Management problems and their solutions. Management problem

Part 2 Statement of the problem solving problem

Problem statement Let us briefly formulate the result we want to get in the end, for example: synchronize the database of the online store shop-example.ru and the mailing service

Chapter 6. Problem Statement, Problem Statement, Solutions and Actions A well-formulated problem is halfway to a solution. Charles Kettering Earlier I mentioned that I had two crises. In the late 90s I lived in Kazan. I met a wonderful man on my way who

1. Mission Statement When planning any military operation, it is very important to set clear objectives in advance and explain to each participant what their role is in their implementation. Like military leaders, company leaders must set clear and understandable tasks when performing

Effective solutions are the key to the existence of a commercial enterprise. With regard to management decisions, this means the need to choose a certain course of action from possible alternatives. Preparation process management decision consists of five stages:

• 1) problem statement;
• 2) identification of alternatives;
• 3) selection of the best alternative or alternatives;
• 4) implementation of the solution into practice;
• 5) checking the result.

Formulation of the problem

Often, managers see problems where they essentially do not exist, there are only them. outward signs or symptoms. There are tricks to help you understand if you really understand the problem correctly. First, it is necessary to state the problem in writing, the recording process will help to understand the essence. Second, you need to find out why this is happening. If the situation is analyzed correctly, then you have identified the root of your problem. The information received about the situation that has arisen must be reliable and sufficiently complete, otherwise the information received may lead to making ineffective or erroneous decisions. In fig. 3.11 provides the necessary information support to prepare for the development and adoption of a management decision.

When large volume information requires careful selection. After the selection of information, it becomes necessary to prepare analytical material reflecting the main features of the development of the situation. Often, managers receive false, implausible, meaningless information. Sometimes a real problem does not yet exist, but it may arise in the near future, and the management decision making in the present and in the future depends on how the manager reacts to the information received.

Therefore, having received the information, first of all, you need to check it and draw up a conclusion, whether it speaks of any problem. Next, you need to ask yourself: "Is this my problem?" Since most problems are not easily solved, the stage of identifying the cause is very important for making the right decision.

Having the necessary information about the current situation, knowing the problem and the goals of the organization, you can begin to analyze the situation. The main task of analyzing a situation is to identify the factors that determine the dynamics of its development. For this, a meaningful analysis is carried out and, at a qualitative level, the main points are established, which make it possible to identify the factors influencing the situation. When analyzing the situation, it is important to highlight the main points that need to be paid attention to, to diagnose this situation.

A special role in decision-making is played by problems associated with assessing the expected development of the analyzed situations, the expected results of the implementation of the proposed alternative solutions. It is impossible to manage without predicting the situation. To adequately represent the situation, as a rule, not only quantitative data are used, but also qualitative data. This is achieved using expert technologies widely used in the decision-making process.

Figure: 3.11.

When obtaining and processing information about a situation, it is advisable to prepare analytical material that reflects the main features and trends of its development. Naturally, such analytical material should be prepared by specialists with sufficient knowledge and experience in the field to which the situation of making a managerial decision belongs.

Structural level concept describes the organization of management decision-making processes in the form of several levels. These include autocratic, autonomous, local collegial, integrative collegial and metacollegial levels.

The processes of making managerial decisions at the autocratic level have two features. Firstly, all decisions are made by the leader exclusively individually, without any contact with subordinates. In this case, the leader completely "locks in" the decision-making function and does it demonstratively, separating himself from the group in the process of solving a particular problem. Secondly, the leader not only makes all decisions independently, but practically does not take into account the interests and positions of his subordinates, proceeding only from his own views and preferences. At the same time, the leader, of his own free will or unconsciously, clearly opposes himself to the group, puts himself "outside the organization", although formally is in its composition, retaining his status and position.

At the autonomous level, management decisions are also made individually, but their content is very different from autocratic decisions. The essence of these differences lies in the fact that in the decision-making process, the leader seeks to take into account the interests and opinions of other members of the group as much as possible, but at the same time makes most of the decisions independently. At the same time, the leader is aware of his belonging to the group, realizing the need to comply with its interests. Therefore, the decisions of the leader, while maintaining an individual form, in fact already contain elements of collegiality, which is indirectly present in them, since the leader himself acts as a bearer of general group interests, values \u200b\u200band norms.

Management decisions related to the local-collegial level of the organization are developed through direct interpersonal contacts of all members of the group, and therefore the decision-making process becomes collective. The group of people involved in decision making is viewed as hierarchically organized. The procedures for making such decisions include various business meetings, "operatives", "briefings", etc.

The most important and fundamental decisions are usually made with the participation of all personnel of the organization, for example, at general meetings of the work collective, meetings of shareholders, conferences, etc. Quite often, such decision-making procedures are prescribed by the normative, i.e. are enshrined in the laws and charters of organizations. There are two main types of such procedures. First, the whole group (organization) can really participate in decision making. In this case, the decision is made by direct discussion of the problem by all members of the group. Secondly, only individual representatives from all departments of the organization (usually their leaders) can participate in decision-making, who, however, embody the interests and positions of their groups. This case is typical for large organizations in which it is almost impossible to involve all employees in the decision-making process, or such involvement is simply ineffective.

Management decisions that are made at the integrative-collegial level are relatively rare in the activities of organizations, but in terms of their importance they occupy a leading place. Such decisions are usually of a strategic nature and are associated, for example, with the choice of goals and plans for the enterprise, the development of new types of goods and services, the introduction of new technologies, large investments, etc.

The organization is considered as a subsystem within the overall social system, in this regard, any leader, being the highest official in his organization, necessarily enters into some higher management body and acts in it as a representative and bearer of the interests of his organization. In fig. 3.12 reflects the stages of preparation for the decision.

Figure: 3.12.

When making decisions, on the one hand, the leader must follow the goals of his organization, and on the other, he must strive to achieve the goals of the broader organization, as well as obey its rules and norms. As a result of such an ambiguous position of the leader, a kind of psychological phenomenon of "doubling of reference groups" takes place, which consists in the fact that in the decision-making process the leader is forced to focus on the interests of two significant groups at once. These interests usually do not coincide and are even strictly opposite. Therefore, the decisions of the leader in such difficult situation qualitatively different from other types of management decisions. They're called marginal solutions.

In addition to the five stages of the organization, the process of making managerial decisions is characterized by two "cross-cutting" forms of managerial behavior. The first of them is "exclusive" behavior, its essence consists in the leader's striving to exclude situations of choice from his activities, to avoid the very need to make decisions. This behavior is common among many managers who view decision-making as an "unwanted" management tool associated with risk and responsibility.

Management activity is also characterized by another form of behavior of leaders, which is the opposite of "exclusive". This form is called "inclusive" behavior, which does not lead to a decrease in the number of decisions in the activities of the head, but, on the contrary, to their increase.

Depending on the stages and elements of the control process, the following control methods can be distinguished:

Impacts on managed objects;

The organization of the management system itself;

Management information support;

Development and decision making;

Control, assessment, analysis, etc.

Within this classification, there are specific management methods:

Problem organizers;

Functional;

Targeted software;

Organizational analysis;

Organizational regulation;

Organizational regulation;

Organizational design, etc.

Depending on the a variety of functions, for the implementation of which certain methodological techniques are used,management methods fall into three main groups:

Control methods of functional subsystems;

Methods for performing management functions;

Management decision-making methods.

Methods for managing functional subsystemsto a decisive extent are determined by the structure of the managed object (system), in which there is a functional division of managerial labor for such types of work as production, finance, personnel, marketing, innovation, etc. So, for example, in the process of managing the production activities of a managed object, such methods are applied as:

Diagnostics of labor, material and other resources of a given organization;

Building scenarios for their changes in the near or more distant future;

Activity analysis;

Quality control of products, materials;

Programming, planning, control of production processes, etc.

Methods for performing management functionsassociated with the solution of problems facing the subject of control in the process of his impact on the object on the way to the intended goal. Among them, we note the specific ways of planning, organizing, coordinating, monitoring and motivating activities.

For example, the planning methods group develops forecasts,includes methods of extrapolation, regression analysis, brainstorming, expert assessments, factor analysis, formation of a tree of problems and solutions, etc. Expert assessment, or the Delphi method - one of the most common management methods - involves the involvement of a group of people in the forecasting process, acting as experts. This method is based on reaching agreement between them. Usually, experts specializing in various interrelated areas of activity fill out a detailed questionnaire about the problem under consideration and write down their views on how to solve it. Each expert receives a set of responses from other experts and is asked to re-examine his forecast in order to make adjustments to it. The procedure is repeated three to four times until the experts come to a consensus. Main advantage this method in the fact that the forecast is compiled in an extremely short time and contains wide range opinions on controversial issues, and also reflects the internal assessment of an outside observer. Its disadvantages include the possibly high cost of expert services; in addition, subjective opinion can sometimes be erroneous, even if it is expressed by an expert.

One of the most common varieties of this method is "brainstorming" - the collective work of experts aimed at finding the optimal option for managerial action. Experts are invited to discuss a complex problem, then proposals for its solution are put forward and discussed. A condition for discussing ideas is the prohibition on their criticism, which provides an opportunity to express the most unexpected ideas. Just as with the Delphi method, the goal of brainstorming is to develop collective, agreed-upon proposals.

Methods for making management decisionsact as a set of stages and procedures necessary to resolve a particular problem that arises in front of the control subsystem.

On stage of problem statementthe leading role is played by methods of collection, storage, processing and analysis of information, methods of recording the most important events, their description and assessment, analysis, analogy, modeling, etc.

Problem solving stagealso related to the use of information collection methods; in addition, at this stage, information Technology as computerized ways to analyze decision-making processes.

On decision stageother methods are applied. Among them, first of all, the optimization method is used.

On the stage of organizing the implementation of the decisionalong with the methods of direct influence (order, order, etc.), indirect methods of management are also used - material and moral incentives, the formation of the social and psychological readiness of workers to carry out tasks.

On control stagesuch specific methods as diagnostic, corrective, etc. are used.

In the methodology and, accordingly, in the organization of management, two approaches can be distinguished: pragmatic and scientific-analytical. They differ in the recognition and highlighting of problems and methods of their resolution.

The pragmatic approach characterizes the behavior of a manager who is rigidly attached to the situation. The main thing in his activity is the use of well-known recipes for success, taking into account the immediate factors of guaranteed and immediate success, a sense of the danger of failure, which is determined by work experience and intuition, a clear organization: activity (control, responsibility, discipline).

There is nothing wrong with this approach, and it provides effective management. However, the probability of blunders and mistakes is quite high, there is no understanding of development prospects, vision of the future, it is possible to replace important problems with less important and minor ones. The formula: “Problems should be solved, not watched over their manifestation” is good, but it can be replaced by the formula: “Problems must be solved in a certain sequence and in a timely manner. To do this, you need to research them. "

Scientific and analytical approach to management and involves systematization of problems first by the classes of methodology and management organization, then by such efficiency factors as:

· Concept and priorities of management;

· Research of problems;

· Education and competence of personnel;

· Motivation of activity;

· Strategy and innovation;

· information Technology.

Management is intended to build a certain behavior of the object of management, which can be divided into two aspects: economic behavior, reflected in the complex of economic characteristics, and socio-psychological, which characterizes the social side of coordination and cooperation.

AT real practice these two approaches should not be opposed. The formula for effective practical management involves building it on the use of scientific knowledge and recommendations, recipes for practical success, professional experience, practical skills and abilities, as well as the art of management. And all this should be carried out on the basis of analysis, diagnostics of problems, design and an informed choice of options for their solutions.

A universal methodology for solving management problems is system analysis, which thebroadly understood as synonymous with the systems approach. In a narrow sense, system analysis is a set of scientific methods and practical techniques that can be used in the study and / or development of complex and highly complex objects, as well as in solving various problems that arise in all areas of management of social and organizational-technological systems.

The initial theoretical basis for system analysis is systems theory and systems approach . However, systems analysis borrows from them only the most general concepts and premises. In contrast, for example, from the systems approach, system analysis has its own developed methodological and instrumental apparatus borrowed from other areas of practice.

System analysis is based on strict adherence to the following requirements:

1. the decision-making process should begin with a rationale and a clear formulation of ultimate goals;

2.any problem must be presented as a whole one system indicating the relationships and consequences of each particular decision;

3. the solution to the problem should be represented by a set of possible alternative ways to achieve the goal;

4. the goals of individual departments should not contradict the goals of the entire system as a whole.

The basis of the system analysis algorithm is the construction of a generalized model that reflects all the factors and interconnections of the problem situation that may appear in the process of implementing the solution. The system analysis procedure consists in checking the consequences of the implementation of each of the possible alternative solutions in order to select the optimal one according to some criterion or their combination.

The specificity of systems analysis is the focus on finding optimal solutions with limited resources (personnel, finances, time, technology, etc.). It begins at the stage of the management cycle, when management goals are determined and ordered based on the establishment of correspondence between goals, possible ways to achieve them, necessary and available resources for this.

In the center system analysis methodology the operation of quantitative comparison of alternatives is found, which is performed in order to select the optimal (according to certain criteria) alternative, which is supposed to be implemented. This can be achieved if all the elements of the alternative are taken into account and the correct estimates are given to each element. Thus, the idea of \u200b\u200bhighlighting all the elements associated with a given alternative arises, that is, an idea that in ordinary language is expressed as "a comprehensive consideration of all circumstances." The resulting integrity is called in system analysis complete system or simply system. The only criterion that makes it possible to single out this integrity, "system", can only be the fact of participation of a given element in the process leading to the appearance of a given (target, desired) output result for a given alternative. Thus, the concept process turns out to be central to the methodology of systems analysis.

As follows from the preceding presentation, main function system analysis - providing research and practical activities with a universal methodology for solving problems. By implementing this function, it acts as a framework that combines all the necessary methods, knowledge and actions to solve the problem. This is what determines its methodological role in relation to such areas as operations research, statistical decision theory, organization theory, management theory and others like that. This is explained by the fact that the problem-solving function is in essence close to the highest levels of the functional representation of human activity. Problem solving underlies the functioning of any system, regardless of what is most important for it at the moment - its own preservation or development. Therefore, it is not surprising that this function itself (problem solving) and the methodology serving it (system analysis) are highly integrative, including all the particular functions necessary for its implementation.

Among private functions system analysis include:

· Identification of symptoms of the problem;

· Substantiation of the urgency of the problem;

· Definition of the goal;

· Identification of the structure of the system and its defective elements;

· Definition of the structure of opportunities;

· Finding alternatives and evaluating them according to optimality criteria;

· Choice of alternatives;

· Solution development;

· Recognition of the decision by the team of performers and managers;

· Launching the solution implementation process;

· Management of the solution implementation process;

· Assessment of the consequences of the implementation of the decision.

To implement these functions, the following methods can be used: methods of the theory of search and detection, methods of the theory of pattern recognition, methods of statistics, in particular, factor analysis, experimental theory and operation research models and related models (queues, stocks, game situations, conservation and restoration , growth, etc.), behavior models (deostatic, dynamic, self-organization and others), methods of the theory of classification and ordering, marginal analysis, methods of synthesis of complex dynamic systems, theory of potential attainability, models of the theory of autoregulation, forecasting methods, methods of engineering psychology and related disciplines, methods and models of various areas of organization theory, management theory, social psychology and sociology.

Choosing any of the methods listed above for solving a specific problem, it must be remembered that any method effectively "works" only within the framework of the axiom for which it was developed. Universal, anytime, anywhere effective methods does not exist. Therefore, each time it is necessary to check the degree of fulfillment of the requirements of the corresponding axiomatics on the empirical texture that reflects the problem being solved. It is completely unacceptable to distort the form and, moreover, the content of the available empirical materials in order to please the requirements for any reason of the chosen method (for example, due to the lack of specialists professionally proficient in a more acceptable method). As priority criteria, it is necessary to consider 1) the specifics of the problem, 2) the possibilities of the existing methodological apparatus of system analysis, and 3) the limitations of the potentially involved method.

Lecture 5 Management problems and their solution

08.09.08 Shevlyakov Valery Alekseevich

1. Management problems and their causes.

2. Solution of problems.

3. Decision making methods and their implementation.

1. Management problems and their causes.

Management problem represents difficult question, a task that requires clarification, study, assessment, solutions. To understand the causes of problems, a cause-and-effect analysis is necessary, during which you can discover the true causes, weed out secondary, non-main, concomitant ones, understand, deeply study and evaluate the situation. This will prepare the prerequisite for making the necessary decision.

Management problems are classified according to the characteristics:

1) degree of importance and urgency;

2) scale of impact if a decision is made or not, and the number of organizations and persons affected by these problems;

3) the ability to solve the problem at the lowest cost and in optimal terms;

4) degree of riskrelated to the solution of this problem;

5) degree of structuring and formalization, i.e. the ability to express the problem in quantitative and qualitative terms.

Problems can vary in the way they are developed:

1) uncontestedif there is only one way to solve problems, there are no other options;

2) binary, multivariate;

3) in the event that none of the methods can give a positive answer to the question "how to solve the problem?" combined method, which consists in combining separate parts or ways to solve problems.

Types of problems are considered according to criteria:

1) strategic are aimed at the formation of a strategic database, their understanding, study, assessment and practical use;

2) tactical: issues are resolved in a shorter time frame than strategic ones;

3) long-term;

4) mid-term;

5) short term;

6) current;

7) by management level: top, middle, lower levels of management.

The main causes of management problems:

1) initially erroneous goals of the organization, methods and timing of their achievement;

2) incorrect principles and methods of employees' activity;

3) incorrect criteria for assessing the capabilities of the enterprise and employees;

4) intentional violations in technology, technology, finance, supplies;

5) changes in the policy and economy of the state;

6) natural disasters and natural disasters.

2. Problem solving.

The product of our activity is the solution of management problems.

Decision - volitional influence of a person on the control object to solve the problem, the choice of an alternative to achieve the goal.

Requirements for management decisions:

1) targeting;

2) hierarchical subordination: manager's decisions must correspond to the powers delegated to him;

3) validity: decisions must have an objective justification of rationality;

4) targeting: solutions should be oriented in space and time, aimed at specific performances and limited in time;

5) security: solutions should include necessary resources and establish the sources of their receipt;

6) directivity: decisions must be binding and must be planned.

Principles for making management decisions:

1) principle of one-man management: decisions are made individually, usually by managers with authoritarian style behaviors that prefer to command and order, in these conditions tension arises, interpersonal relations are characterized by increased conflict;

2) principle of unanimity: unconditional support for the proposed alternative;

3) majority principle is put into effect if in the process of making a decision there are different opinions, stable decision-making norms: 3.1. simple majority; 3.2. 2/3 votes;

4) consensus principle: consensus - agreement of all controversial issues and different opinions in the decision making process, and the types of solutions tend to coincide with the types of problems.

Solving strategic problems belongs to the category of initiative, going from top management to performers lower links management. In this case, the top management takes the initiative and responsibility for making decisions of a strategic nature (directing investments in the long-term development of a new type of product, for expanding production or for closing and closing the enterprise).

Solving tactical problems - business of middle management (management). Based on directives from above, they plan to solve problems in medium-term plans and carry out short-term tasks. The lower levels of management solve problems on the basis of the established orders, instructions and written orders. Current problems of a day-to-day nature (routine work) occupy most of the time of the lower levels of management. The middle management, especially the top management, should be exempted from solving these problems.

Problem solving is classified according to a number of characteristics: 1) by the degree of compulsory execution; 2) by functional purpose; 3) by the method of making a decision; 4) by the scope of implementation.

By the degree of compulsory execution of the decision, there may be:

1) prescriptiveaccepted by top management;

3) orienting, which are adopted by the management to coordinate the work of lower-level management structures that operate autonomously (subsidiaries, enterprises that are part of the holding, a corporation where there is a single governing body).

By functional appointment: organizational, coordinating, regulating, activating, controlling the progress of the decision, prescribing,

distributing work between executors for monitoring, checking, preparing regulatory documents.

By way of taking solutions highlighted selective and systematic solutions.

TO selective decisions refers to one or more questions of solutions to the problem, to systematic - solutions that cover the entire problem in all its complexity and interconnection.

By implementation solutions are associated with the area of \u200b\u200bactivity that generated the problem, on the solution of which the course of business in this area depends in the future: production, supplies, finance, R&D.

Decision making is always associated with a certain degree of risk.

3. Methods of decision making and their implementation.

Decision making process - the central point of management.

Decision making methods:

1) scientific method , essence:

1) by observation, collection, analysis of information, it is formulated hypothesis - an assumption about the problem itself and possible approaches to its solution;

2) the scientific method gives systematic orientation, i.e. reveals the relationship of this problem with the external environment and internal variables of the organization itself. Revealing the relationship allows you to most fully imagine the causes of the problem, see its basis. This approach makes it possible to deal not with the consequences, but with the causes of the problem and take actions that exclude the repetition of undesirable phenomena;

3) use of mathematical modelingaccessed in difficult casesif it is difficult to diagnose a problem and prepare a solution without additional quantitative and qualitative analysis;

2) method economic analysis includes methods of economic assessment of the economic performance of the enterprise, costs, profitability, cash flow, level of demand. An example is a model based on the determination of the break-even point, the break-even analysis of work. There is a rational solution for making and implementing decisions. Their development is based on an objective and comprehensive analysis of the conditions in which the company operates in each period of time, trends that will take place in the future. This analysis proceeds in stages: from the beginning of the problem to complete elimination and obtaining a positive result.

Stages:

2) held analysis of the problem itself... It is necessary to understand the problem to the end and formulate it accurately;

3) revealing factors limiting the adoption of a rational solution to this problem... The limitations of the internal order include: limited means for solving the problem, the lack of specialists with the necessary qualifications. Managers can design and implement rational decisions only when they are empowered by senior management;

4) determination, assessment, selection of an alternative from the available options is carried out... First, all possible in in this case alternatives, of which real ones are selected, the main ones: find the best optionto solve the problem. Scientific approach the choice of an alternative presupposes the presence of a certain standard, a criterion with the help of which the acceptability of a particular solution is established;

5) coordination of decisions with executors and all interested employees... It is carried out by means of sighting a document prescribing the implementation of the solution to this problem;

6) approval of the decision by the top manager of the enterprise... This procedure is mandatory if for the implementation of the solution it is necessary to spend material, financial, human resources and reserves. The one who is responsible for these funds approves the decisions. After approval, the process of implementing a rational decision begins.