Methods for solving management problems and implementing management functions.

Innovation management methods are a system of rules and procedures that perform various tasks for managing innovation. The purpose of system development is to develop rational management decisions, which, as a rule, appear during the study of theory and are applied in practice after large-scale experimental testing.

In building management systems at an innovative enterprise, management methods contribute nothing more than a certain orderliness, validity and efficiency of the organization. Innovation management can use both general methods management, applied in all areas of activity, such as trade, production, culture, education, etc., and special methods, which reflect the specifics of the innovation sphere.

The fundamental basis of innovation management includes process modeling, a scientific approach, and system orientation.

Simulation in last years has become the main concept for building effective innovation management systems. Thanks to modeling, complex innovation processes are simplified, components and connections that are the most significant are identified in them, experimental studies of management situations are carried out and predictive calculations are carried out.

The basic types of models include: physical, analog and mathematical.

Physical models are widely used in practice; various spatial layouts at an innovative enterprise can serve as an example. Analog models illustrate the structure or behavior of the object being modeled, for example this can be done in the form of graphs, histograms or block diagrams.

To optimize management decisions, the greatest opportunities are provided by the use of mathematical model. The most frequently encountered models in the literature are queuing theories, game theories, linear programming, inventory management and economic analysis.

The fundamental basis of innovation management is the use of a scientific approach. The scientific approach receives its most complete and consistent expression in system orientation.

System orientation of management considers an innovative enterprise as complex open system, consisting of interconnected elements and actively interacting with environment. System orientation allows, within the framework of an integrated system at an innovative enterprise, to structure management tasks and streamline methods for solving them.

When making a management decision, it is necessary to find an alternative.

The main methods for generating alternatives in innovation management are:

– brainstorming method;

– Delphi method;

– synectics method;

– method of collective associations;

– method of focal events;

– method of using the card.

In the process of using these methods, the following functions are implemented: basic or subject-specific and supporting.

Subject functions are the most common. They reflect the content at the main stages of the enterprise’s innovation management process and highlight subject areas management activities at all levels of the hierarchy. Main (subject) functions: goal formation, planning, organization and control.

The management process, as a rule, begins with the formation of a system of goals and objectives innovation activity(or project) for a certain period of time.

Planning, as a function of innovation management, is to formulate the main directions and proportions of innovation activity in accordance with the previously established development goals, what are the possibilities of resource provision and the existing demand in the markets.

The essence of the innovation organization function is to ensure the implementation planned tasks in order to implement the adopted development strategy of an innovative enterprise. Organization of innovation is one of the most important functions, the implementation of which is the most essential part of the activities of managers. The rational combination of all elements of the innovation process is ensured by the innovation organization function.

The management cycle in innovation is completed by control, which guarantees the effective implementation of all other functions. The essence of control in innovation management is that it ensures the timely implementation of established plan targets aimed at achieving accepted development goals.

The supporting functions of innovation management include management tools and processes that help effectively carry out substantive management functions in the organization. These include such management functions as socio-psychological and procedural (technological).

The socio-psychological functions of management are mainly related to the nature of industrial relations in the team. They also have two functional units: motivation and delegation.

Delegation includes a set of management decisions aimed at the rational distribution of work on managing innovation processes and responsibility for their implementation among management staff. Motivation includes a system of material and moral incentives for employees of the organization.

Thus, through rational delegation of authority and work motivation workers, harmony is achieved in the relations between the participants in the process, and a favorable production and psychological climate is created in the organization, which are prerequisites successful management in innovation.

The procedural functions include: decisions and communications. These are two types of activities that are an integral part of the work of a manager at any level of the hierarchy. Management decisions are the main form of implementation of innovative ideas. To successfully promote innovation, they use the communication function, which is based on preparing, receiving, processing and transmitting information. This function management is a specific element of innovation management and has enough great importance, since innovation is almost always associated with new information.

It must be said that all of the above aspects of management must be considered comprehensively, since they complement each other.

Let's take a closer look at methods for solving management problems in innovation management.

The brainstorming method, translated from English, means “attack a problem with your brain.” The purpose of brainstorming is to generate ideas without them expert analysis and discussions among participants.

The essence of the method is that each participant has the right to express his or her most different ideas, which, in his opinion, can solve the problem. The more different offers you receive, the better. All ideas are listened to without any criticism or evaluation, their analysis will be carried out centrally after all options have been heard.

Delphi method. The purpose of the method is to obtain consistent information about high degree reliability from a group of experts. This method is an attempt to eliminate contradictions that arise in the work of expert groups.

The essence of the method is that if experts are surveyed independently of each other, then large deviations in the limits appear, and if opinions are exchanged during the work, this can lead to assessments imposed by authoritative colleagues. In this regard, instead of expert discussions, individual surveys are conducted. Surveys are carried out in several stages, which are repeated until an agreed solution is reached.

The method is used in cases where the time for making a decision is not limited.

The term “synectics” means the unification of apparently incompatible parts, heterogeneous elements, i.e., to solve a problem, individual “creators” are united into one group.

Two basic synectics processes:

1) turning the unfamiliar into the familiar;

2) transformation of the familiar into the unfamiliar.

In order for the process of solving a problem to occur not at the level of conscious thinking, but at the level of spontaneous brain activity, Gordon used four types of analogies: direct, personal, symbolic, fantastic.

Method of collective associations. IN this method The main source of idea generation is association and metaphors.

In order for associations to arise and ideas to be generated, it is necessary to use the following metaphors:

– binary analogue metaphors;

– metaphors - catachreses containing contradictions;

- riddle metaphors.

Focal event method. The essence of the method is to establish an associative connection between the problem under study and a random word. The properties of other objects that were selected at random are transferred to the focal (specified) object. As a result, the object acquires an unusual combination of properties and other qualities, which leads to the emergence of a chain of associations and the emergence of creative solution.

Method of using cards. The card-based method allows group members to work anonymously. TO this method must be resorted to when there are conflicts within the group putting forward the ideas. Conflicts suppress creative decision-making.

Bibliographic description:

Nesterov A.K. Management problem [Electronic resource] // Educational encyclopedia website

The sustainability and success of any enterprise can only be ensured by an optimal and effective solution to management problems, otherwise the business entity may lose its position in the market. Management problems are solved in accordance with the strategic goals and tactical objectives of the enterprise.

What is a management problem

General definition concept of "problem":

The problem is complex issue, a task that requires understanding, study, evaluation and resolution.

In management science, the concept of a problem includes the above definition, and is also specified in relation to a given application area human activity:

Management problem– this is the discrepancy between the actual state of the managed object and the desired or specified state.

In relation to an enterprise, management problems differ according to the following criteria:

importance,
scale of manifestation,
the scale of the consequences
risk level,
urgency necessary actions to solve the problem,
possibility of solving a management problem.

Depending on the level of management in an organization, three types of management problems can arise.

The work of a manager is associated with the constant solution of management problems.

Solving management problems

Solving management problems is a process that allows a manager to systematically collect facts to make decisions.

A manager, when starting to make a decision, is guided by seven principles:

Principles for solving management problems

Solving management problems- it is always an understanding of problems and the choice of an alternative, a course of action to resolve the problem.

Managers accept great amount decisions, all of them are related to the need to influence the control object in order to transfer it to the desired state.

Procedure for solving management problems:

Analysis of the nature of the problem
Preparing several options for solving the problem
Selecting one of the options to solve the problem
Consistent implementation of the chosen solution

At the same time, managers and executives should exclude the practice of random selection from their activities.

The procedure for developing and implementing a solution to a control problem is as follows:

Study of the current situation that is relevant to the problem.
Specific formulation of the problem.
Setting the goal of the solution.
Development by any method of several alternative solutions.
Evaluate each of the alternative solutions.
Selecting the best solution.
Implementation of the selected solution option.

Successful decision making depends on implementing these key steps systematic approach. At the same time, there is a need to create an organizational culture and climate favorable for solving management problems.

There are many techniques for successfully solving problems. All of them include an assessment of the situation and an analysis of the significance of the results obtained. Four key questions are asked that reflect the ongoing nature of management problem solving.

The cyclical nature of solving management problems

Command and centralized methods for solving management problems

Modern management practice shows that an effective approach to solving management problems is team methods, rather than centralized development of solutions. Forming teams or boards to solve management problems allows you to develop more effective solutions, which will allow the company to quickly eliminate the problem and avoid possible negative consequences.

However, it should be borne in mind that team methods are characterized by the fact that they require more time to prepare and formulate decision options, from which the most appropriate option must then be selected. Therefore, you should not use team methods to solve current problems, since all expediency and efficiency will be lost.

The most reasonable is a combined combination of two approaches: centralized decision-making of current management issues and problems and team development of solutions to serious management issues and problems.

conclusions

The enterprise management system in all its decisions is based on economic considerations. Therefore, the solution to any management problems should be aimed at the development of the enterprise. Management decisions are aimed primarily at increasing efficiency economic activity enterprises as a whole. Modern science management puts forward new approaches to the use of promising methods for developing solutions to eliminate management problems. A very effective approach to solving management problems in modern conditions are team methods, as well as the rejection of exclusively centralized or only team development of solutions.

Any new business requirements certainly affect the functioning of the company and determine the priorities for further development. Organizing effective management is one of the most important tasks of any company. Availability effective system management, focused on a comprehensive solution to management problems regarding the goals and objectives of the enterprise, allows management to effectively use internal and external resources and generally improve the manageability of the business, its profitability and competitiveness.

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

1) problem statement;
2) identification of alternatives;
3) choosing 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 there are essentially none, only theirs. external signs or symptoms. There are techniques that can help you understand whether you really understand the problem correctly. First, you need to state the problem in writing; the writing process will help you understand the essence. Secondly, you need to find out why this happens. 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 ineffective or erroneous decisions being made. In Fig. 3.11 presents the necessary information support for preparing for the development and adoption of management decisions.

At large volume information requires careful selection. After selecting information, there is a need 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 how the manager reacts to the information received determines the adoption of management decisions in the present and future.

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

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. To do this, a meaningful analysis is carried out and the main points are established at a qualitative level 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 and diagnose the 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 options decisions. Without predicting the situation, it is impossible to manage. To adequately represent the situation, as a rule, not only quantitative data, but also qualitative data are used. This is achieved through expert technologies widely used in the decision-making process.

Rice. 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 management 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 meta-collegial levels.

Management decision-making processes at the autocratic level have two features. Firstly, all decisions are made by the manager exclusively individually, without any contact with subordinates. In this case, the leader completely “closes” the decision-making function to himself and does it demonstratively, separating himself from the group in the process of solving a particular problem. Secondly, the manager not only makes all decisions independently, but practically does not take into account the interests and positions of his subordinates, based only on 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 he is part of it, maintaining his status and position.

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

Management decisions related to the local-collegial level of the organization are developed through direct interpersonal contacts of all group members, and therefore the decision-making process acquires a collective character. The group of people involved in decision making is seen as hierarchically organized. The procedures for making such decisions include a variety of business meetings, "RAMs", "volatiles", etc.

The most important and fundamental decisions are usually made with the participation of all personnel of the organization, for example, general meetings labor collective, shareholder meetings, conferences, etc. Quite often, such decision-making procedures are prescribed normatively, i.e. enshrined in laws and charters of organizations. There are two main types of such procedures. First, the entire group (organization) can actually participate in decision making. In this case, the decision is made through direct discussion of the problem by all group members. Secondly, only individual representatives from all divisions of the organization (usually their managers) 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 practically 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, is necessarily included in some more tall organ management and acts in it as a representative and bearer of the interests of his organization. In Fig. 3.12 reflects the stages of work to prepare for making a decision.

Rice. 3.12.

When making decisions, on the one hand, the manager must follow the goals of his organization, and on the other hand, he must strive to achieve goals more general organization and obey its rules and regulations. As a result of this dual position of the leader, a peculiar psychological phenomenon“doubling of reference groups”, which consists in the fact that in the decision-making process the leader is forced to focus on the interests of two groups that are significant to him at once. These interests usually do not coincide and are even strictly opposite. Therefore, the decisions of a manager in such a difficult situation are qualitatively different from other types of management decisions. They're called marginal decisions.

In addition to the five stages of the organization, the process of making management decisions is characterized by two “end-to-end” forms of leader behavior. The first of them is “exclusionary” behavior, its essence lies in the desire of the leader to exclude situations of choice from his activities, to avoid the very need to make decisions. This behavior is quite typical of many managers who view decision making as an “undesirable means” of management associated with risk and responsibility.

Another form of behavior of managers, which is the opposite of the “exclusive” one, is also characteristic of managerial activities. This form is called “inclusive” behavior, which does not lead to a decrease in the number of decisions in the manager’s activities, but, on the contrary, to their increase.

Management methods are ways of carrying out management activities used to achieve set goals.

The basis of the system of methods used in management is a general scientific methodology, which provides for a systematic, A complex approach to problem solving, as well as the use of methods such as modeling, experimentation, concrete historical approach, economic, mathematical and sociological measurements, etc.

General scientific methods Taken together, they constitute the foundation on which a multi-level and multifaceted structure of more specific, specific methods used in the theory and practice of management is built. All their diversity can be classified on two grounds - according to the content of the methods used, their focus and organizational forms

According to the functions they perform.

1. organizational and administrative, based on directive instructions from higher management structures. The same work can be done in different conditions: strict regulation, flexible response, setting common goals, establishing acceptable boundaries of activity, etc. Organizational methods management find their place in identifying the most effective type of influence on the team. Their entire set can be classified into three groups of methods: organizational, administrative and legal influence;

2. economic, conditioned and supported by economic incentives. This is a set of methods of influence by creating economic conditions, encouraging enterprise employees to act in the right direction and achieve solutions to the tasks assigned to them. Among the economic methods of influence are financing, pricing, economic incentives and economic accounting;

socio-psychological, used to increase the social activity of individuals, their groups and communities operating in a controlled subsystem. They cover the following areas: increasing motivation for work performance; development of social needs and interests; increasing business activity; strengthening the responsibility of employees for completing tasks; advanced training for career growth; prevention and elimination conflict situations etc.

Problem solving methods

1. Brainstorming technology is to stimulate creative endeavors in generating ideas. The idea should be presented freely and immediately recorded in the table. There is no discussion until the evaluation phase of these ideas has begun.

2. Fishbone technology Cause and effect diagram. By category (methods, work force, machines, materials, environment) a cause-and-effect diagram is constructed, where the problem being solved is reflected in the direction of the main arrow, and the reasons grouped by category are reflected in the directions of the side arrows.

3. Pareto charts 80/20 principle (work whose importance is 80% for the organization requires 20% of management’s effort, and work whose importance does not exceed 20% requires 80% of effort. The art of a manager is to separate and execute the most important works) and other methods.

Program-target control.

This is management focused on achieving a specific end result in solving a specific problem, developing a particular industry or region and in advance deadlines, through SER programs.

The main principles of program-targeted management are: focus on final goal, end-to-end planning of the control object, the principle of continuity. Program-target management is intended to solve complex problems of social production that arise during the implementation of large-scale national economic, intersectoral and interregional goals with strict policy deadlines.

The main stages of program-target management are: formulation of the program goal; decomposition (division) of the goal into individual tasks and activities - the formation of a tree of goals and objectives and the assessment of its elements; justification of alternative directions (means) for achieving program goals; optimization of resource distribution between individual branches of the tree of goals and funding rates; changing the priority of individual program goals or means of achieving them; adaptation of the target part of the program to changing external conditions.

As the tasks of developing and improving production become more complex, the role of program-targeted management increases. The principles of program-targeted management, the development and implementation of comprehensive targeted programs are becoming increasingly widespread at all levels of management - national economy in general, industries and regions, associations and enterprises. .

2. The composition of management methods used in the process of developing the adoption and implementation of management decisions:

Methods used at the stage of recognizing problems and setting management tasks; methods of development, selection and decision making; methods of communicating decisions to executors; methods of organizing execution decisions taken; methods for monitoring the progress of decisions; methods for adjusting decisions made in accordance with the results of control and analysis.