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SOCIO-PSYCHOLOGICAL CHARACTERISTICS OF THE DECISION-MAKING PROCESS
Isaeva Mushtariy, International Islamic Academy, Tashkent, Uzbekistan
E-mail: mushtariybonu@mail.ru
Abstract. This article provides a theoretical analysis of the socio-psychological features of management decision making. Decision is understood both as a process and as an act of choosing an option of action from a certain set of options, and as a result of this choice. The ambiguity in the interpretation of this concept is explained by the fact that different authors put in it a meaning corresponding to either a specific area of research (philosophy, sociology, management theory, psychology), or a certain sphere of life (politics, economics, education, science).
Key words: psychology, decision making, choice, personality, leader, decision making stages
There are different approaches to the definition of the concepts of "decision", "decision making". A correct understanding of the highlighted concepts and the search for the peculiarities of their functioning "sets a certain vector of the world order, in which criticality, independence of thinking of decision-makers is required." Decision is understood both as a process and as an act of choosing an option of action from a certain set of options, and as a result of this choice. The ambiguity in the interpretation of this concept is explained by the fact that different authors put in it a meaning corresponding to either a specific area of research (philosophy, sociology, management theory, psychology), or a certain sphere of life (politics, economics, education, science).
Regardless of the areas in which the concept of "decision" is used, it represents the mental activity of an individual or a group of people. Therefore, the following definition can be made: a decision is the result of the mental activity of the subject (personality, group, collective), leading to a conclusion and necessary actions. Thinking is the basis of the human decision-making process. It is theoretically not limited by anything, but almost always acts in accordance with the knowledge and experience accumulated at the moment - its own and others' practice. A necessary condition for the decision-making process is critical thinking, which allows the
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manager, firstly, to justify the decision he has already made, secondly, to identify the structural features of the reasoning, and thirdly, to assess the provisions put forward in the course of reasoning.
The concept of "making a decision" is also ambiguous. There is, for example, the characteristic of decision making, which relies only on the transformation of information in a situation of uncertainty. Another characteristic of this concept is based on the volitional act of forming certain actions leading to the achievement of a certain goal. From the point of view of psychology, decision-making is a volitional act of forming a sequence of actions leading to the achievement of a goal based on the transformation of initial information in a situation of uncertainty. This definition successfully combines the different views on the concept of "decision making" discussed above.
It is quite clear that there are differences in the types of decisions made and the relative difficulty of the business issues to be addressed. British experts M. Woodcock and D. Francis distinguish four levels of decision-making, each of which requires certain skills. Let's make a reservation right away: the fourth level of decision-making is more inherent in the top managers of the organization. Innovative solutions require certain financial, material, human resources and powers of authority. Let us briefly characterize the highlighted decision levels.
Level one: Routine. These decisions are part of the day-to-day activities of the head of a division, sector or department. His task is to feel and recognize the current business situation, and then choose, in accordance with the specific situation, quite specific actions. For example, a trading partner sent a request to clarify the terms of supply of equipment exported by a Russian company. The person responsible for this contract can give an answer by fax, by phone, by mail or in person with a businessman. Choosing a way to respond to a business partner's inquiry is a routine decision that is often made and can be considered part of a manager's day-to-day work.
Level two: Selective. At this level, decisions made require a certain amount of initiative and freedom of action. The boss evaluates the merits of a range of possible solutions and seeks to choose from alternative sets of actions those that are best suited to the given situation. As an example, consider the question of the choice of tactics of conduct in business negotiations. At the stage of discussing the positions and interests of the parties, it is possible to use such techniques as "withdrawal", "dividing the problem into separate elements", "overestimating demands", "placing false accents", "bluffing", "threat, pressure, pressure", "packaging". Having weighed the real situation and taking into account the positive and negative consequences of the use of one or another tactical technique, the manager - the head of the negotiating delegation chooses the best solution from the possible alternatives.
Level three: Adaptive. Decisions at this level are usually creative. Success in a manager's actions depends on his personal ability to make a breakthrough into the unknown, on the degree of his creativity. Adaptive solutions imply a search for an answer to a business problem that has arisen before, but requires a new, different solution. An example of an adaptation solution can serve as the actual actions of the head of the customer payments department of one of the commercial banks in the
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following difficult situation. It is known that operations with currency, securities and placement of free funds of a commercial bank are under the jurisdiction of employees of the treasury (dealing) department of the bank.
Fourth level: Innovative. This type of solution is the most complex and involves situations based on a poorly understood and unusual problem. Such situations, as a rule, cannot be resolved by any of the known solutions. They demand from the manager novelty in actions, genuine creativity in assessing the situation and in making managerial decisions. When making a decision, a manager cannot do without a choice, which always requires the manifestation of volitional qualities. French scientist, physicist and logician, rector of the University of Paris, Jean Buridan, who lived somewhere between 1300 and 1358, wrote a funny parable about a donkey that died of hunger, because he could not choose one of the two identical armfuls of hay left to him by the owner. The sad story of Buridan's donkey is the best illustration of what can happen if the decision maker lacks the will. In this light, a seemingly strange aphorism becomes understandable: "Better one bad decision than two good ones."
The necessity and importance of the strong-willed beginning of decisions is beyond doubt. But a strong-willed manager lies in wait for another danger, no less terrible that killed the poor donkey - the danger of reducing the decision solely to a volitional act, depriving his choice of wise justification. The manager's decision is the choice of the best course of action out of many possible ones. In this case, the choice of the best solution is carried out by sequential assessment of each of the proposed alternatives. It is determined how each solution option ensures the achievement of the ultimate goal of the organization. This determines its effectiveness. Thus, a solution is considered effective if it meets the requirements arising from the situation to be solved and the goals of the organization.
Let's highlight the most important requirements for management decisions:
Reasonableness. This requirement is expressed in the fact that the decision is formed taking into account the objective laws that have found their expression in the economic, organizational, technological and other features of the object, for the impact on the activities of which the decision is being prepared. The requirement of validity does not exclude the possibility of an intuitive and volitional approach based on knowledge of the received case and practical experience of the employee. There is an opinion that one experience is enough and you can make the right decisions. But this simplistic approach is sometimes harmful.
The fact is that the process of development of the economy, material production, technology, production technology and sales proceeds at a rapid pace, it is natural that the dialectics of the development of any system and environment in which the system exists and develops, leads to the fact that even outwardly similar situations are different ... Not only quantitative but also qualitative factors change. And this affects the results of decisions. The manager sometimes does not take into account these changes and, based on his own experience, makes in a new situation an old, once tested in practice decision, which is not optimal.
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Moreover, the development and complication of social processes leads to the fact that making competent decisions, relying only on common sense, intuition, work or everyday experience and natural ingenuity, becomes fundamentally impossible. Solutions are now not so much "found" as they are developed using special scientific methods. On the other hand, it is wrong to completely discard experience and intuition, especially in situations of uncertainty and time pressure. Based on the precedents of past experience, the manager can quickly make a decision and often after the completion of events, when analyzing the situation, it is established that it is the best possible one.
Timeliness. It is no coincidence that the people have developed sayings: "The road is a spoon for dinner", "An expensive egg on Christ's day", "After a fight, they don't wave their fists." The managerial decision should be made taking into account the state and development of the facility, the requirements of the time, conditions, the specific nature of the situation, that is, it should be timely.
Profitability. This requirement is closely related to the first and second and characterizes the effectiveness of the organization's temporary, labor, material and other resources involved in the turnover. The costs should have an effect that is useful to maximize or optimize. A person can make a decision and implement it with the greatest efficiency only when he is competent, i.e. possesses the necessary knowledge in the relevant field of activity.
Legality. The decision should not contradict the current state legal provisions, regulations, as well as standards, instructions. This requirement characterizes the observance of legal norms when making a decision. The activities of many Russian companies are associated with the implementation of international commercial transactions, the preparation of agreements and contracts, customs clearance of goods, etc. Therefore, the decision taken must comply with the legal framework, legal acts not only of Russian legislation and statutory documents of the company (firm) in which the manager works, but also international legal acts.
The following statement is indisputable: the manager must always remember about personal responsibility for the choice and decision made. Decision making is a science and an art. If the scientific approach is based on the use of economic theory and practice, mathematical methods, then the art in decision-making is associated with the ability of the human brain to synthesize and generalize information and develop original solutions to the problem that has arisen. Art in decision making involves:
- skillful handling of their knowledge, constant use and accumulation of professional experience;
- predictive reproduction of ways to solve the problem and their correlation with specific conditions of implementation;
- detailed informational description of those elements (parts) of the problem that are necessary for making a decision;
- a critical assessment of the effectiveness of ways to implement the solution;
- solid strong-willed training, combined with a high sense of responsibility.
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The environment of market relations fundamentally changes the "ethical coloring" of the decisions made. On the one hand, it creates an atmosphere of free enterprise, which means that everyone has an equal right to win in a competitive environment. On the other hand, it dictates the requirements to "work in tandem", implying mutual obligations and interaction.
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