Analysis and classification of management decisions

Management decision (SD) is the product and result of the management system, which consists in analyzing, economically substantiating and choosing a variant from a variety of alternatives. Existing problems need to be formalized, that is, to determine in quantitative characteristics the difference between the planned and achieved states of an economic object, and also to structure them in the manner of a "goal tree".

Since resources for solving problems are always limited, it is necessary to rank them according to their importance, scale, urgency.

Classification of management decisions is possible on the following grounds:

- area of the management system;

- scope;

- the goal of SD;

- level of management ;

- the degree of scale;

- the way to prepare a solution;

- Validity periods;

- Direction of action;

- Ways of formalization;

- types of presentation;

- level of complexity;

- Form of transfer of SD.

The main factors that affect the SD: scientific approach, modeling, computerization of management, etc.

It should be noted that the classification of management decisions is possible on other grounds. So, for example, it is possible to classify or form a typology of SD depending on the personality characteristics of the leader.

Types of managerial decisions largely depend on the personality of the manager, in connection with which we distinguish between weighed, heuristic-spontaneous, risky, intuitive, based on reasoning and optimally rational. The manager can be temperamentally temperamental or, conversely, calm, seasoned, and this will leave an imprint on the decisions he makes. This is also a kind of classification of management decisions, depending on the personality characteristics of the manager.

Weighted SDs are usually taken by managers who responsibly relate to their activities, working hypotheses and their verification. Heuristic-spontaneous decisions are made by authors who easily produce a variety of ideas in large numbers, but they are not able to verify and evaluate them. As a result, they are poorly grounded and unreliable, taken impulsively, spontaneously. Risky SD are characterized by the fact that their authors do not want to carefully think through and justify their hypotheses. Intuitive are accepted in a situation of choice, made only on the basis of the feeling that it is correct. SD, which are based on reasoning, can sometimes seem intuitive, since their logic is not entirely obvious, they are taken in a situation of choice conditioned by knowledge or personal experience. Rational SDs are based on economic analysis, methods of justification and optimization.

Classification of management decisions can be the most diverse, here much will depend on what will be taken for its foundation. And the basis or criterion can be the sphere of activity, where SD is adopted, and the method of its development, and much more.

Analysis of management decisions involves the use of scientific principles, which include:

- analysis and synthesis, involving the differentiation of phenomena, objects, phenomena and their further integration into a single whole in interrelations and interdependencies;

- the isolation of the main link, presupposing the setting of goals, tasks and the definition of methods for achieving them;

- comparison of objects of analysis by their volume and application conditions;

- timely and timely analysis, which is aimed at reducing the time of execution of work due to the implementation of methods of rational work organization, coding and decoding, computerization of information, improving its quality;

- data formalization, which assumes: a quantitative description of factors ensuring the optimization of management alternatives; Determination of relationships and dependencies between different parts of the management system; Quantitative expression of the level of uncertainty in making a managerial decision.