Volume 03 Issue 05-2023
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International Journal of Advance Scientific Research
(ISSN
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2750-1396)
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03
ISSUE
05
Pages:
47-54
SJIF
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5.478
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(2022:
5.636
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6.741
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OCLC
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1368736135
A
BSTRACT
The nature of solutions in economic management is directly related to management decisions. The highest
efficiency of economic activity can be achieved by choosing the right management decisions. Also, the
correct adoption and timely execution of production, technical tasks, social, economic and legal decisions
is the most important factor in achieving economic efficiency. This article talks about management
methods and management decisions, effectiveness of management activities, problematic situations in
economic management and their solutions.
K
EYWORDS
Decision, organizational decision, programmed decision, non-programmed decision, effective decision,
decision criterion, risk, condition of certainty, condition of uncertainty, probability.
I
NTRODUCTION
The effectiveness of management activities often
depends on the decisions taken. The whole chain
of questions and problems in the enterprise is
their exact solution and is assigned to the
manager. Production, technical, social, economic,
marketing and legal tasks are necessary to make
the right decisions and fulfill their own. subject to
timely completion. All the problems being solved
are taken into account by any manager, and this is
reflected in his management style and the entire
Journal
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Copyright:
Original
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Research Article
MANAGEMENT DECISION-MAKING AND IMPROVEMENT
METHODS
Submission Date:
May 12, 2023,
Accepted Date:
May 17, 2023,
Published Date:
May 22, 2023
Crossref doi:
https://doi.org/10.37547/ijasr-03-05-08
Murotjonova Mubina Dilshod Qizi
Jizzakh Branch Of The National University Of Uzbekistan Named After Mirzo Ulugbek, Faculty Of
“
Psychology
”, 5230100
- Economy (By Industries And Sectors), Student Of Group 140-20, Uzbekistan
Volume 03 Issue 05-2023
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International Journal of Advance Scientific Research
(ISSN
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2750-1396)
VOLUME
03
ISSUE
05
Pages:
47-54
SJIF
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(2021:
5.478
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(2022:
5.636
)
(2023:
6.741
)
OCLC
–
1368736135
management process. The essence of economic
management solutions depends on many
objective factors. The most important of them is
different ownership of means of production; deep
division and specialization of production and
labor; management of labor and material
technical resources; expansion of inter-industry,
inter-production relations; establishing a joint
venture; marketing in practice; enterprises and
industries entering into foreign economic
relations, risks in making management decisions.
The management decision is a point of
intersection between the real satisfaction of the
material and spiritual needs of the society and the
opportunities of the national economy. The
solution to this problem in the national economy
is the harmonization of existing laws, decrees,
laws that do not depend on us, and laws that do
not depend on us. The management decision also
means the implementation of the goals and
mission of the enterprise. It is in this process that
hundreds and thousands of people satisfy their
needs, gain status, grow in all aspects, and society
as a whole grows.
Making and implementing decisions is the next
step of the leader depending on the changes in
their activities. Several solutions are developed
on one problem and one of them is used in
practice. The classification of these decisions has
important theoretical and practical significance.
From the point of view of the effectiveness of
management activities, decisions are divided into
the following types: strategic and operational.
Strategic decision is the formation of goals and
missions related to the company’s activities. In
the conditions of the transition to the market
economy, these decisions ensure smooth
transition of new approaches and sharp turns in
the company’s activity. Str
ategic decisions at the
level of the enterprise, region, industry help to
solve all economic and social problems at the
expense of new resources in society.
Operational decisions are essentially business
management decisions. They are accepted on
current personal issues to support the continuous
operation of the managed facility. That is, to keep
its complex mechanism without changing the
structure and interactions. The leader makes
these decisions quickly enough without special
training. Such decisions can include documents
on hiring and firing of employees, changes in their
salaries, training of the enterprise and similar
documents.
According to the scope of action, management
decisions can be divided into economic,
organizational, social, technical and technological
decisions. Also, management decisions are
divided into the following levels according to the
level of management: foreman, section head,
workshop head, production head, enterprise and
association head, minister, etc. Decisions are
external and internal according to the direction of
influence. External decisions are focused on
another level, internal decisions are focused on
individual departments or, and internal decisions
cover individual departments or the enterprise.
Management decisions are divided into economic,
organizational,
coordination,
incentive,
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management and control decisions according to
their functional content.
According to the organization of recycling, it is
divided into personal, professional and
professional. Individual decisions are made
without the agreement and discussion of the
leader in the team or by individuals. Often, these
are quick decisions that do not take into account
the problems of the development of the
enterprise. Colleagues are decisions made and
made by a group of experts and leaders, which
require material preparation. They have
comprehensive content. Decisions of the team are
made today by the participants in the general
meeting, regardless of the position or employees.
Such decisions are made when considering the
price questions of production. Decisions based on
the type of work are divided into standard and
non-standard decisions. Standard, sometimes
programmatic decisions are decisions in the
process of developing and making the decisions
themselves. Decisions in the process of
programming and its adoption. Programmable
decisions have reached such a standard stage that
they can be described in the form of a
mathematical model, that is, it becomes possible
to include a significant part in the technical work
of EHM. Non-standard decisions are the most
complex, basic decisions, and are distinguished
by the breadth for a creative approach to the
problem. Creative decisions are always
manifested in speed and innovation. However, it
is necessary to carefully analyze the nature of the
non-standard. In a deep, broad analysis, it can be
seen that these cases are not so new, if it turns out
to be a series of separate problems.
In this way, management decisions are the
organizational beginning in any sphere of human
activity. Based on it, laws are approved, material-
technical, financial and labor resources are
planned, the responsibility of executives and
managers is increased, and their role in achieving
the goal is determined.
Also, requirements for management decisions are
important. In terms of market relations, the
management decision is the main factor of
management, in which all economic and social
problems of the development of the enterprise
and industry intersect and are gathered in one
place. Management decisions
a number of factors affect the effect:
-
Personal characteristics of the leadership or
the group;
-
Information provision of the conditions in the
development of the decision;
-
Organizational factors (inviting experts in the
development of the decision, a system of
methods and a form of delivering the decision
to executors, a control system, etc.);
-
Technical factors (use of EHM technical
means, etc.);
-
Temporal factors in decision making,
adoption and implementation.
Based on this, the main requirements for
management decisions are:
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1. The scientific basis of the decision. Decisions
should be made on the basis of economic, social
and other current scientific achievements based
on the analysis of specific production conditions.
2. Unity of decisions. It is usually necessary to
solve minor problems along with solving major
problems.
3. Fairness of decisions - truthfulness. Decisions
can be made only at the level of authority given to
leaders.
4. Directness of the decision. It should be clear to
whom the decision-making process is intended.
5. Shortness of decisions. In order to save time
working with information, short and precise
decisions are made.
6. Accuracy of decisions in time. The leader
cannot give tasks to his subordinates without
clearly specifying the deadline.
7. Operative decisions. Such decisions can be
made in a minute, that is, when the production
situation requires it.
Many forms and methods of development and
implementation of management decisions have
been collected in management practice.
Depending on the complexity and content of the
questions, in the preparation and adoption of
management decisions, there is a general scheme
of the sequence of actions of the leader from the
use of methods such as economic analysis, export
evaluations, knowledge of which will help to
consider a concrete decision. Before making a
decision, the leader must determine the
following:
1. The goal of action and ways to achieve it.
2. The important aspects of the problem;
3. Necessary material, monetary and labor
resources;
4. Duties of executors;
5. Procedure for organization of task
performance.
Management
decisions
related
to
the
organization's activities are made by the direct
manager are developed by, these decisions
should not contradict the organizational criteria
and legislation. The team "council" actively
participates in all stages of the development of
decisions to be made. Each complex decision-
making process includes the following steps:
1. Defining the goal, understanding the problem
and collecting the necessary information;
2. Classification, analysis and evaluation of
collected information processing;
3. Development of various options for decisions;
4. Analysis, discussion and evaluation of options;
5. Accepting the last and optimal (acceptable)
option;
6. Documentation of each decision in the required
form;
7. Approving (sealing) decisions;
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8. Delivery of the decision to the executor;
9. Organization of the implementation of the
adopted decisions;
10. Control and accounting of decision
implementation.
We will consider each stage separately.
At the first stage, analysis of the socio-economic
process in the collective based on this stage, it
depends on the interaction between the leader
and the collective, in order to ensure the
continuity of production of the leader at this
stage, the leader should pay great attention to
solving socio-economic problems;
At the second stage, the collected information is
classified, analyzed and evaluated. This stage is a
complex process that requires skills, knowledge
and entrepreneurship;
At the third stage, the collection of information
continues, its real possibilities are evaluated, and
several interchangeable options, that is,
alternatives, are developed. Alternative options
are developed by responsible persons and are
under the direct control of the leader.
At the fourth stage, decisions are developed
through the analysis and comprehensive
discussion of alternative decisions. The more
alternatives there are, the more effective it is to
prepare the optimal version of the decision.
Analysis and evaluation of different options for
management decisions usually comes from
comparing their analysis and calculation in EHM.
Then, they carefully consider the cost of each
option, based on which the last and optimal
option is selected (step 5).
In stages 6-7, there is also a stage in which the
selected decision, which has less important
content, is clearly described. In this process, two
parts of the document are considered: analytical
and constructive. The analytical part shows the
causes of the problem, and the constructive part
shows the tools and resources, the main ways and
methods for solving the problem. The decision
should be business-like. In practice, management
decisions are often used in general terms (do not
compel, do not demand, do not show, imply, etc.).
The last and most necessary steps are steps 8, 9
and 10, which are directly related to the
organization of the detailed process of the
decision. The process of preparing and making
management decisions requires a clear
systematic approach to control:
- creation of a single complex system of
information. It covers the components of the
production process, timely and precisely
economic of the enterprise. Description of social
and mental condition;
- acceleration of solving problems, because the
economic and social-spiritual environment is
related to its change;
- non-separate and together with all alternative
solutions analysis;
- not only to determine the forces that affect
production, but they efficiency as well;
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- use of quick, calculation and statistics for
analysis.
The basis of management decisions is the most
favorable option, which is closest to the optimal
(acceptable) option. This option is created by
collecting and analyzing logical information about
the current state of the enterprise, with the least
expenditure of labor, financial and technical
resources and time.
When choosing an optimal (acceptable) decision
or a decision close to it, it is necessary to use the
necessary method and style. There are the
following methods of making decisions and
working with them in management practice:
➢
method of systematic economic and social
analysis, statistical answers and evaluations;
➢
analysis of variant series, that is, models such
as plan-production, method of determining
development trends and seasonal nature of
production;
➢
method of experimental modeling, which
includes statistical analysis of experimental
responses. If solving the problems, process
modeling methods, EHM and economic-
mathematical methods are performed, it is
possible
to
optimally
monitor
the
shortcomings and achievements of the
business entity;
➢
mathematical programming method;
➢
method of objective evaluation and expected
risk theory. This method is used to measure
and predict nature, taking into account the
theory of training and motivation;
➢
method of modeling and entrepreneurship
houses. This method requires the use of EHM;
➢
different approaches to individual decision-
making in conditions of uncertainty the theory
of searches, which includes;
➢
cost method. This method is used for
collecting and analyzing information requires
a lot of money, and the manager does not have
to stop at the cost if this method helps to find
the optimal answer;
➢
experts (expert) assessment is obtained based
on expert analysis. This is done to avoid
errors. After that, experts get acquainted with
the list of available decisions, opinions,
proposals and conclusions and reach their
final conclusions;
➢
assessment and analysis of unknown and
uncertain situations is usually carried out
through available reliable information. In this
case, the decision to be made depends on the
goal set by the company. Sometimes it is
possible to make a decision based on the law
and trend of the development of the economic
and social system, as well as on the basis of
analytical calculations. In other cases, an in-
depth analysis of the problem and
comprehensive integration is necessary, that
is, the necessary analysis and calculations are
carried out depending on the problem;
➢
simplifying the decision-making process
reduces the scope of work in the management
process. If a systematic analysis is always
carried out, the method of making decisions
will become more and more simple and clear.
Simplified decision-making and evaluation of
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their effectiveness are often used in the case
of repetitive analysis of enterprise activity;
➢
creative discussion of some difficult problem
by a group of experts. This method is based on
the team’s experiences and knowledge of the
management solutions, while creating an
environment for the emergence of good ideas,
and the good selection of the participants in
the discussion has an impact on finding an
alternative solution and solving the problem
correctly. It is necessary to produce special
purpose-oriented programs, network graphs,
matrix control system in the production
process for the purposeful execution of the
decisions made. These activities can be
divided into 3 groups:
1. Timely delivery of decisions to executors;
2. Optimum placement of personnel and
resources, formation of rapid reserves;
3. Control of the implementation of decisions.
First group event. Timely delivery of decisions to
executors. It cannot be left alone here. It can be
observed that the decisions reach the executors in
a month or two. In this case, it loses its activity
and content. Because he will arrive late.
One of the most common forms of executive input
is involving them in decision-making. On this
basis, participants of the production get
acquainted with the concept of decision and
solutions of problems. Sometimes, for this
purpose, a commission is formed from the
innovators and captains of production. Future
executives participate in the preparation of
decisions and make these solutions more
realistic. Because they know the production
process better than outsiders. Also, they achieve
positive results when their collective workers
participate in discussions, seminars, or
acceptance of the project plan. However, this
collectivity is realized only when certain
conditions are met, when there is sole leadership
and clear personal responsibility.
The second group of events is the movement of
personnel and resources, as well as rapid
reserves. Each solution requires material
support, reorientation and retraining and
replacement
of
people.
Therefore,
the
implementation of large programs in production
and revision of production leads to a sharp
change in the methods and forms of work. This
also affects the personnel structure.
The third group of activities is control, that is, in-
depth qualified analysis. High results cannot be
achieved without systematic control. At a higher
level of management, such control is required by
the organization to achieve a specific goal and the
desired mechanism.
R
EFERENCES
1.
N.K. Gulyamova. Industrial economics and
management. P.: “Educational methodological
manual”, 2013.143 p.
2.
G. Tarakhtiyeva. Innovative management. P.:
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3.
G.K. Tarakhtiyeva, N.H. Gulyamova, K.
Sibragimova Methodical guide for practical
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