on certain regulators (target obligations, feedback, task complexity, situation). Grechikova I.N. The process of making and implementing management decisions // Management in Russia and abroad. - 2007. - No. 12. - P. 12.

The stage of selecting performers, training and instructing them. This stage is necessary since individual provisions of the management decision indicate only the structural (industry) affiliation of the relevant performers. Thus, the manager must, already in the process of decision-making and subsequent detailing, decide on the composition of the performers, foreseeing in advance that it will be carried out by specific bodies, structural units, groups of employees and individuals. The degree of complexity of the task for a particular performer must fully correspond to the employee’s job responsibilities and his experience in operational activities in the entrusted area. In addition, business, moral, and psychological qualities are taken into account. Taking into account these factors is necessary, since in law enforcement activities the level of professional and business qualities is largely determined by length of service, and the improvement of professional skills occurs in the system of their professional training. The manager’s task remains to select qualified personnel to implement the decision. Order of the Ministry of Internal Affairs of Russia dated January 5, 2007 No. 5 “On approval of the main directions for improving the legal support for the organization and activities of the system of the Ministry of Internal Affairs of the Russian Federation for 2007 - 2017”

There are several rules that should be followed when working at this stage: Salnikov V.P. Fundamentals of management in internal affairs bodies: textbook. - M., 2002. - P. 54.

The performer should be matched to the task, not the task to the performer. If it were the other way around, then the internal affairs body would decide the functions limited by the characteristics of personnel, professional experience, physical capabilities, which is unacceptable, since in this case the assigned goals that must be fulfilled fade into the background.

The degree of complexity of the task should reach the upper limit of the performer’s capabilities. The need to comply with this rule is determined by the fact that if the boundaries are higher, there is a danger of failure to complete the task. If it is lower, then this essentially leads to irrational use of resources and professional stagnation of a person. Of course, sometimes tasks are assigned that have slightly higher boundaries for the purpose of development and advanced training, but with strict adherence to the conditions that the consequences of poor quality work will be reversible and the performer has enough time to complete it.

Taking into account the individual characteristics, knowledge, skills and functional responsibilities of the performer. This allows the subject of management to choose the most suitable one from among possible candidates. to implement a specific decision. At the same time, providing more specific information during briefings to eliminate the risk of misunderstanding of goals, despite professional qualifications, and similar systematic instructions.

The next stage is the stage of supporting the activities of performers, which serves to create conditions under which the goals and objectives set in the management decision can be achieved - this is regulatory and methodological support; logistics and financial support; moral and psychological support; provision of time; Information Support. Kamyshnikov A.P., Makhinin V.I. Fundamentals of management in law enforcement agencies: textbook. - M., 2007. - P. 67.

Psychological support involves activities aimed at developing in performers a responsible attitude towards the task, a conviction in the importance and social significance of the task being performed, and an interest in the high-quality and timely execution of cases. An important element of this activity is the formation of psychological stability in subordinates when acting in extreme situations, the formation of readiness for complete dedication to complete the assigned task. This is achieved by methods of psychological influence on employees, including using the example and authority of the manager, providing trust, etc.

Legal support means endowing the contractor with the rights and powers necessary to implement a specific management decision, so that the contractor carries out its activities within certain limits, but without interference or barriers to the execution of the decision. Material, technical and financial support means the supply of performers with vehicles, weapons, uniforms, food, money and other types of allowances necessary to complete the task. Organizational support involves the subject solving a number of issues, the main of which are:

Ensuring compliance of the time factor with the nature and volume of tasks, which is expressed in the most accurate determination of the deadline for the execution of tasks and works received by the contractor. In this case, the deadline is set to be reasonable.

Organization of an information system that would be able to provide the subject of management with sufficiently complete and timely information about the progress of the decision, and on the other hand, the awareness of performers about the results achieved, changes in the decision or operating conditions.

Organization of interaction between performers, coordination of their activities. That is, the organization of such activities in which several performers participate in the implementation of the solution, performing the tasks assigned to them. At the same time, the activity of performers in jointly solving assigned tasks is created and organized based on by-laws, coordinated in terms of goals, place and time, through an optimal combination of inherent means and methods.

Coordination of the activities of performers is understood as the activity of the subject of management in determining the interacting performers, types and forms of such interaction, organizing practical training of the interaction of performers, providing them with assistance in their work, supporting interaction between performers. The stage of regulating the process of executing a management decision is essentially the exclusive competence of the manager and consists of introducing individual changes to organizational activities. In this regard, regulation, as a type of management activity, is classified in a number of special publications as an independent management function.

One of the ways to carry out such activities will be adjustment - that is, introducing amendments, clarifications, changes to a previously adopted and already implemented decision.

Stage of summing up the execution of the decision. This is the final stage of the entire process of organizing execution. Summing up the results associated with organizational processes in the structure of the internal affairs body has two main goals. Firstly, give a general assessment of the result of the work, while assessing the contribution to the overall activity of individual performers. Secondly, point out the most significant mistakes and miscalculations that were made in the process of executing the management decision. The most common forms of summing up the execution of decisions in internal affairs bodies include: holding meetings; publication of reviews, orders; individual discussion of results with performers. Kamyshnikov A.P., Makhinin V.I. Fundamentals of management in law enforcement agencies: textbook. - M., 2007. - P. 72.

If the decision is permanent, then the results of it are summed up for a period determined by the internal affairs body. Based on the information received, a new decision is made and thus the management cycle resumes.

The choice of the optimal solution is approved by the manager. The decisions are formulated and documented, signed by the manager, after which the tasks are communicated to the immediate executors, i.e. execution is organized.

The implementation phase of the decision includes:

bringing tasks to the performers (the meaning of the decision must be explained to all performers, each person must be assigned specific tasks, rights, responsibilities and functions must be defined)

formation and execution of an organizational plan (provides for a clear definition of the scope of work for each task and the determination of priorities, resources and deadlines for completing tasks by each performer)

organization of control over the execution of the decision (Current control is carried out throughout the entire work on the execution of the decision, the final control is carried out based on the results of execution and allows)

Checking the implementation of management decisions - a process during which the following tasks are set:

promptly detect factors in the internal and external environment that may interfere with the implementation of decisions and achievement of goals

Ensure a comparison of the goals provided for in the decision and the results obtained in the organization’s activities

Provide information to evaluate the organization’s performance over the past period and to adjust its decisions regarding its functioning in the future.

Verification of the implementation of decisions must meet a number of requirements:

the check should be:

systematic

the check must be comprehensive

verification must be effective

verification must be transparent

verification must be economical

Main purpose of the check- identification and prevention of errors and miscalculations.

Verification steps:

1. The parameters of the organization’s functioning are determined

2. Observation and measurement of controlled processes and results is carried out.

3. Comparison of the results obtained with specified standards or indicators

4. Regulation - carrying out adjustments to the organization’s activities based on the results of control

Regulation is usually considered in 3 aspects:

1) Saving the current state

2) Making changes to the functioning of the object being checked

3) Transformation of standards.

35. Classification of management personnel; requirements for the organization's management personnel.

Organizational personnel management- the process of targeted influence by the manager and management bodies, coordinating and uniting the joint work of employees to achieve the goals of the organization.

The main task personnel management - the most effective use of the abilities, motivations, and properties of employees in accordance with the goals of the organization and society.

Subject Personnel management is labor relations in an organization. Object personnel management is the personnel of the organization.

Staff- is an organizational community of people with a common goal, carried out within the framework of one or another form of ownership. In the process of joint activity, relationships of cooperation and mutual responsibility develop between these people.

In control theory, there are various approaches to personnel classifications. The basic classification is by category of workers, which provides for the identification of two main groups of personnel according to participation in the production process:

1) production personnel (main and auxiliary)

2) management personnel (managers and specialists)

heads of the organization and their deputies:

heads of structural divisions and chief specialists;

specialists performing economic functions;

specialists in engineering and technical preparation of production;

employees involved in accounting, control and paperwork.

The staff has certain quality characteristics, which significantly affect the performance of its functions:

capabilities- level of education, amount of knowledge, professional skills, work experience;

motivation- range of professional and personal interests;

properties- personal qualities that influence the fulfillment of a certain social role.

In the process of personnel management, it is important to be able to accurately identify those qualitative characteristics of employees that may be directly related to the functions they perform.

The impact on personnel may be direct or indirect. Direct impact carried out through orders, instructions, assignments, etc. Indirect Impact carried out through immediate needs, interests, incentives. Such influence often turns out to be more effective than issuing orders.

37.Staff training used for:

employee joining a new organization

moving to a new position

when identifying shortcomings in work

when changing technology, equipment

when changing activities.

Factors for choosing a teaching method:

goals and objectives of training

urgency of training

financial capabilities of the enterprise

Availability of instructors, training materials

characteristics of training participants (qualifications, motivation)

qualifications and competence of teachers.

Teaching methods:

Used in the workplace

Briefing- demonstration of work techniques right at the workplace.

Mentoring– the mentor carries out training without interruption from the main activity.

Rotation- moving an employee from one position to another in order to become familiar with new areas of work

Used outside the workplace.

Lectures

Seminars- discussion, dialogue between student and teacher.

Video training– video viewing and video feedback

Trainings- practical processing of the material being studied

Programmed training- information is given in small blocks, in printed form or on a monitor.

Business games– the behavior of employees of the simulated company is played out.

Practical situations– Research and analysis of the situation.

Basket – method– imitation of a situation requiring urgent analysis of the papers accumulated on the manager’s desk.

Leadership training

Cycles of disciplines that a manager should know:

Humanitarian and socio-economic

general math and science

generally professional

special.

It is necessary to improve the qualifications and develop leaders.

Objectives of the system for selecting, relocating and developing managers:

identifying employees of the organization who have the potential to occupy leadership positions

Preparing identified employees for leadership positions

ensuring planned replacement of vacated positions.

Course work

“Organization and control of the implementation of management decisions”

INTRODUCTION

Today this topic is quite relevant. This is due to the fact that the development, implementation and control of the implementation of management decisions are one of the most important management processes. The success of the entire business depends on the effectiveness of these functions. A correctly developed and executed management decision is the basis for ensuring the competitiveness of an enterprise in the market, the formation of effective organizational structures, rational personnel policies, regulation of socio-psychological relations, building a positive image of the enterprise, etc. Correct implementation and control over this implementation of management decisions contributes to the rapid and correct achievement of the strategic goals of the enterprise, as well as tactical ones.

The purpose of the course work is to consider the features of organizing the implementation and control over the implementation of management decisions.

The object of study is a management decision.

The subject of the study is the process of execution of management decisions.

To achieve this goal, the following tasks are defined in the course work:

1. Consider the features of organizing the execution of management decisions, as well as control over the execution of management decisions.
2. Study modern methods of monitoring the implementation of management decisions.
3. Consider the general characteristics of the Casta Diva restaurant.
4. To study the procedure and features of monitoring the implementation of management decisions in the Casta Diva restaurant.
5. Determine ways to improve control over the execution of management decisions in the Casta Diva restaurant.

Chapter 1. Theoretical aspects of organization and control over the execution of management decisions

• Organization of implementation of management decisions

Organizing the implementation of a decision is a difficult task that requires knowledge of people, their capabilities, and methods of implementation.

If at the stage of preparation and decision-making the manager operates with imaginary concepts, then during the implementation of the decision he is faced with a real situation, which very often differs from the ideal. It is always necessary to take into account that the leader organizes not his own activities, but the work of other people (and the organization of the implementation of the decision must also be organized).

The problem is to build an optimal communication structure for managers and performers. The structures of such communication networks can be different, and the connections between the party that transmits information and the party that receives information can be implemented in different ways.

We can distinguish the following communication structures that are most often used:

• chain;
• multiply connected;
• starry;
• hierarchical.

1. In a chain communication system, a decision transmitted from one end of the chain to the other end of the chain becomes known to all performers and is discussed by everyone. All connections in such communication are the same; there is no command style of leadership. If the connection between two communication participants is disrupted, then such a structure disintegrates (Figure 1).

Figure 1 - Chain communication system

1. In a multi-connected communication structure, all its participants are interconnected (Fig. 2).

Figure 4 - Hierarchical communication system

Intermediate levels are both subordinate and commanding.

Monitoring the execution of decisions is the final stage of management. It takes the form of feedback, with the help of which you can obtain information about the implementation of the decision and the organization’s achievement of its goals.

1.2. Monitoring the implementation of management decisions

Once the implementation of a decision has begun, the manager must monitor the progress of its implementation.

Control is observation to check the state of execution of a decision. It is carried out by recording the progress of implementation, promptly identifies deviations from a given program, makes it possible to eliminate the causes of deviation, or warn about intentions of untimely execution of a decision.

Various types of accounting are used for control:

• statistical;
• accounting;
• operational.

The manager organizes special records of the progress of implementation of individual decisions.

Modern organizations use manual, card and computer control. It all depends on the volume of documents that are controlled.

The most effective is computer control. The document received for control, the computer communicates to the performer and the controlling person information about which tasks are taken under supervision, and then periodically checks the progress of the decision, checking it with the received reports. If the decision is not executed within the prescribed period, the computer immediately notifies the executor and the controller.

Periodically, the computer compiles lists of unfulfilled tasks for the first manager and his deputies, indicating delay periods and responsible persons. The computer can control an unlimited number of documents, group them according to importance and deadlines.

But the capabilities of technical means should not be exaggerated. The role of a manager in an organization to control the implementation of decisions is very large. Here it is important not so much to note the delay and punish someone, but to prevent and eliminate the causes of the delay and still implement the decision, or change the deadlines.

An important means of monitoring the implementation of decisions made is the systematic hearing of reports on the implementation of decisions made at meetings of collegial bodies (boards, boards, presidiums, councils), meetings with the heads of the organization, managers of structural divisions.

A system for recording and monitoring the execution of decisions has been created to provide the manager with the necessary information, without which it is impossible to carry out a normal management process, timely resolution of difficulties that arise, and overcoming and eliminating shortcomings.

Sometimes during the execution of a decision it becomes necessary to correct it. The reasons for this may be:

• poor organization of decision implementation;
• sudden changes in the situation in the external environment
• poor-quality development of the solution itself, etc.

These reasons lead to the need to change an already made decision.

The method of adjusting the solution is effective. The manager calls a meeting, inviting those responsible for implementing the decision. After considering the reasons that caused the need to change the decision, the meeting participants draw conclusions that became the basis for a new decision or additions to the one adopted; as soon as the intentions have been determined and the directions of changes have become clear, the manager makes a decision, formulating it in the form of an order or instruction.

This form of decision adjustment provides the manager with confidence that the adopted changes in the decision will be supported, and the personal participation of responsible executors in such a meeting helps to increase their responsibility for the effective implementation of the decision as a whole.

An uncorrected decision is often not implemented and causes discredit to the manager.

It depends on the skill of the manager how quickly he can find new opportunities for executing a decision while making the necessary adjustments to a previously made decision. But frequent and constant changes in decisions made cause uncertainty in the work of the management apparatus. Under such conditions, the employees of the apparatus can destroy the feelings of initiative.

Therefore, the manager should pay great attention to improving control - actual verification of execution, analysis of the practical results of management activities.

The conditions for effective control of managerial decisions are shown in Fig. 5.

The last, final stage of work on a management decision is summing up the implementation of the decision. It provides the following:

• determining the correctness and quality of the decision as a whole;
• timeliness of carrying out the planned activities;
• the degree of participation of all employees and teams in the implementation of the decision;
• witnessing the facts of a creative and proactive attitude to business;
• comparison of resource costs with the planned volumes;
• rewarding the best implementers of this solution.

Figure 5 - Conditions for effective control over the implementation of management decisions

Summing up is also desirable for summarizing work experience, identifying and discussing mistakes made in order to avoid them in future work.

1.3. Modern methods of monitoring the implementation of management decisions

The implementation of control occurs through a set of interdependent procedures and techniques that form methods. Control methods are the substantive part of control means; they are subordinated to obtaining specific controlled results. They are necessary to give meaning to forms of control. As a result, some forms are saturated with methods to a greater extent, for example, controlling, and others - to a lesser extent, such as rating.

General control methods include: assessment, comparison, sampling, grouping, mathematical and statistical methods, inspection, test, scoring method, modeling.

Specific control methods include: attestation methods, requirements, accounting, ABC control method, semantic method, ranking, monitoring the satisfaction of consumers and other stakeholders, audit, surveys, questionnaires, benchmarking, balance sheet method and many other methods.

Control methods are a set of tools that provide managers with information about the degree and nature of achievement of final results; they are aimed at corrective actions.

Let's look at some methods in a little more detail.

Observation - This is one of the methods for studying phenomena, processes, and objects. The purpose of observation when monitoring the execution of decisions is to establish compliance with the processes of the enterprise’s activities with the planned indicators.

The main requirements for observation are:

• unambiguity of the plan;
• system of methods;
• objectivity;
• regularity of repetition;
• clarity of results;
• consistency;
• completeness;
• flexibility.

Observation can be direct or indirect. Direct observation is described by the fact that the process is studied directly. Types of direct observation are systematic and included. In participant observation, the observer is directly in the observation environment. Indirect observation is described by the fact that the observer receives information about the analyzed phenomenon from other persons. The types of indirect observation include: paired, rating, multiple. Rating method (ranking) - distribution of observed characteristics in increasing or decreasing values ​​of properties (qualities). Paired and multiple comparisons involve the operation of detecting similarities or differences with a standard.

Grade - it is a comparison of an existing object with a model or norm.

An important traditional method of operational control is dispatching. It is based on the centralization of operational control and coordination of production process management in order to ensure coordinated work of individual units of an enterprise or group of enterprises to achieve the highest technical and economic indicators, fulfill work schedules and production programs.

Budgeting is an indispensable means of management control over the execution of affairs and assignments in organizations. It is based on the balance method, which ensures the relationship between the income and expenditure parts of time budgets, financial, material and other resources.

Benchmarking consists of monitoring the results of activities and achievements in the applied practice of the main competitors who are leaders in this field.

Controlling methods are focused primarily on monitoring financial indicators. According to the American concept (Financial Executives Institute - FEI), the tasks of the controller include intra-company planning, drawing up reports on the execution of plans, consulting, developing tax policy, drawing up reports for government services, auditing, and national economic research.

Chapter 2. Control over the implementation of management decisions in the “Casta Diva” restaurant

• General characteristics of the restaurant “Casta Diva”

Restaurant "Casta Diva" is one of the best restaurants in Moscow. It is located at Moscow, Tverskoy Boulevard, building 26/5 and is adjacent to “Turandot”; they are connected by a common Florentine courtyard.

Restaurant "Casta Diva" is a limited liability company (LLC). Its founders are several persons, the authorized capital is divided between the founders in certain amounts, which are enshrined in the charter of the restaurant.

The target customer is a group of people who have similar needs in relation to a specific consumer product, a sufficient amount of resources, and also have the ability and willingness to buy. The restaurant's target audience is young, summer managers who have their own business, socialites - wealthy people who are willing to pay for quality service, luxurious surroundings and high-quality service.

The Casta Diva restaurant specializes in preparing national dishes. The menu includes classic and homemade Italian dishes, as well as original innovations from chef Michele Broggioni. A native of Perugia, Michele has 20 years of extensive experience. Before Casta Diva, he worked in restaurants in Siena, Milan and New York, and for the last 6 years in Moscow, in other projects of A. Dellos. Thus, he knows the tastes of the wealthy Moscow public very well.

The organizational structure of the Casta Diva restaurant involves the delegation of rights and responsibilities for the purpose of division of labor. The organizational structure of the Casta Diva restaurant is shown in Figure 6.

Figure 6 - Organizational structure of “Casta Diva”

Let's consider the responsibilities of those positions that exercise control over management decisions.

CEO

Deals with the preparation of documents that are necessary for conducting activities to provide catering services to the public.

Obliged to provide customers of the establishment with the necessary and reliable information about the services provided.

Organizes, plans, coordinates the activities of the restaurant.

Ensures a high level of production efficiency, the introduction of new equipment and technology, progressive forms of service and labor organization.

Concludes contracts for the supply of food products, controls the timing, assortment, quantity and quality of their receipt and sale. Provides reporting on production activities, including to the restaurant owner.

Represents the interests of the restaurant and acts on its behalf. Establishes official duties for employees subordinate to him and takes measures to ensure their implementation. Makes decisions on the appointment, transfer and dismissal of restaurant employees, applies measures to encourage distinguished employees, and imposes penalties on violators of production and labor discipline.

Chief Accountant

Management of accounting and reporting, monitoring the timely and correct execution of accounting documentation.

Controls the rational and economical use of material, labor and financial resources.

Control over the correct reflection of all business transactions in the accounting accounts and their compliance with the law.

Carrying out an economic analysis of financial and economic activities based on accounting and reporting data in order to identify and mobilize on-farm reserves, eliminate losses and non-production costs.

Formation of accounting policies with the development of measures for its implementation.

Providing methodological assistance to employees of departments and services on issues of accounting, control, reporting and economic analysis

Management of ensuring the preparation of economically sound reporting calculations of the cost of products (works, services), wage calculations, accruals and transfers of taxes and fees to budgets of various levels, payments to banking institutions

Manages accounting staff.

Manager

Exercises control over the rational design of the hall, bar counters, shop windows, etc.

Checks issued invoices and makes settlements with visitors.

Takes measures to prevent and eliminate conflict situations.

Considers complaints related to unsatisfactory service to visitors and takes appropriate organizational and technical measures.

Accepts orders and develops plans for holding and servicing anniversary celebrations, weddings, and banquets.

Monitors compliance by employees of the organization with labor and production discipline, rules and regulations of labor protection, safety precautions, industrial sanitation and hygiene requirements.

Informs the organization's management about existing shortcomings in serving visitors and takes measures to eliminate them.

Creates a work schedule for waiters, hostesses, bartenders and cloakroom attendants.

Performs individual official assignments from his immediate superior.

Chef

Manages the production and economic activities of the catering unit.

Directs the activities of the workforce to ensure the rhythmic release of own-produced products of the required range and quality in accordance with the production task.

Prepares requests for necessary food products and raw materials, ensures their timely receipt from the warehouse, controls the timing, range, quantity and quality of their receipt for sale.

Creates a menu.

Carries out constant control over food preparation technology, standards for laying raw materials and employees’ compliance with sanitary requirements and personal hygiene rules.

Creates a work schedule for cooks.

Organizes accounting, preparation and timely submission of reports on production activities, implementation of advanced techniques and labor methods.

Monitors the proper operation of equipment and other fixed assets.

Monitors employees' compliance with occupational health and safety rules and regulations, sanitary requirements and personal hygiene rules, production and labor discipline, and internal labor regulations.

Conducts work to improve the skills of employees.

• Features of monitoring the implementation of management decisions at Casta Diva LLC

To analyze the system for monitoring the implementation of management decisions, you first need to understand what organizational and managerial conditions exist in the enterprise for making and managing decisions, namely, what level of organization of the control environment in the enterprise.

Let's consider how powers are distributed at certain stages of making a management decision (Table 1).

Table 1 - Distribution of powers at certain stages of decision-making and its implementation in Casta Diva LLC

As can be seen from Table 1, decision-making in the Casta Diva restaurant is very dependent on personal criteria, since in fact all the most important and significant decisions in the restaurant are made by one person - the general director.

In a restaurant, some decisions, especially important ones, are documented in the idea of ​​orders, resolutions, protocols. But sometimes some of the decisions are voiced orally, which ultimately leads to the fact that the implementation of these decisions is delayed or they are not implemented at all. Monitoring the implementation of such management decisions is practically impossible.

In a restaurant, oral decisions are not always clear and understandable, and not always clearly formulated. This leads to the fact that executors do not always understand who is assigned to carry out this decision and who is responsible.

Also, in the Casta Diva restaurant, only final monitoring of the implementation of decisions is carried out. That is, the results of implementing the decision are evaluated. In my opinion, this is not very good for the enterprise, since there is no way to adjust the implementation of the solution in the process if certain problems arise.

As has already been noted, most decisions are made by the general manager; he also exercises control over their implementation based on the results of the implemented decision. Due to the heavy workload, the CEO does not exercise comprehensive control over the implementation of decisions, which could contribute to a better and more efficient result. The manager, chef and chief accountant also monitor the implementation of the decision within their competence. But this control is also final.

There is no special person at the enterprise who would monitor the implementation of management decisions. Most often, a specialist carries out control in the following ways: checking the state of affairs on site; conversations with performers; obtaining the necessary information from performers; requesting and hearing reports on the progress of the decision; analysis of statistical data on the implementation of the solution; If problems are identified, it is possible to document and adjust the progress of the solution.

The general director of the Casta Diva restaurant needs to either start delegating some of his work, or hire a specialist who will monitor and control the implementation of management decisions. After all, sometimes an incorrect or imperfectly executed decision can lead to significant costs, including material ones.

Table 2 shows the parameters that characterize the control over the implementation of management decisions in the Casta Diva restaurant.

Table 2 - Parameters characterizing control over the implementation of decisions in the “Casta Diva” restaurant

Taking into account all of the above, and the data in Table 2, it is clearly visible that the enterprise does not have a system for monitoring the implementation of management decisions as such. Management activities are carried out at the enterprise at the level of extrapolation of present and past trends. The implementation of management decisions is not particularly monitored at the enterprise; this happens extremely rarely. Also, the restaurant does not have clearly defined control mechanisms; this function is not reflected in job responsibilities. In the Casta Diva restaurant, this type of management activity is carried out on a residual basis.

In modern organizations, the function of monitoring the implementation of management decisions should be one of the main ones, since its correct and effective implementation can reduce financial losses, preserve and effectively use the resources and potential of the enterprise.

Chapter 3. Ways to improve control over the implementation of management decisions in the “Casta Diva” restaurant

During the analysis, it was revealed that at Casta Diva LLC, some management decisions are not implemented due to the lack of consolidation of the decisions made in the form of documents. Only the most important decisions are fixed in the form of orders and instructions.

In this regard, it is proposed to simultaneously use several channels of information transmission in the business communication system of Casta Diva LLC.

The use of various elements of business communication will reduce the likelihood of misunderstanding of the information received, and incorrect interpretation of the information received leads to incorrect management decisions.

By using both written and oral channels for transmitting management information, constructive mutual understanding is achieved between different centers of responsibility, i.e. between the system-forming links of the internal control system for the implementation of management decisions.

Due to the fact that the control functions of executing decisions taken are mainly concentrated at the highest level of management, in particular the General Director makes almost all decisions and himself assesses the degree of their implementation, which leads to a lengthy control process and a high workload for the manager. Therefore, it is proposed to distribute the level of decision-making in accordance with the level of authority of the decision maker.

It was also revealed that control over the implementation of management decisions is not always objective, therefore, in order to avoid abuse and to increase the efficiency of internal control, it is advisable to periodically redistribute the responsibilities of employees who have the necessary qualifications and access to responsible types of work.

Periodic redistribution of personnel responsibilities in the implementation of management decisions allows:

• reduce the possibility of long-term abuse (collusion);
• reduce the likelihood of errors not being detected due to mutual monitoring of the actual state of accounting in the receiving (transmitted) section;
• reduce the likelihood of errors and increase labor productivity as a result of reducing fatigue from the monotony of work in the same accounting area;
• use staff more flexibly.

It was revealed that the organization mainly uses final control over the implementation of management decisions, which complicates the possibility of correcting the initially made decision. Therefore, it is advisable to strengthen the preventive principle in control in order to prevent the occurrence of deviations that worsen the condition of the controlled object. This will eliminate possible losses and costs of bringing the controlled object into the required state.

Due to the small number of people at the Casta Diva restaurant, a number of management decisions made are not subject to control due to the high workload of managers. Therefore, it is proposed to introduce new information technologies into basic management processes, which will increase the productivity of employees’ control activities; provide real-time management of a trading enterprise.

Thus, improving the system for monitoring the implementation of management decisions in the Casta Diva restaurant by implementing the above measures will lead to better implementation of decisions made, increase the efficiency of decisions made, and reduce the time for the entire process of making and implementing management decisions, which can be the key to achieving sustainable position of a commercial enterprise in the market.

CONCLUSION

During the course work, all assigned objectives were achieved. As a result of the execution, the following conclusions can be drawn:

Organizing the implementation of decisions is a specific activity of the manager, which completes the management cycle.

Organizational and managerial decisions may look like an order or instruction, after which they acquire the force of law. Many decisions in an organization come in the form of verbal instructions, tasks, wishes, and guiding directives. The main task of the manager is to organize the implementation of such a decision, ensure coordination and control of implementation.

Control is observation to check the state of execution of a decision. It is carried out by recording the progress of implementation, promptly identifies deviations from a given program, makes it possible to eliminate the causes of deviation, or warn about intentions of untimely execution of a decision.

The difficulties in exercising control lie in the fact that it is necessary to simultaneously monitor the progress of implementation of many decisions and orders according to various indicators. For this purpose, the organization creates a special system for monitoring the execution of decisions (orders, resolutions, instructions).

Modern organizations use manual, card and computer control. It all depends on the volume of documents that are controlled.

The Casta Diva restaurant does not have a special system for monitoring the implementation of management decisions. Not all decisions are documented through orders and regulations. Some are transmitted orally. This leads to the fact that executors do not always understand who is assigned to carry out this decision and who is responsible.

Also, in the Casta Diva restaurant, only final monitoring of the implementation of decisions is carried out, and the results of the implementation of the decision are evaluated. Most decisions are made by the general manager; he also exercises control over their implementation based on the results of the implemented decision. Due to the heavy workload, the CEO does not exercise comprehensive control over the implementation of decisions, which could contribute to a better and more efficient result. The manager, chef and chief accountant also monitor the implementation of the decision within their competence. But this control is also final.

To improve control over the implementation of management decisions at the Casta Diva restaurant, it was proposed:

1. Use several channels of information transmission in the business communication system.
2. Document all decisions.
3. Create information support for monitoring the implementation of management decisions.
4. Distribute the level of decision-making in accordance with the level of authority of the decision maker.
5. Introduce new information technologies into basic management processes, which will increase the productivity of employee control activities.

The implementation of the recommendations will allow for better implementation of management decisions, increase the efficiency of decisions made, reduce the time of the entire decision-making process and their implementation, and all this can become the key to the sustainable position of the Casta Diva restaurant in the catering services market.

LIST OF REFERENCES USED

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MINISTRY OF EDUCATION AND SCIENCE OF THE RF

MOSCOW HUMANITIES AND ECONOMICS INSTITUTE

in the academic discipline "Management decisions"

Topic: "Organization of implementation of management decisions"

Moscow - 2011

Introduction

Conclusion

Bibliography

Introduction

Each person makes a large number of decisions throughout his life that affect, first of all, himself and the few people associated with him.

However, in organizations the decision-making process plays a more significant role than in the private life of an individual. The stakes here are much higher. Decisions made in an organization, firstly, affect the lives of not only the organization’s employees, but also many other people. If an organization is powerful enough, its decisions can change not only the environment in which the organization operates, but even the course of human history. Secondly, decisions made in organizations are highly complex, since it is necessary to take into account a huge number of different factors: the future state of the market, the competitiveness of products or services, the volume of capital investments, etc.

In addition, the efficiency of enterprises depends on the quality of management decisions. This determines the importance of each responsible employee of the management apparatus, and even more so managers, mastering theoretical knowledge and skills in developing management decisions. A decisive place among the reasons for ineffective decisions is occupied by ignorance or non-compliance with the technology of their development and organization of implementation.

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

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

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

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

The effectiveness of each management decision largely depends on the implementation and correlation of these functions, both during its preparation and at the implementation stage.

Taking all this into account, management decisions become a real tool for achieving set goals.

The purpose of the essay is to study the organization of implementation of management decisions; for this, the following tasks are set: to analyze the principle of making management decisions and methods of organizing their implementation.

Chapter 1. Management decisions

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

Decision making permeates all management activities; decisions are made on a wide range of management tasks. Not a single management function, regardless of which body performs it, can be implemented otherwise than through the preparation and execution of management decisions. Essentially, the entire set of activities of any management employee is, in one way or another, related to the adoption and implementation of decisions. This, first of all, determines the significance of decision-making activities and determining its role in management.

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

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

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

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

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

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

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

This process includes the following steps:

drawing up an organizational plan;

bringing the decision to the executors;

monitoring the progress of the decision;

making adjustments.

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

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

It often happens that in order to implement a decision it is necessary to train employees in new methods and techniques of work. Then, simultaneously with explanatory work, instructional and methodological work should be carried out. An important place is also occupied by the coordination of the activities of performers, the creation of an atmosphere of cooperation and mutual assistance in the team.

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

Conclusions for Chapter 1: A decision is a choice of an alternative. The need for decision-making is explained by the conscious and purposeful nature of human activity, arises at all stages of the management process and forms part of any management function. Decision-making (managerial) in organizations has a number of differences from the choice of an individual, since it is not an individual, but a group process. The nature of the decisions made is greatly influenced by the degree of completeness and reliable information available to the manager. Improving the management decision-making process and, accordingly, increasing the quality of decisions made is achieved through the use of a scientific approach, models and methods of decision-making. A serious problem associated with the effectiveness of the organization is also the problem of implementing decisions made. Up to a third of all management decisions do not achieve their goals due to low performance culture.

Chapter 2. Organization of implementation of management decisions

2.1 Organization of implementation of the decision made

In relation to management decisions, the organization is considered as a complex of works for their effective implementation.

Theory and practice have developed principles for organizing the execution of decisions that must be observed. First of all, the leader divides the general program of action into separate sections (group tasks) for specific performers. Then the process of organizing the implementation of the decision includes three interrelated stages: bringing the tasks to the consciousness of the performers; preparing performers to complete the task; encouraging performers to carry it out conscientiously.

When completing tasks, they strive to ensure that the performers clearly understand: what, when, how, under what conditions, with what forces and means, by what time, with what quantitative and qualitative indicators needs to be done.

For a better understanding of the task, the general concept of solving the problem facing the team is first explained. A deep and unambiguous understanding of it is the initial condition for mastering an individual task. Next, you should show the place of each task in the overall work, mutual connections with other tasks. Finally, the goal is explained, that is, the expected result of the work, completion dates and criteria for evaluating results are indicated. Particular attention is paid to possible difficulties, ways to overcome them, and labor safety rules.

To bring tasks to the attention of the performer, various forms and methods are used: meetings and assemblies, conversations, instructions, showing samples of execution, studying documents, etc.

At meetings and conferences, the boss who made the decision usually makes a report, but this is not always advisable. The authority of the boss on whose behalf the decision is announced creates a kind of psychological barrier to free discussion of ways to implement the decision. It is better if the message is delivered by a person whom the performers treat with sufficient respect, as a specialist, although he is neither their boss nor the author of the decision. It is better for the author of the decision not to get involved in the discussion, no matter what form it takes. The more acute the discussion, the better the doubts of subordinates and “pitfalls” that were difficult for the author to foresee are revealed. The discussion materials are carefully analyzed, and sometimes a conversation is held with some of the opponents who spoke.

After hearing the full range of opinions, it is advisable to present the manager with a program of action, taking into account the results of the discussion. In this case, attention should be paid to the comments that were taken into account.

The purpose of the conversation is to clarify the performer’s opinion about the upcoming work, understand the reasons for his objections and doubts, answer all questions, check the depth of understanding of the task at hand and how to solve it. It is first necessary to establish psychological contact with the subordinate, to create conditions for him to freely and uninhibitedly express his thoughts. The establishment of contact is facilitated by: the manager's favorable reaction to the subordinate's doubts, the expression of complete trust in him, the refusal of reproaches for not understanding the task or unwillingness to complete it, and focusing exclusively on the business side.

Instruction is carried out before the start of practical work. The manager thinks in advance about the process of performing work for a subordinate. During the briefing period, he may offer to retell or state in writing in what sequence and how the employee intends to complete the task. Often, shortcomings in work performance are associated with underestimation of instructions. However, both ignoring it and explaining it in too much detail are bad. The latter is even more dangerous, since the performer is confused about the requirements for him.

The general rule when instructing is to communicate the most necessary things, without which you cannot begin work. The remaining information should be provided as the deadlines for completing the relevant types of work approach through additional instructions.

Showing performance samples as a method of completing a task is used when verbal explanations are not effective enough. The forms of implementation of this method are different:

* Supervision of the work of an experienced person;

* Movie, business games, video recording of the game;

* Discussion of video recording with repeated video recording creates a businesslike atmosphere;

* Training, exercises.

Studying documents is one of the main methods of completing a task. It's not that simple. The accuracy of perception and transmission of content from a document depends on numerous factors: how it is compiled, in what context it is presented, what the employee’s well-being is, and so on.

There are afferent and effector images of upcoming reality. The first means the image of the upcoming work created by the performer, obtained as a result of the above methods of completing the task. Effective is an operational image, that is, its own plan of action. Such plans for performing the same task may differ from person to person.

According to psychologists, employees with weak nervous systems prefer to draw up a detailed individual plan. People with a strong nervous system tend to make less detailed plans. As they are more self-confident, they quickly navigate unforeseen circumstances. In other words, the effector operational images with which different individuals begin to work are different for them. The more enriched this image is in comparison with what is perceived from the boss, the more proactive the employee is.

The effector images with which performers begin to work are subject to requirements for completeness, accuracy, depth of the image, and its resistance to stress.

Fig.1. Conditions for forming an image of upcoming activities among subordinates

The completeness of the image means that it reflects all the upcoming work from beginning to end. This is important to know in order to correct the employee’s ideas about what to do at certain stages of work.

The accuracy of the image indicates the clarity of the presentation of the specific features of the planned work. (You can know everything you need, but not exactly. You can know part, but in detail. That is, completeness does not equal accuracy. In both the first and second cases, adjustments by the manager will be required). The depth of the image characterizes how distant the image is in time from the beginning of the actions that are reflected in it (in the image). People with a weak nervous system have a greater depth of effector image. The flexibility of the image means that when the situation changes, the performer's initial ideas can be quickly restructured. The stress resistance of an image is a measure of strength in the face of unexpected difficulties. This is especially important in types of work where working conditions can be extreme (lack of time, danger to life, lack of information, etc.). The consistency of the effector operational images of all task performers means that not only individual tasks are taken into account, but also connections with all involved persons (units). If all the specified requirements for effector operational images are met, then the function of bringing the task to the performers by the leader has been fulfilled: subordinates know their task and are able to complete it. The manager, as it were, “plays out” each individual task himself, putting himself in the place of the performer in the appropriate conditions. Errors in determining the nature, scope or content of the task reduce the effectiveness of the solution as a whole. To avoid this, you should adhere to the following rules:

1. Ensuring that each task corresponds to the business and psychological characteristics of the performer. It is necessary to take into account the professional skill of the employee (his special knowledge, skills, experience in performing similar work). The task also correlates with the characteristics of a person’s temperament. As you know, it is difficult for a phlegmatic person to do work that requires quick adjustment; choleric people are more suitable for it. Temperament also influences the perception of any new task.

2. The distribution of tasks should stimulate collectivist feelings (for example, it excludes experienced workers from gaining benefits at the expense of maintaining or reducing the rank of other team members; an indisputably fair establishment of the labor participation coefficient, etc.).

3. Mutual trust among performers of a common task. There must be a belief that a team member will not commit offenses that will negatively affect the overall results of work. Each individual is confident that everyone else can work with full dedication and high quality. What is important is the approximate homogeneity of the motives of work of team members. This is achieved as a result of great educational and organizational work.

4. Mutual insurance and mutual assistance of people working together. A solution is a holistic plan, the division of which into parts for different performers is associated with possible costs and impoverishment of the overall plan. Therefore, when distributing tasks, subordinates must be given a clear orientation towards the final result achieved by the entire team. For each performer, incentives should be provided that would encourage him to care not only about completing his own tasks, but also the tasks of his colleagues.

5. Mobilization of the team. This is a type of activity to organize the implementation of decisions. It is implemented simultaneously with the process of communicating tasks to performers. Its essence lies in the fact that, with the help of a targeted system of educational and organizational measures, the manager, together with public organizations (trade union), forms the moral and psychological attitude of the team and each employee to conscientiously complete the task (decision made). The work is carried out in stages: first with the organization’s assets, then a mobilization plan (organizational and technical measures) is drawn up to complete the task by department.

2.2 Monitoring the execution of management decisions

management motivation decision planning

Each manager has to monitor the implementation of many management decisions at various levels of management. Therefore, the choice of forms of control is important. A manager at a higher level must be able to select a number of main generalizing criteria with the help of which he. Without spending a lot of time and effort, he will be able to assess with a sufficient degree of accuracy the degree of implementation of a management decision. If the manager tries to control the progress of work, delving into all the details, all the little things, he will be overwhelmed with information, among which it is difficult to find the main one.

Since all power and responsibility for the functions of control over relationships are assigned to one person (the manager), and he is physically unable to exercise it in full, the manager is forced to delegate part of his powers to his subordinates. This is what forms vertical (linear) hierarchical structures. The specialization of management functions and the forms of their coordination give rise to a rigid pattern of the functional structure of a modern organization. In the management hierarchy created in this way, each employee has his own manager and everyone, except ordinary performers, has subordinates. This implies the specificity of the dual formal position of any leader, which leaves a significant imprint on the image of his behavior.

Well-organized control represents feedback, without which the management process is unthinkable. Therefore, in the management apparatus they are now beginning to create special organizational and analytical units, one of the functions of which is to monitor the implementation of decisions, orders, resolutions, instructions.

In the process of implementing a decision, sudden changes in the situation may occur, caused by external reasons, errors that have emerged, and miscalculations both in the decision itself and in the organization of its implementation. In these cases, there is a need to either change the decision made (in terms of timing, performers, content of some tasks), or to make a new decision. Therefore, in the process of making and implementing decisions, it is necessary to provide for the procedure for making the necessary changes. This especially applies to decisions that are made under conditions of uncertainty, which is very typical for the activities of emergency authorities and departments. The need to adjust the progress of a decision is not always associated with a worsening situation. As the solution is implemented, new opportunities may open up that will allow you to achieve better results.

The implementation of a decision, regardless of the results, should always end with a summary. When summing up, you should analyze all stages of work to implement the solution, all successes, mistakes, failures. Summing up provides information about the achievement of the set goal, compliance with established deadlines, achievement of planned and side results, the activities of performers, etc. Mandatory summing up of the implementation of the decision has great educational significance. Teams and direct performers must know what results they achieved, how they worked, what the social, economic, and political assessment of their work is. From a management point of view, summing up the implementation of a solution is the study of achievements and mistakes, the acquisition or improvement of experience in solving similar situations and problems, and the acquisition of experience in using new methods.

Conclusions for Chapter 2: A management decision is a social act prepared on the basis of variant analysis and assessment of information, adopted in the prescribed manner, having directive significance, generally binding nature, containing the setting of goals and justification for the means of their implementation, organizing the practical activities of subjects and objects of management.

Organizing the implementation of decisions is a specific activity that completes the management cycle for each specific task. The implementation of management decisions is the most complex, labor-intensive and lengthy stage of the decision-making process, absorbing the bulk of time and resources.

Depending on the conditions for the development and implementation of management decisions, various forms of development can be used: decree, law, order, instruction, instruction, act, protocol, instruction, contract, agreement, plan, contract, offer, acceptance, regulation, rules, model.

Forms of implementation of management decisions include business conversation, prescription, persuasion, explanation, coercion, instruction, message, personal example, training, advice, business games (trainings), meetings, sessions, report, business word.

Conclusion

Rational organization of the implementation of management decisions and systematic monitoring of compliance with the norms and conditions for high-quality implementation are a real prerequisite for ensuring their effectiveness.

Developing and implementing solutions that always ensure high efficiency is a difficult task even for experienced managers. For various reasons, the effect may not be as expected. However, the desire to maximize the effect must be constant, since insufficient efficiency qualifies as a “defect” in the work of a manager.

So, the performance of an enterprise depends on the quality of management decisions. They must meet certain requirements, be based on the prevailing economic conditions, and be adopted in compliance with organizational and psychological prerequisites.

Organization of the implementation of management decisions, and control over their quality (and, accordingly, their effectiveness) can be called one of the most important prerequisites for ensuring the competitiveness of products and the company in the market, the formation of rational organizational structures, the implementation of correct personnel policies and work, the regulation of socio-psychological relations in the enterprise , creating a positive image, etc.

Bibliography

1. Albastova L.N. Technology of effective management. - M.: INFRA M, 2007.

2. Vesnin V.R. Management: Textbook. - M.: TK Velby, 2006.

3. Vikhansky O.S. Management. 3rd ed. - M.: Gardariki, 2008.

4. Vikhansky O.S. Strategic management. - M.: Gardariki, 2007.

5. Gerchikova V.P. Personnel management and enterprise efficiency. - M.: Nauka, 2008.

6. Korenchenko R.A. General theory of organization: Textbook for universities - M.: UNITY DANA, 2006.

7. Litvak B.G. Development of management decisions: Textbook. - M.: Delo, 2008.

8. Mukhin V.I. Fundamentals of control theory: Textbook for universities - M.: Publishing house "Examination", 2007.

9. Chernorutsky I.G. Methods of optimization and decision making. - St. Petersburg: Lan publishing house, 2008.

10. Yukaeva V.S. Management decisions. Textbook. - M.: publishing house "Dashkov and Co", 2007.

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