Abstract
The aim of this study is to investigate the role of control and develop the common approaches to the control in a key area of management – the organization of the process of preparation, adoption and implementation of managerial decisions, which could serve as the basis for creating and maintaining an efficient system of control in organizations and a reference for solving problems in a variety of managerial situations. The structured analysis of the necessary and sufficient set of stages (phases) and the procedures of development, adoption and implementation of managerial decisions that ensure the managerial cycle have allowed the author to evaluate the role and place of the stages and procedures, specify the role of control in the process of management, and the relationship of the control and other managerial procedures. Understanding the characteristics of the relationships and the role of control can be required by the management in order to create a system of control taking into account the specifics of the organization. Analysis of the “managerial” and “executive” decisions allowed the author to identify the ratio of different types of control at their implementation. Interconnection between development technologies, adoption and implementation of managerial decisions and control procedures provides some practical importance for management. The results of the study can be used by management of various organizations to develop common approaches to solving problems in various managerial situations, using the conclusions drawn by the author. Keywords: management, control, managerial decisions, purpose of the managerial decision, problem. JEL Classification: M19, L29, D80
Highlights
Managerial decisions as a multivalued and multi-faceted category have several interpretations
The managerial situation is identified as a problem, especially when the desired and actual states of the control object do not match, and the deviation between them creates a significant threat to the achievement of the objectives of the organization
Interconnection of MD and control procedures can be traced at all stages of development, adoption and implementation of MD, from identifying the problem at the performance of key control procedure to assessment of success of the implemented decision based on feedback information provided by control
Summary
Managerial decisions (hereinafter – MD) as a multivalued and multi-faceted category have several interpretations. One of them is based on a “rational behavior” and “viable choice” of the participants in the development and adoption of MD, which have a conscious goal; the second considers the decision as a result of the activities of the organization with an inner potential, structure, technology and culture; the third – as a result of the negotiations between stakeholders (Chudnovskaya, 2007). In the scientific and popular literature, the development, adoption and organization of the implementation of MD are considered in the broad and narrow sense. A broad understanding of the process of development, adoption and implementation of MD, when it is associated with the entire management activity, is the most reasonable in today’s operation and development of organizations: after all, in the multifactorial and dynamic environment of modern business with a high level of uncertainty, the choice
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