Cautious management decisions are characterized. Impulsivity: causes of impulsive behavior. Conditions for a quality solution

“I just have to buy it, it’s impossible to resist!” "I'm so sorry I said that..." Familiar? We hear these words every day and often say them ourselves. Can we automatically regulate or control our actions, words and deeds, i.e. To what extent are we able to contain and resist our emotions and impulses? In this article, you will learn about what impulsivity is and what are the causes and symptoms. impulsive behavior. We will also tell you how you can assess the level of impulsivity.

What is impulsivity? Impulsivity is a feature of behavior and perception of the surrounding world, expressed in the tendency to act and react to an event, situation, or inner experience quickly and thoughtlessly under the influence of emotions or circumstances. In this case, the main feature is error in analytical judgment, in which the consequences of one's actions are not evaluated, which often leads to the fact that in the future an impulsive person repents of his actions.

Reasons for impulsive behavior

Neuroscientists using PET ( positron emission tomography) discovered the pathway along which an impulse or thought passes in the brain, turning into a repetitive compulsion, and explained why some people it is difficult to control the momentum that comes in return for a reward or a long-term goal.

What are the causes of impulsive behavior? Impulsivity or impulsive behavior is closely related to- a substance involved in learning and reward processes.

In other words, in order to get the fastest reward, there is a certain deviation in the work of the brain nuclei responsible for analyzing and making the most appropriate situation and deliberate decisions. Scientist Joshua Buckholz of Vanderbilt University suggested in 2009 that impulsive people have a lower number of active dopamine receptors in a region of the midbrain associated with the ability to make logical and deliberate decisions, which can also increase the risk of depression and impulsive behavior. Those. the smaller the number of active dopamine receptors in the midbrain region, where dopamine-synthesizing neurons are located, the more dopamine is released and the greater the degree of impulsivity.

Very often impulsive people regret their behavior. while not stopping it. Often it becomes repetitive and compulsive, as in the case of addiction to psychoactive substances, gambling, compulsive shopping, smoking, alcohol, etc.

Symptoms of Impulsivity

On the other hand, a number of researchers Michalczuk, Bowden-Jones, Verdejo García, Clark, 2011) named four main characteristics of impulsivity:

Inability to plan and forecast: acting under the influence of impulses, we cannot foresee the expected and logical consequences, any result is a "surprise".
Low control: another cigarette, a piece of cake, an inappropriate comment... "no brakes" and self-control.
Lack of perseverance: postponing uninteresting tasks. Only the search for bright and sharp emotions.
Constant search for new experiences and the need to urgently receive them, which refers to the tendency to act under the influence of intense positive or negative emotions and states that distort the ability to make informed alternative decisions and thereby avoid constant remorse and remorse, very typical of impulsive people.

Impulses happen different types and have different consequences - compare: eat an extra piece of cake and steal something, break it or harm yourself or others.

Please note that the key role in this case is played by emotional condition, while the above processes that take place in the brain occurrence emotions that cloud the perception of reality, and the desire to get them at all costs becomes irresistible.

How is impulsivity diagnosed?

If you are characterized by such an emotional state and you suffer from its consequences, not to mention the fact that it may be associated with other serious disorders such as ADHD or Parkinson's disease, you should contact a specialist for diagnosis, who will determine the severity and type of impulsive behavior and offer effective therapeutic measures (including psychotropic drugs), tools and special tests. In addition, you can also take CogniFit neuropsychological testing, which will be an additional help in making a diagnosis by a specialist.

Translation by Anna Inozemtseva

Sources

Celma Merola, Jaume. Bases teóricas y clinica del comportamiento impulsive. Colección digital Professionalidad. Ed. San Juan de Dios. Barcelona (2015).

Shalev, I., & Sulkowski, M.L. (2009). Relations between distinct aspects of self-regulation to symptoms of impulsivity and compulsivity. Personality and Individual Differences, 47,84-88.

Why Are You So Impulsive? Self-regulation and symptoms of impulsivity. Timothy A Pychyl Ph.D. Don't delay. Psychology Today, Posted Jun 23, 2009

Under the individual style of activity, psychologists understand cognitive styles, and affective styles, and regulative styles, and management styles, and special cognitive styles ... Such an abundance of terms does not clarify the issue, but confuses it even more. Perhaps, most researchers agree on one thing: the individual style of activity is a broader concept than cognitive or affective style.

Personality is like a drop in the ocean, reflected in one's own decision. In this sense, the personal profile of a managerial decision is of particular interest, that is, the totality of the individual characteristics of the leader, which their decisions bring to the performers.

In science, the following types of personal decision profiles have been identified.

Solutions of a balanced type are characteristic of people who start a problem with an already formulated initial idea that has arisen as a result of a preliminary analysis of the conditions and requirements of the problem. The balance is manifested in the fact that putting forward hypotheses and testing them equally attract the attention of a person. Such a decision-making tactic is the most productive.

Impulsive decisions are characteristic of people in whom the process of constructing hypotheses sharply prevails over actions to verify and refine them. Such a person generates ideas relatively easily, but cares little about evaluating them. This leads to the fact that the decision-making process takes place in leaps and bounds, bypassing the stage of justification and verification. In practical work, the impulsiveness of decisions can lead to the fact that the leader will seek to implement decisions that are not sufficiently comprehended and justified.

Inert solutions are the result of a very hesitant and careful search. After the appearance of the initial hypothesis, its refinement is extremely slow. Estimates are supercritical, each step a person checks repeatedly. This leads to the extension of the decision-making process in time.

Risky decisions resemble impulsive ones, but differ from them in some features of individual tactics. If impulsive decisions skip the stage of substantiating a hypothesis, then risky ones still do not bypass it, but a person comes to an assessment only after some incongruity is discovered. Eventually, though belatedly, the elements of hypothesis building and hypothesis testing balance out.

Decisions of the cautious type are characterized by a special thoroughness in the evaluation of hypotheses, criticality. A person, before coming to any conclusion, performs a variety of preparatory actions. Approving evaluation is inherent in cautious decisions. Cautious people are more sensitive to the negative consequences of their actions than to the positive ones. They are more afraid of mistakes than they are happy with successes. Therefore, the tactical line of the cautious is to avoid mistakes. For impulsive, for example, the opposite tactical line is characteristic: they are guided by success and are less sensitive to failures.

A.N. Zankovsky notes that the individual style of activity arises as a regulation of the temperamental properties of the personality. It is necessary for the successful course of activity, as it helps to use strengths temperament to carry out this activity and neutralize the weak. “The totality of successful individual techniques and methods developed by a person in the process of activity characterizes his individual style of activity. The acquisition of an individual style does not change the temperament itself, since individual style- this is a set of options for activities that are most convenient for a person with his temperament.

Klimov E.A. pointed out adaptive effect of individual style, which "turns on" quickly and naturally under the influence external environment. Among the features that make up the core of an individual style of activity, there are always two groups:

features conducive to success in this situation;

features that hinder success.

If the individual style of the leader does not correspond to the activity performed, then sooner or later, it acquires compensatory elements that can also be considered within the framework of an individual style of activity.

The cognitive style of the individual, included in the individual style, is the actualization of the cognitive structure of the individual - its subsystem, and mediates the processes of operating information. “In this sense, the cognitive style is a certain “projection” of the personality on the cognitive sphere”

Leadership cognitive style is individual ways processing information in accordance with one's own personality, as well as professional motives and managerial tasks. Priority consideration and response in the form of a management decision will be subject to information about contradictions in the managed social system, as it will be an indicator of problems. The very understanding of the presence or absence of a problem may depend on the cognitive style of the leader: where one is calm, the other is already preoccupied with taking appropriate measures. There is also an affective style, the main function of which is regulative. It is believed that the cognitive style represents the cognitive function (“to reflect the constant in the changing world”), and the affective style is regulation (“To be in accordance with the changing world”). But in general, cognitive and affective styles are difficult to separate from each other.

"T. Arroba identified six decision-making styles:

1. thoughtless- when making a decision, there is no reasoning or little reasoning;
2. compliant- passive decision-making, amenable to previous decision-making, another person or expectations from oneself;
3. logical- an objective assessment of alternatives;
4. emotional- The decision maker is based on feelings, although there may be some degree of evaluation and comparison of alternatives.
5. Intuitive- “I don’t know why I do this, but I feel that it is right”;
6. Indecisive- has difficulty in the final choice of alternatives. Too much attention to detail"

Thus, according to literary materials, one can trace the idea that not only cognitive, but also regulatory processes associated with the work of the decision-making apparatus are characterized by individual-style differences.

The classification of SD is carried out according to the following criteria:

Ø the stage of bringing the product to the market (strategic marketing, R&D, pre-production, bringing the product to the market, selling, etc.);

Ø subsystem of the management system (target, providing, etc.);

Ø scope (social, technical, technological, economic, industrial, financial, organizational, etc.);

Ø by level of management (decisions of top, middle and lower management);

Ø according to the source of the solution (initiative, program [by prescription], according to the proposal "from below", situational);

Ø goals (commercial and non-commercial, quantitative, qualitative, general private, single-purpose, multi-purpose);

Ø management rank (upper, middle, lower);

Ø degree of regulation, i.e. the rigidity of establishing the terms and conditions for the actions of subordinates (regulating, orienting, recommending);

Ø scale (complex and private solutions);

Ø the degree of uncertainty of the initial information (deterministic, probabilistic [risk], uncertain);

Ø production coverage (for the whole company, specialized);

Ø number of decisions in the process of their adoption (single and multi-stage);

Ø decision makers (collective, collegial, sole, by managers, by performers);

Ø the duration of the consequences (long-, medium-, short-term);

Ø the nature of the decision, the relationship with the planning hierarchy (strategic, tactical and operational);

Ø object of influence (external and internal);

Ø repeatability (one-time, recurring);

Ø formalization methods (textual, graphic and mathematical);

Ø forms of reflection (plan, program, order, order, instruction, instruction, request);

Ø accounting for data changes (rigid, flexible);

Ø independence (autonomous, complementary);

Ø uniqueness (standard [programmable] and non-standard, routine and innovative);

Ø complexity (situational, routine, departmental; decisions of medium complexity [current refinements of the field of activity, decisions under stress and pressure of deadlines, decisions in exceptional cases]; innovative and strategic decisions);

Ø method of transmission (verbal [oral], written and electronic);

Ø the principle of making and justifying decisions (intuitive , based on judgment, rational);

Ø personal characteristics of a manager (balanced, impulsive, inert, risky and cautious decisions);

Ø by development methods (quantitative, heuristic).

Collective decisions are accepted by a group of people who may have different positions, powers, rights, degrees of responsibility, etc. (groups of enterprises, working groups on problems). collegiate decision - a decision made by a group of equal participants (councils, board, etc.).

Quantitative Solutions based on the application of mathematical methods and models, for example, methods of mathematical programming, statistical methods. Heuristic solutions based on the use of logic, intuition, experience.

Deterministic Solutions are accepted under conditions of certainty in the presence of complete information. Probabilistic (risk) decisions are accepted under conditions of probabilistic certainty (risk). Uncertain Decisions taken under conditions of uncertainty, i.e. in the absence of the necessary information on the problem.

Regulatory decisions, excluding independence, completely direct the activities of subordinates. Orienting decisions only the main points of activity are unambiguously determined; in solving secondary issues, the manifestation of the independence of subordinates is allowed. Recommended Solutions outline the possibilities of activity of subordinates, providing a wide choice of specific ways and manifestations of initiative.

The ratio of initiative, situational and program solutions to a certain extent characterizes the style management activities. Thus, the absence of proactive decisions indicates the predominance of the manager's formal approach to his duties or his inability to independently manage the facility. A large number of situational decisions, i.e. caused by the current situation in the managed object, leads to the conclusion about the presence of deficiencies in management, about the inefficiency of the construction and functioning of the management system as a whole.

On the basis of uniqueness, 90% of decisions are programmable (standard) and are associated with the purchase of goods, recruitment, assortment formation, etc. Non-standard (non-programmable) solutions have a one-time creative nature and are associated with the development of new technologies, the formation of a new structure. For programmable solutions, the structure of the solution itself and the procedure for its preparation and adoption have been worked out, while non-programmable solutions require a creative approach to development.

Generally, there are three things that come into play in any decision to varying degrees: intuition, judgment And rationality. Upon acceptance intuitive decision people are based on their own feeling that their choice is the right one. There is a "sixth sense" here, a kind of insight, visited, as a rule, by representatives of the highest echelon of power. Middle managers rely more on the information they receive and the help of computers. Despite the fact that intuition sharpens along with the acquisition of experience, the continuation of which is precisely high post, a manager who focuses only on it becomes a hostage of chance, and from the point of view of statistics, his chances of right choice not very high.

At the core judgment based decision knowledge and the experience of the past, meaningful in contrast to intuitive decisions, lie. Using them and relying on common sense, adjusted for today, managers choose the option that brought the greatest success in a similar situation in the past. The problem is that past judgments cannot be correlated with a situation that did not take place before, and therefore there is simply no experience of solving it. In addition, with this approach, the manager tends to act mainly in those areas that are familiar to him, as a result of which he risks missing a good result in another area.

Rational Decisions are taken based on the strict logic of the process of finding a solution, are based on the use of scientific methods of analysis, justification and optimization.

Since decisions are made by people, their character largely bears the imprint of the personality of the manager involved in their birth.

Balanced Decisions are accepted by managers who are attentive and critical of their actions, put forward hypotheses and their testing. Usually, before starting to make a decision, they have a formulated initial idea, analyze and weigh all the pros and cons. impulsive decisions – these are those whose authors easily generate a wide variety of ideas in unlimited quantities, but are not able to properly verify, clarify, and evaluate them. Decisions, therefore, turn out to be insufficiently substantiated and reliable; Inert solutions are the result of a careful and controlled search. In them, on the contrary, control and clarifying actions prevail over the generation of ideas, so it is difficult to detect originality, brilliance, and innovation in such decisions. risky decisions differ from impulsive ones in that their authors do not conduct a thorough substantiation of their hypotheses, because self-confident, not afraid of potential dangers and willing to take risks. Cautious Decisions are characterized by the thoroughness of the manager's assessment of all options, a supercritical approach to business. They are even less than inert ones, they are distinguished by novelty and originality.

The best course of action is called the optimal one. The solution is called optimal , if it provides an extremum (maximum or minimum) of the selection criterion.

The solution is called admissible(rational) if it satisfies certain restrictions: resource, legal, moral and ethical.

Strategic Decisions primarily associated with the development of strategic documents (concepts, plans, targeted programs). Such decisions are focused on a fairly long-term perspective (at least 3-5 years).

Tactical decisions are aimed at detailing strategic decisions over a relatively short (medium-term and shorter) time interval in terms of choosing ways and methods for implementing strategic decisions. Sometimes they are called strategic decisions for this time interval. If strategic decisions are made by top management, then tactical decisions are made mainly by middle managers.

Operational decisions directly affect the process of implementing strategic and tactical decisions. Operational decisions determine the content of the current activities of the organization, underlie operational calendar plans and actions for their implementation. Sometimes operational decisions take on the character of urgent decisions. Hiring and firing decisions, conducting advertising campaign, price changes and many others can be operational in nature, their adoption is often conditioned by changes in external and internal conditions, the progress of the plans.

Decision making can be done as formalized so informal way.

In the first case, we are talking about solutions to highly structured problems based on fairly clear algorithms, when formal means are used to justify the solutions under consideration - mathematical methods and computer technology (at a minimum, simple arithmetic calculations, for example, scheduling nurses to work based on the task of ensuring the necessary ratio between them and the number of patients).

In the second case, decisions are chosen mainly on the basis of the thinking of decision makers and specialists, i.e. informally.

Partially Formalizable Solutions to a greater extent reflect the real practice of making managerial decisions. For example, mathematical methods are used to process data of heuristic origin.

Personal Decision Making Profile- the dominant personality traits of the leader in the development and adoption of managerial decisions. The personal profile of the leader can be diverse: heuristic-organizational, characterized as "cold calculation", characterized by insufficient depth and flexibility, unstable-active (passive), motivational-passive and called "imitation violent activity,

The heuristic-organizational personal profile of decision-making is characterized by an analysis of the situation in the shortest possible time, quick decision-making, persistent implementation of it, reveals the patterns underlying the intellectual task, in the event of intellectual difficulties, it allows you to flexibly rebuild tactics, continue to search for new solutions, which requires developed volitional qualities, emotional stability and mental flexibility. True, such a profile is quite rare, more often it is combined with underdeveloped organizational skills. Although such a personal decision-making profile is characterized by an instant understanding of the principle of solving an intellectual problem in a situation of managing people, the development and delivery of a reasonable system of interrelated orders, it suffers from the inability to sufficiently clearly control the actions of subordinates, to complete the execution of the decision, which can weaken the effectiveness of deep and the flexible mind of the leader.

When they talk about "cold calculation", a leader with such a profile does not seek to understand the functional significance (principle) of the decision, but goes to his decision in a strictly logical way, consistently, step by step approaching the goal. This profile reveals insufficiently developed heuristic qualities of the manager's mind, which are compensated by firm management. The personal profile of decision-making, characterized by insufficient depth and flexibility of the leader's mind, but well-developed volitional qualities, is more productive if the situation does not require solving intellectual problems of increased difficulty. In this case, the manager needs assistants capable of generating managerial ideas.

The least productive personality profile of a leader is unstable-active, with elements of passivity. It is characterized by the fact that the leader first shows intellectual-volitional activity, but, having encountered difficulty, becomes passive, loses interest in tasks. Such a leader is recommended to form in himself the volitional qualities necessary to overcome the intellectual difficulties of the management process. The motivational-passive personal profile of the leader is also adjacent to this profile of decision-making. Leader with these qualities managerial task internally does not make decisions designed to become a program of activity of subordinates, does not develop. At the same time, usually the senior boss often has to make decisions for the manager subordinate to him.

Essentially harmful to joint activities group and managerial decision-making is the personal profile of the leader, which is designated as "imitation of violent activity." A leader of this type is endowed with increased, but formal activity and little correlated with the content of the problem situation. Often there is a personal profile of decision making, referred to as "general leadership". Such a leader undoubtedly has a strong stimulating effect on his subordinates with his erudition, broad outlook, general managerial knowledge, although he is poorly oriented in solving specific professional problems.

The personal profile of decision-making is organically linked to the nature of the decisions themselves. In management psychology, it is customary to classify management decisions based on various classification features. It seems interesting classification, in which decisions are subdivided (EP Golubkov): by content - political, social, economic, organizational, technical, etc.; by duration and degree of impact on future decisions - operational, tactical, strategic; by type of decision maker - individual and collective (organizational); according to the degree of uniqueness - routine, non-creative and unique (non-standard), creative; according to the degree of uncertainty (completeness of information) - decisions under conditions of certainty, under conditions of risk (probabilistic certainty) and under conditions of uncertainty.

The collective or group form of decision-making is distinguished by a special psychological richness and sharpness. The psychology of making a group decision depends on the effectiveness of the preliminary group discussion that precedes the process of making a managerial decision. Conducted in the first half of the 20th century, the psychological experiments of K. Levin on the problem of making group decisions demonstrated a number of specific patterns in the manifestation of group psychology in the processes of making managerial decisions.

No less significant is the classification of decision-making models proposed by A.V. Shegdoy: by the importance of the problem for the organization; on the time aspect of the decision; according to a preliminary assessment of the effectiveness of the solution; on decision-making conditions and environmental factors; by the nature of decision-making: individual and collective (organizational); according to the specifics of the model of the problem situation: exact or approximate; by the level of formalization of the decision-making process; by the multiplicity of decision-making: a single or multiple procedure; by the type of decisions made: programmed and non-programmed.

Decision making is a central process at all levels of information processing by a person, groups of people, “man-machine” systems. Psychological aspects of the management problem are usually associated mainly with the analysis of the role and place of decision-making processes in the system of purposeful conscious human activity. A promising direction in the psychological study of decision-making is the study of mental reflection and mental regulation of activity, namely: sensory-perceptual, speech-cogitative and motor.

It should be remembered that there are two main stages in the decision-making process: informational and procedural. In some cases (V.V. Druzhinin), types of decision-making situations are distinguished: informational, operational, organizational.

Information decisions should answer the question of what is true, and consist in diagnosing the situation.

Operational decisions should answer the question of how to act, and consist in developing a method of management.

Organizational decisions should answer the question of the structure of the organization and the distribution of functions.

In other theoretical constructions, they prefer (T. Tomashevsky) to distinguish four types of decision-making situations:

1. The situation of choice, when a person must make a choice (selection) of signals, classify them into those that require a reaction, and those that do not require it.

2. A complex situation that involves obtaining information from more than one source of information.

3. Situation of preference. “When different possible reactions have different meaning for a person, when for some reason he chooses one of the two.”

4. Probabilistic situations when an employee performs certain operations with insufficient information at his disposal.

The approaches identified in the pre-perestroika period have not lost their relevance. For example, Yu. Kozeletsky singled out the following types of decision-making situations: closed situations (situations are set by a set of hypotheses about the state of the object); open situations (situations that are characterized by uncertainty).

The beginning of decision-making is connected to a greater extent with the motivational side of managerial activity and includes at least: recognition of the problem; formulation of its essence; determination of criteria for a successful solution and achievement of a positive result. In all likelihood, it makes sense to separate the stages of preparing a management decision and the procedure for making it. In the very general view the stages of preparing a managerial decision can be described as follows: a) search, selection, classification and generalization of information about the problem situation; b) construction of conceptual models for its solution.

The decision-making procedure is described by somewhat different operations: a) preliminary nomination of a system of reference decisions; b) comparison of conceptual models with a number of other standards; c) correction of models and their coordination with the achieved intermediate results; d) choosing a solution and developing a program of action. Conventionally, this decision-making option can be called an “internal” procedural form. It seems possible to single out an “external” procedural form of decision-making (for example, the decision-making procedure in the State Duma on the Law on Education: making a proposal, approving the agenda, discussing a problem, etc.).

At the same time, each new decision in management arises on the basis of a decision previously accepted for execution, the actions on which have been completed, deviated from the originally chosen option, or have come into conflict with the goals set. In the last versions of situations, the leader begins to re-evaluate and select alternatives. When choosing an alternative, the following is used: the past experience of the manager or employees; organization and conduct of the experiment; analysis and discussion of solutions. Such an algorithm for solving problems and decision-making procedures develops managerial skills and intuition in managers.

The organization of the implementation of the decision involves the coordination of the efforts of many people. It is important to avoid conflicts, motivate people to implement the solution, select and place people in such a way as to maximize the use of their abilities. To do this, firstly, it is necessary to draw up an action plan that turns the decision into reality. Secondly, it is necessary to distribute the rights and responsibilities among the participants in the implementation of the decision. Thirdly, effective forward and backward communication should be built. The basis of such communication should be an information system for detecting errors and achieving success in actions to implement decisions. Fourth, to pay constant attention to the regulation of formal and informal leadership-subordination relations.

After clarifying the task, assessing the situation and choosing a goal, the leader makes a decision. Management decision - a plan, a program for streamlining the actions of subordinates, aimed at achieving the goal.

In the domestic literature, various classifications of managerial decisions are given. Within the framework of the problem under discussion, attention is drawn to the classification of personality profiles of decisions (Yu.N. Kulyutkin), based on the criteria-based assessment of managers. According to this criterion assessment, the following types of personal decision profiles are distinguished:

Balanced Decisions- solutions inherent in people who start a problem with an already formulated initial idea.

impulsive decisions- decisions typical for managers, in which the process of building hypotheses prevails over actions to verify and refine them.

Inert solutions Decisions that characterize leaders as uncertain and cautious.

risky decisions- decisions that are characterized by uncertainty and features of individual decision-making tactics.

Cautious Decisions- decisions typical of managers who carefully evaluate hypotheses and are very critical in evaluating the final result.

It should be noted that the more complex and responsible the decision-making situation is, the brighter the effect of the personality profile (V.I. Bakeev). In relatively simple situations, decision-making is carried out, as it were, according to a single algorithm, so that the random decision profile is leveled. When making decisions in particularly difficult situations that require heightened intuition, a high level of intelligence, decisiveness, outstanding abilities, the role personal qualities and, accordingly, the personal profile of decisions is quite obvious. It was found that in extreme conditions the role of the individual is manifested most significantly.

The personal profile of a managerial decision is closely related to the emotional side of the manager's activity (O.K. Tikhomirov). In the process of forming a managerial decision, the manager initially has a positive emotional aspect of solving an urgent problem, which contributes to the emergence of confidence, the formation of beliefs in the correctness of the previously put forward assumptions. Therefore, emotion can be considered as a heuristic function that determines the further development of the search for the correct solution.

The personal profile of a managerial decision is closely related to the typology of psychological predisposition to making certain managerial decisions. Typology is a collection psychological characteristics manager, characterizing one or another type of managerial decision-making. The most common typology is the following: rational, pragmatic, hesitant, collegial and innovative.

The rational type is distinguished by the predominance of detailed decisions, their coordination and elaboration at all stages of decision-making, up to the choice of a course of action based on the deep intellectual involvement of the members of the management team. The specificity of the pragmatic type lies in the predominance of volitional efforts based on common sense and intuition. Here often the decision is made by discarding details.

The least attractive is the oscillating type. In the process of development, decision-making is delayed or canceled immediately after their adoption, depending on the experience of self-doubt by the leader. The collegial type is characterized by management decisions based on taking into account the opinions of employees. This takes into account those consequences that may positively or negatively affect their interests. And finally, the innovative type generates new solutions or bases them on the belief in new ideas, which is usually associated with difficulties in predicting the assessment of their consequences.

Management decision- This a directive act of purposeful influence on the object of management, based on the analysis of reliable data characterizing a specific management situation, determining the goal of actions and containing a program to achieve the goal.

This is the result of analysis, forecasting, optimization, economic and medical and social justification and the choice of a single solution from many options to achieve the goal.

The managerial decision is made by the authorized manager (the person responsible for making the managerial decision) within the powers granted to him, taking into account the current legislation. Management decisions are classified according to various criteria:

by the time of implementation of the solution(strategic, tactical, operational, routine);

by the degree of participation of the team, individual specialists(individual, collegiate);

taking into account the style and character traits of the leader(intuitive, based on judgments, balanced, impulsive, inert, risky, cautious, etc.).

Let us dwell in more detail on decisions that take into account the management style and characterological features of the leader. Practice shows that it is these circumstances (characteristics) that often play a decisive role in making a decision, and therefore largely determine its consequences.

Intuitive solutions. When making an intuitive decision, people rely on their own feeling that their choice is the right one, without following any logic.

There is a kind of illumination here. Despite the fact that intuition sharpens with experience, a leader who focuses only on it becomes a hostage to accidents, with different, in all kinds of situations, chances of making the right choice. However, in a completely unfamiliar, extreme situation that requires the adoption of operational decisions, intuition may turn out to be the right and only way out of the situation.

Decisions based on judgments. In many ways, they are similar to intuitive ones, probably because, at first glance, logic is poorly visible in them. They are based on knowledge and meaningful experience of the past. Using this experience, adjusted for current circumstances, the manager chooses the solution that brought the greatest result in a similar situation in the past.. Balanced Decisions- are accepted by leaders who are attentive and critical of their actions, put forward hypotheses and their verification. As a rule, before starting to make a decision, they have a formulated initial idea.

impulsive decisions- are accepted emotionally, without proper justification and verification, which is called "with a swoop." These decisions often turn out to be insufficiently correct and effective.

Inert solutions are the result of a careful search. In them, on the contrary, control and clarifying actions prevail over the generation of ideas; therefore, such solutions lack modernity, originality, and innovation.

risky decisions- associated with the responsibility assumed by the manager for the implementation of the developed management decision without full confidence (guarantee) in a positive final result. Such decisions are justified when the leader has special qualities: initiative, courage, great competence - and makes a decision based on a deep analysis of the situation. At the same time, he does not miss the opportunity to assess the degree of risk of the decision being made using special methods mathematical statistics and probability theory.

Cautious Decisions- are characterized by the thoroughness of the manager's assessment of all alternative solutions, a very critical approach to business, the exclusion of any risk. They are even less than inert ones, they are distinguished by novelty and originality.

Management decision technology is the most complex, closed management cycle, which includes the following main stages:

Diagnosis of a managerial problem or tasks;

Preliminary goal setting;

Collection of necessary information;

Information analysis;

Clarification and final formulation of goals, models of final results;

Substantiation and construction of a formalized model of the problem situation;

Development of alternative solutions to the problem;

Choice of solution method;

Economic justification of the chosen solution;

Coordination of the decision with higher authorities;

Finalization and approval of the decision;

Organization of implementation of the decision;

Monitoring the implementation of the decision;

Stimulation of performers in improving the quality of work, saving resources, meeting deadlines;

Analysis of individual stages of the implementation of the decision, making (if necessary) adjustments to it;

Analysis of the achievement of the set goals and models of final results (upon completion of the deadlines for the implementation of the decision).

The management decision must meet the following requirements:

target orientation(full compliance with the set goals and objectives);

validity(the need to make this decision, and not another);

targeting(by performers);

consistency(consistency with previous decisions);

legitimacy(compliance with legal acts and normative documents);

efficiency(achieving maximum results with minimum costs);

specificity in time, space and timeliness(acceptance at the exact moment when the implementation of the decision can lead to the desired result).

Decision requirements. Management decisions can be made in writing in the form of documents, on electronic media, or transmitted verbally (for example, oral instructions).

Documentation can be classified according to the following criteria:

hierarchical level regulatory and methodological support(federal, subject Russian Federation, municipality, healthcare organization or its structural subdivision, personal);

legal status document - binding (law, decree, standard, resolution, order, order, regulation, program, plan) and advisory (instructions, guidelines, resolutions and decisions of advisory bodies, etc.);

document content- medical (decisions of the medical and control, medical and social expert commissions, the plan for conducting a medical and social research, a targeted medical and social program, etc.); financial and economic (business plan of a healthcare organization, feasibility study for the construction of a healthcare facility, the budget of the compulsory medical insurance fund, etc.); medical and organizational (charter of a medical organization, patient management protocol, safety instructions, etc.).

The main criteria for the quality of the prepared solution (document):

complexity, i.e. consideration in it of medical, social, organizational, economic, environmental, legal, etc. in their relationship;

compliance of the document with federal and international requirements;

use of modern scientific approaches in the development of the document(systemic, logical, virtual, standardized, marketing functional, process, structural, regulatory, situational and other approaches);

use of modern methods in document development(modeling, forecasting, functional cost analysis, optimization, etc.);

medical, social and economic feasibility;

prospects, possibility of replication and scope;

hierarchical level of authorities (organizations) that agreed and approved the document;

compliance with established standards for paperwork(uniqueness in the interpretation of concepts and terms, accessibility and clarity of presentation, visibility, etc.).

Marketing- it is an entrepreneurial activity that manages the movement of goods and services from the producer to the consumer or user (Ralph Alexander, 1960).

- view human activity, aimed at meeting needs and requirements through exchange (Philip Kotler, 1991).

Healthcare marketing is a system of principles, methods and measures based on a comprehensive study of consumer demand and purposeful formation of the supply of medical services by the manufacturer (V.Z. Kucherenko, N.I. Filatov, 1991).

Basic concepts in marketing: need, need, request, commodity, exchange, transaction and market. Need is a feeling of lack of something.

A need is a need that has taken a specific form in accordance with the cultural structure and personality of the individual.

Demand is a need backed by purchasing power.

A product is anything that satisfies a want or need.

Exchange is the act of receiving from someone the desired object with the offer of something in return.

Marketing mix (4P) 1964 Harvard Business School professor Neil Borden

Product, or assortment policy.

Price, or price

Promotion - promotion of goods on the market

Place product delivery to consumers

Additionally, there are:

Packing (PACKAGE);

Purchase (PURCHASE)

Clientele (PEOPLE)

Personnel (PERSONAL);

Purchasing process (PROCESS)

Environment(PHYSICAL PREMISES)

Profit (PROFIT)

Public relations (Public Relations, abbreviated as PR)

Marketing is a complex process of planning, economic justification and management of health care services, pricing policy in the field of the treatment and prevention process, promotion of services to consumers, as well as the process of their implementation (American Medical Association).

The marketer cannot influence the needs of people, but he can create an unlimited number of needs that correspond to these needs.

The main goal of the marketing- creation of conditions that guarantee the absolute satisfaction of any needs and requirements of people.

The main stages in the implementation of this goal are: definition potential consumers; analysis of factors influencing the formation and development of specific needs in the future; development and production of goods that meet these needs.

Market structure in healthcare

medical services

Labor of medical personnel

Medications

Scientific and medical developments

Medical equipment and technology

Securities, etc.

The mechanism of the health services market functions due to the interaction:

1. demand,

2. offers,

Law of demand: ceteris paribus, the demand for services varies inversely with price.

The law of supply: ceteris paribus, supply varies in direct proportion to price.