Making managerial decisions in various systems. Decision management

Project managers must manage the project team and coordinate decision making. Some decisions are easy to make, such as what information an instruction manual should contain. Others are difficult, as, for example, to decide to suspend work that does not give the desired result. Often the project team is faced with previously unknown problems that require a creative solution. Project managers must manage decision making by bringing together the right people to make the right decision at the right time. However, not all decisions must be made by the team. Some decisions can and should be made unilaterally. Project managers must regulate the decision-making process in such a way that the necessary decisions are made in a timely manner.

CASE STUDY ===================.

Management of non-priority projects.

All this time we have been talking about creating teams that will develop important projects that require the attention and full dedication of all participants. And what about the depot with projects that are not priority for team members? These may be preliminary study groups of specialists, in which people are usually reluctant to work. Or a job that doesn't inspire enthusiasm either. Or a project on which the specialist is occupied only half of the working time, which he would prefer to devote to more important core work. Or a project where a team member constantly asks himself the question: “Why am I doing this?”.

There is no magic daddy that can turn a not-too-interested team of workers who are only partially employed in this project into a highly effective one. We have discussed this issue with many project managers. All of them are unanimous in their opinion that this is a very difficult task, which is sometimes almost impossible to solve, And yet there are some tips that can help correct a hopeless situation. Most are about building commitment to the project.

One manager spoke of the need to spend more time preparing for such a project before embarking on it. He believed that it was necessary to impose a penalty on workers if they could not bring the development of the project to the end.

Others talk about making the job as attractive as possible. Here the role of rituals comes to the fore. People feel committed to the project because they just enjoy working together. And one of the project managers admitted that the 100% attendance at the workshops was mainly due to the desire to drink coffee with the excellent donuts that were served during the meeting.

Another way is to make the meaning of the project as clear as possible to the team members. Someone increased the responsibility of specialists for the development of methods to prevent accidents by inviting victims of accidents to meetings. Someone invited a meeting of the project sponsor, which in the eyes of the team increased the value of the project for the organization.

Most project managers stress the importance of good personal relationships with team members. When such a relationship exists, people work not so much because the interest of the project is important to them, but because they do not want to let the manager down. Although not sophisticated in matters of influence, managers spoke of the need to know all employees, encourage their work, maintain contact with them, and, if necessary, provide assistance.

And finally, all project managers said that in the case of non-priority projects, nothing can be taken for granted. They advise to remind employees that there will be a meeting, to bring additional copies of materials for those who have forgotten or did not find them. Project managers need to be in constant contact with team members and remind them of their tasks. As one of the managers aptly put it, “Sometimes you just need to keep dripping on your brain.”

Choice of approach to decision making. Vroom, Yetton, and Jago developed a framework to help managers choose the decision-making process that is most appropriate for different problem situations. We have redesigned this framework for project management in a way that is useful not only for the project manager, but also for any team member who has to make decisions. The scheme is based on five alternative ways decision making. Note that the participation rate increases with each alternative.

A1. An employee solves a problem or makes a decision independently, using the information at his disposal.

A2. The employee receives the necessary information from other team members. He may or may not tell other workers what the problem is before getting their information. Team members provide information but do not develop or evaluate solutions.

C1. The employee shares the problem with other employees, finds out their personal opinion and listens to their personal suggestions at the individual level, not at the group level. The employee makes a decision based on a personal understanding of the information received.

C2. The employee shares a problem with the team, seeks opinions and gets advice from the team as a whole. He makes a decision based on his understanding of the information received.

G. The employee shares the problem with the team, discusses it with the group, and makes a decision based on group consensus.

In order to help the worker analyze the situation and choose the most appropriate decision-making method, Vroom and Jago used a diagram similar to that shown in Fig. 10-4. The key parameters are the quality of the decisions made, the availability and location of the necessary information, and the commitment needed to fully implement the solution. The model is not suitable for urgent issues requiring immediate attention, such as emergencies. And yet the model clearly indicates that time is playing important role, and the decision is made longer by the group than by the individual worker. Therefore, it is recommended that a group decision be made only when the situation dictates.

To understand how the circuit works, let's apply it to a specific situation. Assume that a project manager leads a small team of 15 information systems(IS), which should develop a working model electronic system orders via web pages. The project is being developed exactly half of the

Rice. 10-4. Modified diagram of Vroom and Jago's decision-making process.

of the time allotted for it and is five days behind schedule. You are worried about the possibility of not completing the project on time. You weigh your options. One is to accept the backlog and revise the schedule accordingly. This means that the team will not receive a bonus for completing the work on time. Another option is to hire another programmer who will do the coding. Your team members are divided on the status of the project. Some are afraid that a mistake has crept into the original scheme, which led to a backlog. Others believe that mistakes are inevitable and the worst is over. Some are even willing to work weekends to get back to their original schedule.

We use the diagram in Fig. 10-4 and choose the appropriate decision-making process for this problem. The first square on the left is the QR (requirement for the quality of the solution). You need to decide whether the requirement is high or low. Having decided, we move on to the next square, or.

CR (commitment). You again need to decide how important the commitment of team members to the final decision is. After making this decision, you must make the next one, and so on. When making a decision, follow the appropriate line to the next square. In the end, accepting

Table 10-1. DECISION-MAKING ANALYSIS

G (consensus decision making).

Project managers can use this chart to select an approach to the decision-making process for a particular problem. They can evaluate the project decision-making process Do team members choose the most appropriate approach when faced with a problem? Are we wasting precious time in meetings discussing issues that do not require general discussion? Managers can dedicate their team members to the intricacies of this scheme to develop norms and criteria for problem solving.

To make most decisions, it is not necessary to hold formal meetings of the team with a discussion of alternatives and the choice of solutions. Decisions are best made during real work based on the constant interaction of project managers and team members. Through active MBWAs, project managers consult with team members, get their opinions, determine optimal solutions, and create a sense of ownership that builds trust and commitment to solutions. And yet, as you can see from the examples, projects often face problems that require the active participation of the entire team, as well as other stakeholders. The following are recommendations for decision-making management.

Facilitate group decision making. According to Vroom and Jago, a group decision is good when it improves the quality of an important decision. Often this refers to complex problems that require the participation of specialists in a wide variety of fields. Group decision-making should also be used when strong commitment to the decision is needed and it is unlikely that the group will agree with the decision taken alone. The participation of team members is necessary to reduce resistance to the solution and to ensure its support. Group decision-making is required in case of conflicting issues that can greatly affect the execution of the project, or when the trust in the team is quite low.

Project managers play a central role in managing the group decision-making process. They must always remember that their task is not to make a decision, but to facilitate group discussion of problems so that the team reaches agreement on best solution Problems. Consensus in this context does not mean 100% support of the decision by all team members, but their agreement that the chosen solution is the best in a particular situation. Group decision making includes 4 main steps. Below is a description of each stage with suggestions on how to manage this process.

Identification of the problem. The project manager should not formulate the problem as a choice of options (to do one way or another). He must identify a problem for which these and possibly other alternatives are possible solutions. This will allow the group to formulate alternatives rather than choose from those offered. When identifying a problem, it is quite useful to analyze the difference between the actual state of the project on this moment And perfect condition project at the same time. For example, a project might be 4 days behind schedule, or a model might weigh 2kg more than the specifications. Regardless of, a big difference or small, the goal is to eliminate it. The task of the group is to find one or more ways to translate real state into the ideal.

If the project manager sees that during the identification and discussion of problems, workers are choosing defensive tactics, it is worthwhile to postpone the decision for a while, if possible. Let the emotions subside, and team members will be able to take a fresh look at the problem.

Development of alternatives. When there is general agreement on the nature of the problem, the need to develop alternative solutions comes first. If the problem is creative, brainstorming is needed. The team develops a list of possible solutions. This is a period of moratorium on criticism and evaluation of the proposed ideas. Team members should be encouraged to develop ideas suggested by colleagues or combine them and get a new one. The goal is to have as many options as possible, no matter how unacceptable they may seem. Some project managers prefer to hold discussions of particularly complex issues outside their main workplace: a change of scenery stimulates creativity.

Choice of solution. The next step is to evaluate the merits of alternative solutions. It is good when there are criteria for such an assessment. In many cases, the project manager can look at the priorities of the project and ask the team to evaluate each alternative in terms of cost, time, quality of work, and narrowing the gap between reality and ideal. For example, in conditions of lack of time, a solution will be chosen that allows to solve the problem as quickly as possible.

During the discussion, it is necessary to achieve consensus in the group, which can be quite difficult. The project manager should periodically debrief, which will help the group to keep track of the progress of the discussion. Also, the project manager must defend the minority's point of view and make sure that it is heard. It is necessary to ensure that an equal exchange of views is possible, so that no one dominates the discussions. If conflicts arise, the ideas and methods suggested in the next part of the chapter may be helpful.

Project managers need to measure the degree of consensus in order to determine which items are in agreement and which are not. It cannot be considered that silence is a sign of consent; workers must confirm their consent aloud. As a result, as a result of painstaking collaboration, the team comes to a "unanimous opinion" about which solution is the best for the project.

4. Bringing the process to an end. Once a decision has been made and implemented, it is important for the team to take the time and opportunity to evaluate the effectiveness of the solution. If the decision did not lead to the expected result, you need to find out why, learn lessons and add them to the general information bank commands.

Solution is the choice of an alternative. The ability to make managerial decisions develops with experience. We make everyday decisions without systematic deliberation. We think over long-term decisions in life. In management, decision making is a systematic process. The reasons for this are the responsibility for making decisions, the consequences for the entire company.

Programmed organizational decision is the result of implementing a sequence of steps and actions. Unprogrammed decisions arise when it is impossible to pre-compose a sequence of necessary steps. For example, how to improve product quality, sales volume.

Compromises. Almost all management decisions have negative consequences. Should be considered possible consequences to all parts of the organization as a system ( systems approach). The leader must understand that unmade decisions, "vane" tactics have an even worse result than making a bad decision.

• difficult to make good decisions;
• the decision maker is guided, among other things, by feelings, sometimes there is no logic in decisions.

• intuitive decisions are based on the feeling that the choice was made correctly. According to many successful leaders, many decisions (up to 80%) are made on the basis of intuition;
• Judgment-based management decisions are choices based on knowledge and experience gained in the past. Advantages: fast and cheap adoption. But the fear of new areas of activity can hold back the development of the company;
• rational decisions are justified through an objective analytical process, without relying on past experience.

Stages of a rational management decision

• Problem diagnosis. A problem is not only an unresolved issue, but also an opportunity. The information should be relevant – pertinent, pertinent.
• Formulation of restrictions and criteria for making managerial decisions. Constraints - the availability of resources from the manager and the organization so that decisions are realistic. The manager must have the authority to make this decision. Criteria are the standards by which alternative choices are to be judged. Criteria can be quantitative and qualitative. An example is the choice (purchase) of a car.
• Definition of alternatives. Consider the time and cost of the selection process.
• Evaluation of alternatives. The weighted average method is the cost (profit) of alternative projects. scoring method. Risk accounting.
• Choice of an alternative. The search for an optimal (maximizing solution) is difficult; a satisfactory solution is usually chosen.
• Implementation and feedback. Coordination of the obtained results with the expected ones.

Factors influencing the decision-making process

• Personal assessments of the leader. Subjective opinion about priority tasks, emphasis, for example, on economic problems, and not on social ones.
• Risk and uncertainty. Factors external environment. Uncertainty Reduction Opportunities: Obtaining additional information or actions in accordance with the accumulated experience.
• Time. Success won't come right away.
• The cost of information. The costs of information should be covered by income from its use and implementation. More information is not necessarily better.
• The relationship of decisions. Systems approach.

Decision-making methods

Apply procedures such as scientific method, which consists of the following steps:

• observation - collection and analysis of information;
• formulation of a hypothesis (assumptions). BCG matrix - company size / profit;
• verification - confirmation of the validity of the hypothesis.

• mathematical expectation (payoff matrix). The expected value of the indicator;
• decision tree;
• modeling. A model is a reduced, simplified copy of reality. The need for modeling is due to the complexity of processes, reducing the risks of implementation directly into practice, and the possibility of forecasts.

• physical model - an enlarged, reduced display of the object under study. Enterprise management structure;
• analog model - replaces the object under study with an analog object that behaves like a real object. Graph of the dependence of unit costs on the volume of production;
• mathematical model. Symbols and designations are used to describe the properties of an object, a formula.

Methods for forecasting rational management decisions

1. Informal information. Gossip. Industrial espionage.

2. Quantitative methods:

Time series analysis. Trends.

Task: Determine the volume of purchases of hamburgers in December, if over the past 5 years, demand in December has fallen by an average of 10% compared to November, and sales of hamburgers in a restaurant have grown by an average of 20% per year over the past 5 years.

Correlation-regression analysis. Correlation coefficient.

3. Qualitative methods:

• jury opinion. "Brainstorm";
• consumer expectation model. Based on the forecast of changes in demand;
• method of expert assessments. . The results of the survey of experts are returned to them for discussion 3-4 times. This is how experts agree.

1. Concept and classification of solutions

2. The essence of the decision-making process

3. Methodology and decision-making methods

Throughout the development of society, a person has to constantly face the need to choose one of several possible options for action. The result of this choice will be the decision. Thus, the decision is the choice of an alternative.

Decisions are a universal form of behavior, both for an individual and for social groups. This universality is explained by the conscious and purposeful nature of human activity. However, despite the universality of decisions, their adoption in the process of managing an organization differs significantly from decisions made in private life.

What distinguishes managerial (organizational) decisions?

1. Goals. The subject of management (be it an individual or a group) makes a decision based not on their own needs, but in order to solve the problems of a particular organization.

2. Consequences. The private choice of an individual affects his own life and may affect the few people close to him. A manager, especially a high-ranking one, chooses the course of action not only for himself, but also for the organization as a whole and its employees, and his decisions can significantly affect the lives of many people. If the organization is large and influential, the decisions of its leaders can seriously affect the socio-economic situation of entire regions. For example, the decision to close a company's unprofitable facility can significantly increase unemployment.

3. Division of labor. If in private life a person, when making a decision, as a rule, fulfills it himself, then in an organization there is a certain division of labor: some employees (managers) are busy solving emerging problems and making decisions, while others (performers) are busy implementing decisions already made.

4. Professionalism. In private life, each person independently makes decisions by virtue of his intellect and experience. In the management of an organization, decision-making is a much more complex, responsible and formalized process that requires vocational training. Not every employee of the organization, but only those with the appropriate professional knowledge and skills, is empowered to make certain decisions independently.

Having considered these distinctive features decision-making in organizations, we can give the following definition of managerial decision:

management decision is the choice of an alternative, carried out by the head within the framework of his official powers and competence and aimed at achieving the goals of the organization.

All types of decisions made in the management process can be classified according to numerous criteria: - by the object of the decision (focused on goals or means, fundamental structural or situational);

Reliability of the initial information (on the basis of reliable information, risky and unreliable);

In accordance with the implementation time (long-, medium-, short-term);

Degrees of influence on the future of the organization (strategic, tactical, operational);

Frequency of repetition (random, repetitive, routine);

Production coverage (for the entire company, highly specialized);

The number of decisions in the process of their adoption (static, dynamic, single and multi-stage);

The number of decision makers (individual, group, on the part of managers, on the part of performers);

Accounting for data changes (rigid, flexible);

Independence (autonomous, complementary);

Difficulties (simple and complex).

The most typical decisions made by managers of firms can be classified as follows (studies in Germany in 1983):

Situational, routine, departmental decisions;

Decisions of medium complexity (current clarifications of the field of activity, decisions under stress and pressure of deadlines, decisions in exceptional cases);

Innovative and defining solutions.

- Requirements for management decisions:

Have a clear goal;

be justified;

Have an addressee and deadlines;

Be non-contradictory;

be lawful;

Concreteness, reality, flexibility, recognition, verifiability, compatibility.

Decision-making represents a conscious choice among available options or alternatives of course of action that bridges the gap between the present and future desired state of the organization. In this way, this process includes many different elements, but certainly there are elements such as problems, goals, alternatives and solutions - like choosing an alternative.

In general, a rational approach to decision making is the following sequence of steps:

1. Statement of the problem. The first step towards solving a problem is defining it. There are two ways of looking at the problem. First, a problem is considered a situation where the goals are not achieved (you learn about the problem because what should have happened does not happen). In this case, our impact on the problem situation will be reactive control. Secondly, as a problem, one can also consider a potential opportunity (for example, actively looking for ways to improve the efficiency of a certain unit, even if things are going well, will be proactive management). In this case, you define a problem when you come to the conclusion that something can be done either to improve things or to take advantage of an opportunity.

There are 2 phases of the stage of diagnosing a complex problem:

Awareness and identification of symptoms of difficulties or opportunities. Symptoms are visible manifestations of the problem of interest to us (by analogy with the symptoms of diseases). Identifying symptoms helps identify the problem in general view. This also helps to reduce the number of factors that should be taken into account when making managerial decisions.

Finding out the causes of the identified symptoms. Symptoms of organizational problems can be caused by many factors. Therefore, as a rule, it is advisable to avoid immediate action to eliminate the symptom. Much like a doctor who takes a sample and studies it to determine the true causes of illness, the manager must go deep to uncover the causes of organizational inefficiency.

2. Formulation of constraints and decision criteria. In order for management decisions to be realistic and feasible, it is necessary to take into account internal (insufficient resources of the organization - financial, temporary, technological human, as well as moral and ethical considerations) and external (for example, current legislation) restrictions.

Restrictions on corrective action limit the ability to make decisions. Before proceeding to the next stage of the process, the manager must dispassionately identify the essence of the restrictions and only then identify alternatives. In addition to identifying constraints, the manager needs to define the standards by which alternative choices are to be judged (decision criteria).

3. Definition of alternatives. The next stage is the formulation of a set of alternative solutions to the problem. Ideally, it is desirable to identify all possible actions that could eliminate the causes of the problem and, thereby, enable the organization to achieve its goals. In practice, the leader tends to limit the number of options for serious consideration to just a few alternatives that appear to be the most desirable.

4. Evaluation of alternatives. The next step is to evaluate possible alternatives. When they are identified, a certain preliminary assessment is necessary. Both the quantity and quality of alternative ideas increase when the initial generation of ideas (the identification of alternatives) is separated from the evaluation of the final idea. This means that only after listing all the ideas should one proceed to evaluate each alternative.

In order to compare decisions, it is necessary to have a standard against which the likely results of each possible alternative can be measured. These standards are referred to as the decision criteria established in step 2.

When evaluating possible solutions, the manager tries to predict what will happen in the future, therefore important point in the evaluation of alternatives is to determine the likelihood of implementation of each possible solution in accordance with the intentions. If the consequences of a decision are favorable, but the chance of its implementation is small, it may turn out to be a less desirable option.

5. Choosing an alternative. If the problem has been correctly identified and alternative solutions have been carefully weighed and evaluated, make a choice i.e. making a decision is relatively easy. The manager simply chooses the alternative with the most favorable overall consequences. However, if the problem is complex and many factors have to be taken into account, or if information and analysis are subjective, it may happen that no alternative is available. the best choice. In this case, the main role belongs to good judgment, experience and intuition.

Intuition includes hunches, imaginations, insights, or thoughts that often spontaneously manifest themselves in consciously grasping a problem and then making a decision. Intuition may or may not be the result of creativity, which is more a process that takes place between two persons: a superior and a subordinate.

Creativity can be defined as applied imagination. 6. Implementation of the solution. The process does not end with the choice of an alternative. At the implementation stage, measures are taken to specify the decision and bring it to the executors, i.e. the value of the decision lies in the fact that it is implemented (implemented). The level of effectiveness in the implementation of a decision will increase if it is recognized by those affected by it. Good way gaining acceptance of a decision is to involve other people in the process of making it.

7. Control over the execution of the decision. In the control process, deviations are identified and amendments are made to help implement the solution in full. With the help of control, a kind of feedback is established between the control and managed systems.

The effectiveness of management depends on the complex application of many factors and, last but not least, on the procedure for making decisions and their practical implementation. But in order for the management decision to be effective and efficient, certain methodological foundations must be observed.

Method- a method, a method of performing certain actions.

All management decision-making methods can be grouped into three groups:

Informal (heuristic);

Collective;

Quantitative.

- informal- Based on the analytical skills and experience of the leader. This is a set of logical techniques and methods for choosing optimal decisions by a manager through a theoretical (mental) comparison of alternatives, taking into account accumulated experience, based on intuition. The advantage is that decisions are usually made quickly. The disadvantage is that this method are based, as a rule, on intuition, and hence the rather high probability of errors.

- Collective- the method of "brainstorming", "brainstorming" - is used, as a rule, when it is necessary to make an emergency, complex, multifaceted decision associated with an extreme situation, requiring firm thinking from managers, the ability to present a proposal constructively, communication skills, competence. During the brainstorming, various alternatives are proposed, even those that go beyond the usual techniques and ways of implementing such situations under normal conditions.

The Delphi method (after the name of the ancient Greek city of Delphi, famous for the sages who lived there - predictors of the future) - multi-level questioning. The manager announces the problem and gives subordinates the opportunity to formulate alternatives. The first stage of formulating alternatives takes place without argumentation, i.e. each participant is offered a set of solutions. After the assessment, the experts ask subordinates to consider the given set of alternatives. At the second stage, employees must argue their proposals, solutions. After the assessments stabilize, the survey stops and the most optimal solution proposed by the experts or the corrected one is adopted.

The kingisho method is a Japanese circular decision-making system, the essence of which is that an innovation project is being prepared for consideration. It is submitted for discussion to persons according to the list compiled by the head. Everyone must review the proposed project and provide their comments in writing, after which a meeting is held to which employees are invited whose opinion is not entirely clear or goes beyond the usual decision. Decisions are made by the manager based on expert assessments using one of the following principles:

The principle of the dictator - the opinion of one person of the group is taken as the basis;

Cournot principle - each expert offers his own solution; the choice should not infringe on the interests of each individual;

Pareto principle - experts form a single whole, one coalition;

Edgeworth principle - the experts were divided into several groups, each of which is unprofitable to cancel their decision. Knowing the preferences of coalitions, it is possible to make the optimal decision without harming each other.

- quantitative- they are based on a scientific and practical approach, which involves the choice of optimal solutions by processing large amounts of information.

Depending on the type of mathematical functions underlying the models, there are:

Linear modeling (linear dependencies are used);

Dynamic programming (allows you to introduce additional variables in the process of solving problems);

Probabilistic and statistical models (implemented in the methods of queuing theory);

Game theory (simulation of such situations, decision-making in which should take into account the discrepancy between the interests of various departments);

Simulation models (allow you to experimentally check the implementation of solutions, change the initial assumptions, clarify the requirements for them).

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. In essence, the entire set of activities of any management employee is somehow connected with the adoption and implementation of decisions. This, first of all, determines the importance of decision-making activities and its role in management. The well-known American specialist in management Herbert Simon called decision making "the essence of managerial activity". He further noted that any Practical activities consists of "decision" and "action". Management, therefore, can be seen as decision-making processes and as processes containing actions.

The second interpretation involves decision-making only in the context of the performance of individual management functions (planning, organization, motivation and control). It is from these positions that the management decision is considered in this manual.

The foregoing does not mean that financial, economic, production and other factors are not taken into account when making managerial decisions. The special importance of the decision-making function for human activity and its special role in the management process determine the need to consider all aspects of this function. At scientific approach to the decision-making function, all of the above aspects should be considered as a whole. An integrated approach ensures the completeness of the study of this function and contributes to a deeper understanding of the patterns of the decision-making process. An integrated approach that involves taking into account economic, financial, legal, production and other factors is implemented when analyzing a problem situation, setting goals, defining criteria, choosing solutions, performing other operations when making managerial decisions, which will be discussed in subsequent chapters of the book.

A characteristic feature of the management of any objects is the achievement of certain goals. This common feature can be used as the basis for defining the management process. The process of management is the purposeful influence of the subject of management on the object of management in order to implement management functions.

The management process consists of a sequence of types of management activities that are cyclically repeated in time, which are called management functions. The allocation of functions in the control process can be performed with varying degrees of detail. Planning, organization, motivation and control are usually considered as the most common aggregated management functions.

Planning includes preplanning analysis and development of plans of different duration and focus. The output (final result) of planning is an approved plan of one or another duration and content.

The organization involves the adaptation of an existing org. management structures for new goals and objectives formulated in the plan, rationalization of the distribution of tasks, responsibilities and rights, solving personnel issues, monitoring the progress of the plan and taking appropriate measures of the organizational plan in case of deviation from it, that is, organizational support for the implementation of the plan.

Motivation is aimed at stimulating effective work, both managers and employees of the organization. The whole arsenal is used here modern methods: economic, socio-psychological, factors corporate culture. Thus, motivational support for the fulfillment of planned targets is provided. Essentially, the functions of organization and motivation are the functions of ensuring the implementation of the adopted plan.

Sometimes, between the functions of organization and control, the functions of coordination and regulation are placed, which ensure the functioning of managed processes within the parameters specified by the plan. They are aimed at providing constant operational guidance to subordinates. The implementation of these functions ensures the smooth operation of the organization, the rapid removal of bottlenecks, the rapid redistribution of resources, the prevention of possible deviations, the establishment of normal business relations with higher-level organizations and subcontractors. These functions are based on information about the activity of the control object coming through the channels feedback.

These functions can be considered separately, or their component subfunctions can be divided into planning, organization, motivation and control functions. So, if during the implementation of the plan deviations were identified, then measures to eliminate them are implemented when performing the above functions, up to changing the planned targets.

The final control, in its analytical component, is aimed at assessing the level of implementation of planned targets. Control data, along with information about the state of the external environment, are necessary for developing a plan for the next planning period. Thus, the control function concludes this control cycle and at the same time provides information to start the next control cycle. From these positions, the boundary between the functions of control and planning in the management cycle is rather conditional, it all depends on the choice of the starting point of the planning cycle.

MIS is a multi-level hierarchical system.

The MIS decision-making mechanism consists of m-subsystems consisting of the following:

Fig.10.1 (decision mechanism)

At the beginning, based on the information coming through the feedback channels, a global task is determined.

V_ch=g_m(z_m) -> V_ch_extreme (17)

The global optimization problem is divided sequentially from the definition:

U_ch \u003d U_m-1 (top to bottom),

Which serve as an input for the lower subsystem. Further, intermediate functions (17) are composed for intermediate subsystems.

Vj=gj(Uj,Zj,Yj) -> V_j, extreme (18).

Find the solution of the optimization problem at the j-th level in the form of the optimal value of the task signal vector:

Uj-1=Sj(Uj,Zj,Yj) (19)

Vector (19) serves as an input for the lower subsystems S_j-1. As a result of successive solution of optimization problems (17,18) determines the control vector for each subsystem or stratum.

See system 10.1 (Fig. 10.2)

The solution of the original problem is refined as the optimization problem is solved for the lower levels.

The hierarchy of layers of decision-making on management is observed by persons subordinate to each other of the operational personnel. If the system is equipped with automatic devices, the hierarchy is achieved by means of decisive elements that are interconnected in cascade

Rice. 10.3 (decisive control structure)

Consists of

d_j - actual regulating element

c_j - actuator

U_j-1 = С_j(U*_j)

There are disadvantages of single-level systems of a rigid structure with fixed values ​​of controller settings - for a long time, the system operates without taking into account changes in static and dynamic characteristics. Therefore, the accepted optimal settings are no longer optimal.

Ways to adjust settings:

1. Manual adjustment of settings based on the results of experimental determination of static and dynamic characteristics (requires a lot of time and is inefficient with a large number of ACPs, with variable modes).

2. Transfer of identification and configuration functions to automatic devices. Automatic systems optimizations are built on a multilayer hierarchical system.

Automatic optimization systems are built on a multilayer hierarchical principle.

Fig 10.4(Three-layer system)

r_1i is the vector of changing the settings or structure of the ACP.

The purpose of the first layer - S1 - is to control the IM (actuator) installed on the equipment. The functions of the first layer are assigned to the lower level ACS, which perform stabilization according to the specified control criteria.

Mat description S1: U_oi=S_1(U_1i,r_1i,Y_1i)

Where U_1i are the vectors affecting the change in the ACP control criterion

The purpose of the element - S_2 (decisive element) - is the identification of the object and the calculation of new or correction of existing settings for the ASR of the lower level (S1) in order to achieve the specified control criteria when the dynamic characteristics of the object change.

They call it SNS (self-tuning system).

Mathematical description of the 2nd level: r_1i=S_2(U_2i,r_2i)

It may happen that despite the performance of their functions by the RSA and the SNA, global or intermediate goals are not achieved. In this case, the top layer comes into play - S_3 - SOS (self-organizing system).

Appointment S_3: correction of control criteria or modification of the target functions of the ACP.

Mathematical description of the 3rd level: U_1i,U_2i =S_3(U_3i,r_3i)

SNS and SOS are periodically connected to a continuously operating ACP in order to improve the quality of management.

S_2 and S_3 - are connected periodically in order to improve the quality of control