Stages of development, execution and control of government management decisions. Organization of execution of decisions of state authorities Participation in the adoption of execution of state decisions

Implementation of a government decision is a logical continuation of its adoption. If a decision is made, therefore, it must be enforced, for an indispensable legal requirement for enforcement. In turn, the decision-making process continues until execution, in the sense of clarifying the formulation of the problem, goals and priorities, making adjustments to the project being implemented, associated with the use of newly discovered opportunities and the needs of some modification of the project. Experience shows that any political decision, for example, is not a single act, but a long process.

The process of executing a decision is significantly different from its adoption. If making a decision comes down to goal-setting (forecasting, programming and planning), then executing a decision is about achieving goals. This is the process of objectification of the goal, the transformation of a program task (solution) into practical forms of life of social subjects. Until then, the decision remains a project of the activity and its future result, i.e. the phenomenon of managerial consciousness until it is embodied in reality in the form of the intended real change of the controlled object. Execution of the decision is the final of the managerial action, figuratively speaking, the moment of truth for the managing subject. The main thing in execution is the practical achievement of the planned, corresponding goal, result, therefore, the satisfaction of specific social needs and interests. This process is more or less delineated in time; is carried out in a certain sector of the political space and legal field by means and methods of managerial action given by the content of the decision. Set in the main and open to possible changes in particulars.

The decision execution process is multi-stage. First of all, the following stages should be highlighted: A) modification of the decision plan (program, project) in relation to specific management conditions (characteristics of the executing entities and managed objects); B) organization of the decision execution process: determination of the direct executors and implementation mechanism, creation of the necessary organizational forms, etc .; C) execution control; D) generalization of the results of implementation and evaluation of the results.

A) Decisions of state bodies, as a rule, are multipurpose, and they are addressed to executing entities of various levels and types of management. Hence the need to modify the implementation plan for the solution and make some adjustments to the content of the project. This refers to the clarification of the objects of influence; specification of performers; discussion of alternative options for plans for implementing solutions; reaching agreement among performers on tasks arising from decisions, etc. It is important to analyze incoming new information and take it into account when adjusting projects. The result of this work should be the adoption of additional decisions that clarify the formulation of problems, intermediate goals and priorities, the use of newly discovered opportunities and modifications. The most likely difficulties and complex issues are also indicated, on the solution of which maximum efforts and resources should be concentrated, which should ensure the earliest possible achievement of the final results. The ability of the subject to determine in a timely manner and know where to concentrate his main forces is one of the main features of the art of management and politics.

B) Organization of execution of decisions includes a complex of management actions, different in content and significance. The most important of them is the creation of organizational forms with clear goals, providing the necessary delegation of authority (or preservation of existing ones) to the selected groups of people necessary to accomplish the assigned tasks. This is a rule formulated by A. Fayol: as soon as a task is set, its implementation should be entrusted to certain groups of people who can ensure the achievement of goals.

Successful execution of decisions largely depends on how organizational forms contribute to the awareness of the goals of the state and the growth of participation in their implementation. Moreover, the deeper the transformations outlined by the decisions in society, the more it is necessary to raise the interest and the conscious attitude of both managers and governed to it, to convince millions of society members of the need for these transformations.

The implementation of government decisions, especially software ones, requires appropriate staffing: attracting new professionally trained workers and retraining existing personnel.

Now about the problem of resources. Only their sources and general contours can be indicated in the solution. The direct organization of the case requires concretization of general instructions and the identification of new opportunities of an innovative nature. It is appropriate to note here that in public administration, in contrast to economic, many others are used along with material resources. Social resources - the presence in society of social groups that express their readiness to participate in the implementation of the goals of government decisions - are no less important than, for example, financial ones. The latter are transitory, social capital is long-term, its importance is strategic. In general, the human factor is decisive in the implementation of government decisions, and not in the final analysis, but primarily and directly acting. Associated with its role is the increased importance of such types of resources as information and knowledge. Knowledge, writes D. Hampton, the director of the largest American company, is one of the most effective forms of power in modern organizations; it will replace in the future the current levers of power - capital and violence.

The system of organizational measures includes, related to the specifics of the management situation, the refinement of the mechanism for implementing decisions: administrative and legal regulation, information and analytical support, methodological support, etc. For example, elimination of the incompleteness of the regulatory framework, inconsistency of individual regulatory documents, instructional materials; identification of regional legislative acts that contradict national ones, which hinders the implementation of strategic and other vital programs.

The direct organization and regulation of the decision execution process includes an analysis of the effectiveness of the incentives involved in activating the participants in the process and the timely introduction of appropriate changes in the structure of motivation. The theory focuses on a multifaceted approach to this issue, combining administrative-compulsory incentives with economic, social and political, legal and moral, individual with collective-group. The complexity of the task facing the management depends on the nature and content of the solutions being implemented. If we are talking about economic projects, then in this case the attention of managers is focused on the development and application of material individual as well as group incentives. The expediency of introducing the latter (along with individual ones) is discussed, in particular, by American theorists and management practitioners. They also draw attention to the fact that although material incentives remain a universal means of motivating employees, non-material types of motivation for activity can play a certain role: the spirit of partnership between the administration and its subordinates; recognition and encouragement of employees' merits; social events in organizations, etc.

Government decisions are diverse. Organizations of various levels and types are involved in their implementation. They operate in an environment that they cannot fully control, since its change depends not only on the control system. This explains the problems that arise when using the means and methods of managerial action, originally identified in the projects being implemented. One of them: differentiation of means and methods depending on the level and types of management organizations. At the level of central government bodies, common regulatory mechanisms, democratic institutions and other political, economic, informational and symbolic ways of implementing decisions are used. At the level of the constituent entities of the Federation, along with national mechanisms (taking into account the specifics of regional communities), legal and social mechanisms inherent in the constituent entities of the Federation are included in the process. For example, traditional national democratic management methods. There are significantly different ways of implementing solutions for hard-coded, semi-programmed and virtually unprogrammed solutions. The first ones are executed in accordance with the specified norms and standards. The second - allow the use of both formalized and non-formalized (public) methods of influencing the managed. The latter - actually unprogrammed - are implemented mainly with the help of non-formalized political, socio-economic, informational and other means and technologies, albeit within the boundaries of a single legal field.

Another problem associated with the selection of funds and tools for executing decisions is maintaining the ability of the managing organization to adapt the execution mechanism to a changing situation and be willing to innovate and, at the same time, maintain the identity inherent in the project being implemented. If, say, the nature of the decision presupposes an evolutionary way of changing the controlled object and the corresponding methods of influence, then a specific managerial situation should not give rise to a revolutionary and destructive form of change. Programs requiring democratic methods of implementation cannot preserve their identity if the governing entity tries to implement them using dictatorial methods.

The organization of execution is inseparable from the coordination of managerial actions and relations within the control system, as well as between the latter and the controlled object. Achieving and maintaining agreement between the participants in the process regarding the goals, methods, methods and means of their implementation is the main content of the coordination functions. It is formed by a chain of interrelated measures for the settlement and resolution of contradictions and conflicts arising in the managing organization. By their predominantly objective nature, they are a manifestation of the facts of disorganization of a given target group (organ, apparatus, etc.) as the reverse side of the necessary changes.

The management process is burdened with many typical contradictions and conflicts. These include conflict situations, including those caused by the dialectics of goals and means, goals and results. Without going into a detailed consideration of this type of conflict, let us only pay attention to the possible variety of situations that give rise to it. “The end justifies the means” - a variant of voluntaristic action, as a rule, associated with large and even dangerous losses for the organism of society, an option that inevitably causes a conflict. "A definite end - uncertain means" - the kind of solution in the absence of the necessary information can also cause conflict. “A definite end - a definite means” is a variant of a consistent, thoughtful decision. If the situation is favorable for its implementation and there is agreement regarding both, the conflict is excluded.

The sources of conflicts also lie in the diversity of the used methods of managerial actions: autocratic and democratic orientation, bureaucratic or humanistic methods that provide a mobilization type of managerial influence or the participation of subordinates in self-organization.

C) Monitoring the execution of decisions is one of the main management functions. The control system is an integral part of any management organization. Modern management theory argues that only through the use of control systems is an organization able to ensure the achievement of its goals.

The essence of control consists in fixing the adequacy (correspondence) to the goals of the direction decisions, the method of management actions and the result of these actions. Control ultimately determines to what extent the change in the object has been brought to its planned state. In other words, to what extent the achieved result corresponds to the goal expressed in the project. At the same time, result-oriented control is part of the entire process of executing a decision, since it begins from the moment the project is implemented. In the literature on the theory of modern management, the role of the control function is described in sufficient detail. In public administration, it manifests itself specifically and is supplemented by some points related to political, power-legal control mechanisms.

In public administration, as well as in economic, social, the control process is continuous (at least, it should be so from a theoretical point of view). Since the process of implementing decisions is continuous, each step of the governing subject on the way to the final goal needs to be compared with the strategic course, with the planned plan and, in case of deviation from it, in the appropriate adjustment. It is control that signals the deviation of the managerial action from the "strategic plan." It performs the function of feedback of the object with the controlling subject.

Continuity of control makes it possible to regulate the governing influence of state bodies on the governed in accordance with their needs and interests, and makes it possible to respond in a timely manner to the needs of society.

With the help of control, the governing body manages to identify and resolve emerging problems associated with the imperfection of certain technologies of the management process, with gaps in analytical, information and regulatory support; monitor the compliance of the level of professional training of the management apparatus with the tasks being performed. In the process of control, defects in the operation of the apparatus are detected and the reasons for such are revealed.

The course of the process of execution of decisions largely depends on the extent to which the governing body is oriented in the situation accompanying the process, whether it takes into account the ongoing changes in economic, socio-political and other conditions. Control over the execution of decisions is the mechanism that draws the management's attention to the emerging contradictions between the behavior of managers and the changed conditions of their activities, stimulates the search for new methods of implementing managerial functions.

It should be noted the usefulness of control as a factor stimulating the activity of the team of the managing organization. Systematic information about the course of its activities and results contributes to self-control over the work of the organization, motivates the growth of collective responsibility for the implementation of decisions and interest in success.

The function of monitoring the execution of decisions can be realized provided that objective indicators are chosen that characterize the management activity and its results. Namely, those that lend themselves to both implementation and control and objective assessment. They are based either on previously adopted norms, standards and other mandatory models, or on certain paradigms, political and ideological concepts and principles of public administration. Indicators that are adequate to the tasks and planned results of the execution of decisions can be used as assessment criteria. Various types of decisions are characterized by their inherent indicators of their implementation, and, accordingly, by the evaluation criteria. For example, the implementation of political decisions cannot be judged by any set standards or precisely prescribed cultural and political standards. The results of political decisions, especially strategic ones, do not lend themselves to adequate quantitative estimates alone, although quantitative indicators serve as an essential measure of the results of the implementation of economic and social policies and other government programs. The implementation of political projects is judged by the objective changes that have taken place in the life of society, its individual groups, in the position of a person, his level and quality of life; according to the state of the social system - its stability or instability, its level of adaptation to the external environment, the presence of balance or conflict of groups of public interests, etc.

Three types of control activities can be identified: diagnostics of the decision execution process, audit and sanctions. Each of them ends with an assessment of a specific management activity and its results. Diagnostics at this stage of the management process is used to identify and explain unresolved or difficult-to-solve problems associated with the implementation of the project, and the reasons for their occurrence. This type of control is mainly used to check the progress of the implementation of political decisions. It is carried out in the form of political analysis and assessment of the modes of activity of the governing subject and the state of subject-object relations.

Political analysis as a diagnostic tool is an explanation of the functioning of specific elements of the control system in a specific situation and an assessment of its activities in terms of compliance with political goals and objectives, the completeness of their implementation in the analyzed period of time and in the current situation. The analysis includes: a) identification of the peculiarities of functioning, including the nature of difficulties and conflicts of specific structures of power and management and the tendency of their change in a given situation; b) an assessment of the level of implementation by specific subjects and structures of their inherent functions and competencies; c) assessment of the effectiveness of organizational forms and methods of performing activities and the rationality of the use of resources; d) determination of the prevailing socio-political orientations and opinions in this situation, as well as the attitude of various strata of the population to the revealed results of the policy pursued, the decisions being made (loyal, neutral, negative); e) checking the level of participation of the managed in the execution of the planned programs.

Another type of control - revision (from Latin - revision) is reduced to an official documentary verification of the activities of the executive apparatus of a state body for the legality of the use of material resources, as well as the compliance of the applied technologies with legal and other standards established by state bodies. Sanctions (from Lat. - the strictest decree) are an important form of social control. The application of sanctions is a form of control over decisions of state bodies by higher institutions of power and administration. Distinguish between negative and positive sanctions. The former are used to prohibit the actions of managers and directors that are illegal or do not comply with established norms and accepted values. The latter, on the contrary, are used as incentives for activating legal and expedient types of actions by participants in the management process, for example, innovation.

In conclusion, we note that any control is rational, serves as a means of intensifying managerial activity, subject to its implementation within the framework of goals and objectives arising from the content of decisions.

Control is carried out primarily by the subject himself, who made this or that decision, as well as by its executor. At the same time, independent specialized bodies of state control function in the structure of the executive power. So, in Russia there are three types of federal executive bodies: ministries, federal services and federal supervision. According to the Constitution of the Russian Federation, the State Duma of the Federal Assembly of Russia created an independent control and financial body - the Accounts Chamber of the Russian Federation. Its functions include checking the financial activities of institutions and organizations served by the federal budget. However, this body does not have powers of authority, i.e. is not endowed with the right to apply sanctions to suppress violations of the law in the use of public funds that he reveals. He can only send materials of audit checks to law enforcement agencies.

D) Summarizing the results of the implementation of decisions and evaluating the results - the final stage of management action. It is a logical continuation of the implementation of the control function. The results of the implementation of decisions are judged by the objective indicators of management activities, described above. The procedure for generalizing the results of the implementation of decisions is mainly reduced to a comparative analysis of the planned tasks (goals, objectives) and the actual results achieved. The final conclusion of the analysis: "implemented" or "not implemented" the set goals and objectives - does not exhaust the content of the considered stage of the management process. The managing subject is also interested in the following questions: a) on the effectiveness of the implemented solution; b) about the consequences of the decision; c) about the problems arising from the solution.

Efficiency is a problem that deserves special consideration - without determining the effectiveness of the implemented project, it is impossible at all to judge its usefulness for society.

Any government decisions can have contradictory consequences, recorded in forecast scenarios or unforeseen. It is known from activity theory that goals never completely coincide with results. They are richer in results because they represent their ideal image. The ideal is always higher than reality. On the other hand, the results contain something that goes beyond the goal; these are the consequences of the realization of goals. In this sense, the results as a fragment of reality are more meaningful than the goal only as a predictable representation of it.

Analysis of the possible consequences of decisions is an indispensable condition for making the latter. It is no less important as an element of summarizing the results of their implementation. And we are talking about the consequences of the immediate and distant. Positive immediate consequences often turn into serious negative consequences in the future, especially if the decisions relate to issues related to the basic factors of the life of society: natural resources, the health of the nation, the education of the people, the development of science, the geopolitical interests of the state, etc. But it is precisely the distant consequences that are most difficult to comprehend, and their occurrence most often turns out to be unexpected and dramatic.

A generalization of the results of the implementation of decisions and an analysis of possible consequences make it possible to identify new problems and new opportunities for public administration. The dialectic of life is such that the solution of some problems leads to the emergence of others. The implementation of the decisions of the higher management bodies requires a set of appropriate management actions of the lower bodies, etc. A chain of solutions and new problems that follow them is a natural phenomenon in the functioning of the state and the social system.

The cumulative end result of the components of a rational management process is the expansion of the boundaries of the possibilities to control the ongoing social processes, more accurately predict the consequences of decisions made and, in general, more adequately organize and carry out the activities of the management system. This is constantly hindered by the uncertainty of the situation in which the system operates. Uncertainty means not knowing enough. Uncertainty, says Professor D. Zand (USA), influences our approach to management at almost every level of analysis, from the theory of behavior to the theory of strategy development and the design of organizational structures. The uncertainty factor is a confirmation of the principle of "bounded rationality". Its influence on the management process decreases to the extent that information about the situation becomes more complete. But the more complicated the situation and the decisions made, the more tangible the influence of this factor on the activities of the control system and the greater the importance of the creative mental work of the controlling subject.

The management process is implemented through management decisions, the preparation of which can be conventionally called a technology for the development (adoption) of management decisions.

The technology of the process of making state administrative decisions is reduced to three main stages:

1. preparation of a government decision;

2. ensuring the procedures for the adoption and adoption of government decisions;

3. implementation of a government decision.

Let us consider in more detail the content and sequence of the main stages, stages and phases of the work of civil servants with a state management decision:

Stage 1 - Preparation of state management decisions

1. Revealing an urgent social problem by comparing the planned state of affairs with the actual one. After determining the criteria for the problem situation, the urgency, cost is determined, and the goal is also formed.

2. The goal should be specific, objective, real, suppose actions, have an appropriate measurement (goals are subdivided into short-term, intermediate, long-term, in order of achievement, etc.

3. Gathering information. The source of information is the statistical data of state bodies, the results of sociological research, the conclusions of expert commissions, information from intelligence and other operational competent authorities, letters and appeals of citizens.

The quality of the management decision directly depends on the completeness and reliability of the information base, on the basis of which the development of the draft decision takes place. The quality and completeness of the information base determines the effectiveness of the regulatory impact of the decision.

4. Determination of criteria for a variant of a future project and its diagnostics. Calculation of the possible consequences of the implementation of programs and the determination of material costs.

5. Development of alternative options for solving a problem situation and assessing the consequences. Alternatives are any acceptable and mutually exclusive options for action, distribution strategy or funds.

6. Choosing a solution . Of all the available solution options, the most effective and generally optimal solution is selected.

7. Legal expertise. Essential for projects of any solution. Any managerial influence of state actors on the governed must be legitimate. Legal support of the decision is a guarantee of its implementation.

8. Coordination with interested organizations and individuals. The approval is confirmed by the endorsement of the project by the heads of the indicated bodies and organizations (or by deputies authorized to do so). They are obliged, within the time period established by the chief executor, to endorse the received draft acts or to endorse them with remarks, and if the deadline is not set or the project is submitted by initiative - no more than ten days.

9. Development of measures to implement the solution. A specific and detailed plan of measures for its implementation is being developed with the distribution of responsibilities by performers and timing.

10. Monitoring. Monitoring tracks the current result of the solution development, in accordance with the initially set goals and planned criteria. The signal about "no coincidence" should immediately return the project to the stage where the error occurred, and cause correction of even already developed solutions.

11. Evaluation of the effectiveness of the decision. Comparison of the indicators before the implementation of the solution with the indicators after the implementation, identifying the assessment and the degree of achievement of the set goal.

The stage ends with the submission of the optimal draft normative act to a state body, political or administrative official, with whom the procedure for making this decision is agreed.

Stage 2 - Provision of procedures for the adoption and adoption of state management decisions

The decision-making process is reduced to goal-setting (forecasting, programming and planning), in contrast to the decision execution process, which is aimed at achieving goals. Until then, the decision remains a project of the activity and its future result until it is embodied in reality in the form of the intended project.

Each stage of the decision-making process is a micro-process that requires defining a goal, finding solutions, etc. and applying appropriate methods to justify and select decisions in various combinations.

Thus, the second stage in the technological chain of public administration ends with the promulgation of the adopted decision or its distribution to the executors and other interested state and other bodies. The promptness in receiving and executing decisions depends on the timeliness of the mailing. Therefore, in necessary cases, a mailing period is set. Any artificial narrowing or limitation of the range of organs to which the decision is directed is not allowed.

Stage 3 - Implementation of the government decision

Execution of the decision is a stage no less important than its preparation and adoption. The result largely depends on the quality of performance. The decision should be implemented on a systematic basis, which means that the issue of execution should be thought out and prepared in advance, and not when the decision is made.

When implementing government decisions, there is a "materialization" of the social goals and norms contained in them, the translation of these norms into real physical actions of management personnel to transform management objects.

In organizing the execution of managerial decisions, it is necessary to recognize as the main task the mobilization of the efforts of performers, the provision of creative work, the motivation of strict responsibility for the achievement of the intended.

The effectiveness of a state administrative decision is determined through its main elements: productivity (gives indicators of the ratio of resources consumed and results obtained), efficiency (the ability to achieve goals regardless of the amount of resources used and the quality of the decision itself), and quality (the degree of achievement of the goals of the decision with a certain compliance with the generally accepted requirements and standards of public administration.

The main condition for the effective implementation of the decision is the competence of the employees executing it.

For the effective work of the staff of decision executors, the head delegating execution needs to divide the general program of action into separate sections. Then the process of organizing execution includes three stages: bringing tasks to the performers, preparing performers to implement the decision, encouraging performers to fulfill it in good faith. This division leads to the fact that the performers clearly know: what, when, how, in what conditions, by what forces and means, by what date, with what quantitative and qualitative indicators should be done.

The value orientations of employees and their ethical attitudes play an important role in the implementation of the adopted state decision. The existing system of values ​​sets a system of coordinates for all activities of the authorities and administration, including the understanding of the limit of possibilities.

The stage of execution of a state administrative decision consists of three components:

1. Planning the implementation of the solution. The concretization of the proposed activity is carried out: intermediate goals are outlined, the terms and sequence of their achievement are calculated, the executors and the necessary funds (resource support) for each of these particular goals are determined. Often, plans are given a legal character. They are either themselves adopted as a normative act, or are attached to any normative act.

2. Implementation of the planned decision. At this stage, there is a "materialization" of the social goals and norms contained in management decisions, the translation of these norms into real physical actions of management personnel to transform management objects.

3. Control over the implementation of the decision. To exercise control means, on the one hand, to set standards, to measure the results actually achieved and their deviations from the established standards; on the other hand, to monitor the progress of implementation of the adopted management decisions and evaluate the results achieved in the course of their implementation.

At the same time, the effectiveness (or quality) of public administration is determined not by the simple correspondence of the actual results to the planned goals, but precisely by the extent to which it satisfies social needs in solving (removing) urgent social problems. The faster and more fully the emerging social problems are solved, the higher the quality of public administration. State and social control is necessary for society, as it allows you to check the effectiveness of government decisions from the point of view of public interests. Therefore, constant state and social control is one of the necessary conditions for the optimality of managerial decisions, of the entire state and social management as a whole.

In the general management process, control acts as an element of feedback, since according to its data, previously made decisions, plans, as well as norms and standards are corrected.

Management control, as the final stage in working with government management decisions, allows civil servants not only to identify, but also to prevent deviations, errors and shortcomings, to look for new reserves and opportunities. With the help of management control, official supervision of the process of implementation of the state decision is carried out, the results of the influence of the subject of management on the object of management are revealed.

Thus, we can say that the above ternary structure of state management decisions is ideal. In reality, individual phases (stages) of the presented model can be carried out in a different sequence, as well as drop out and modify or merge with others.

There are other classifications as well. So, for example, in his classification, Mendel V.K. identifies 8 stages of the management decision-making process:

1. Analysis of the situation. At this stage, information is collected and processed, and problems are identified.

2. Identification of the problem. Selection of the most significant problem.

3. Determination of selection criteria. Indicators are determined by which the comparison of alternatives and the choice of the best one will be carried out.

4. Development of alternatives. Search for possible alternative ways to solve the problem.

5. Choosing the best alternative. Comparison of the advantages and disadvantages of each alternative and an objective analysis of the likely results of their implementation. Choice always has the character of a compromise.

6. Approval of the solution.

7. Implementation management. Determination of a set of works and resources and their distribution by executors and terms. At this stage, the manager must monitor the implementation process of the decision, it is possible to provide assistance and make certain adjustments.

8. Monitoring and evaluation of results. Actual results are measured and compared to what the manager hoped to achieve.

In fact, the stages of analyzing the situation, identifying the problem and determining the selection criteria can be attributed to the stage of preparing government decisions; development of alternatives, selection of the best alternative, coordination - to ensure procedures and government decision-making; implementation management, monitoring and evaluation of results - to the stage of implementation of government decisions.

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MINISTRY OF EDUCATION AND SCIENCE OF THE RUSSIAN FEDERATION

federal state budgetary educational institution of higher professional education

"Kurgan State University"

Department of Management

Course work

by discipline

"Adoption and execution of state decisions"

INTRODUCTION

1. THEORETICAL ASPECTS OF MANAGEMENT DECISION MAKING

1.1 Basic concepts and essence of management decisions

1.2 Features of making managerial decisions in state and municipal administration

2. ANALYSIS OF THE ACTIVITIES OF THE CULTURE DEPARTMENT OF THE KURGAN REGION

2.1 Characteristics of the activities of the public authority

2.2 Analysis of methods and mechanisms for making management decisions

2.3 Analysis of public authorities and its role in the service sector

3. DEVELOPMENT OF MANAGEMENT SOLUTIONS TO INCREASE THE EFFICIENCY OF THE CULTURE DEPARTMENT

3.1 Management decisions to improve the efficiency of the government body

3.2 Effectiveness of management decisions

CONCLUSION

LIST OF USED SOURCES

INTRODUCTION

Relevance of the chosen topic. Culture is a connecting link in the conscious activity of people and has a direct impact on all spheres of social life.

At present, the role of human capital in the socio-economic process is significant due to the rapid growth in the rate of economic development, structural changes in the economy caused by the transition to an innovative type of its development. The leading role in the formation of human capital belongs to the cultural sphere. There is a tendency for the growth of the needs of the individual in his cultural and creative self-expression and the assimilation of the cultural values ​​accumulated by society. The existing list of services in the field of culture must meet the needs of the population, as well as the pace of socio-economic development of society.

The degree of elaboration of the topic. Questions relating to the effective management of the sphere of culture have been studied in Russian science relatively recently. The semantic content of the concept of "culture" is touched upon in the works of foreign scientists, such as: M. Weber, A. Mol, P. Sorokin. Domestic authors - A. Arnoldov, G. Galutsky, I. Diskin, B. Erasova, V. Churbanov, I. Stolyarov revealed the sociological and managerial aspects of this concept, identified the criteria for the development of cultural policy.

The development of culture at the regional level should be aimed at meeting the cultural needs of different target groups. However, this process is hampered by: the need to maintain unprofitable, but culturally significant objects (libraries, museums, etc.); low investment attractiveness of a number of cultural institutions and the lack of flexible mechanisms for attracting investment in the culture of a constituent entity of the Russian Federation; legal and financial limitations on support for the development and implementation of creative projects initiated by creative groups or individual cultural figures; the presence of physically and morally worn out funds of cultural institutions and their insufficient material and technical equipment. The presence of these problem areas actualizes the development of conceptual solutions that increase the efficiency of managing the sphere of culture on the example of the Kurgan region.

The purpose course work is the development of constructive management decisions aimed at improving the efficiency of the Department of Culture of the Kurgan region.

Research object - activities of regional bodies in the cultural sphere.

Subject of study - the content of the activities of the Department of Culture of the Kurgan region to improve the quality of the cultural sphere in the region.

Tasks set to achieve the goal:

Highlight the essence of the concept of "management decision";

Reveal the peculiarities of making managerial decisions in state and municipal authorities;

Consider the mechanism of activity of the Department of Culture of the Kurgan region;

Analyze the existing methods and mechanisms for making management decisions;

Determine the list of services provided by the Department of Culture of the Kurgan region and subordinate institutions;

Develop conceptual management solutions that increase the efficiency of cultural management in the Kurgan region;

Designate the parameters of the effectiveness of the developed management solution.

Methods used in the course work: descriptive analysis of regulatory legal acts in the field of culture, collection of practical material and processing of statistical data, design, construction of social processes.

Work structure: course work consists of an introduction, three chapters and a conclusion.

1. THEORETICAL ASPECTS OF MANAGEMENT DECISION MAKING

1.1 Basic concepts and essence of management decisions

A managerial decision is viewed as a product of managerial work, an organizational response to a problem that has arisen, a choice of a course of action from the proposed options, and a definition of a goal, means and methods of achieving it.

Management decision - an act of the subject of management, which determines the program of activities aimed at resolving the problem based on the functioning and analysis of information about the state of the controlled system.

The organizational aspect is expressed in the development and implementation of a management solution. Along with this, the following functions of management decisions are performed: guiding, coordinating and motivating.

The effectiveness of a management solution is determined by the implementation of these functions at the stages of preparation and implementation. In this regard, a management decision is a real tool for the goals set.

The main parameters of management decisions include:

1) a strategy that is inextricably linked with management decisions and includes ways to achieve goals and implement tasks in the organization;

2) organization as a place for making managerial decisions;

3) rationality as an orientation towards achieving long-term goals in the organization;

4) the uncertainty of a specific outcome of events, the accompanying course of adoption and implementation of management decisions;

5) the outcomes of the implementation of management decisions.

There are a number of requirements for management decisions. This list includes: first, the compliance of management decisions with the legislation of the Russian Federation; secondly, the presence of the powers necessary to prepare and implement the decision; third, clear targeting and targeting; fourth, control by the legal department of the organization; fifth, monitoring the current situation; sixth, the absence of contradictions in the text of the management decision; seventh, the technical, economic and organizational feasibility of management decisions; eighth, parameters for external and internal control; ninth, the obligatory consideration of the negative consequences of making managerial decisions; tenthly, the possibility of a positive result.

To improve the quality of management decisions, it is recommended to analyze them on the basis of classification according to such characteristics as: subsystems of the management system, scope, goals, management rank, scale, organization of production, object of influence, repeatability, formalization methods.

Hence, the following types of management decisions can be distinguished:

1. decisions based on judgment;

2. balanced decisions;

3. inert solutions;

4. impulsive decisions;

5. risky decisions;

6. careful decisions;

7. rational decisions.

The quality of a managerial decision is a set of decision parameters that satisfy specific people and ensure the reality of its implementation.

The decision-making process includes the following operations: preparation for management activities, identifying a problem, formulating goals, finding the necessary information, processing it, ranking goals, formulating tasks, preparing documentation, and implementing assigned tasks.

Quality parameters of management decisions: the degree of risks, the likelihood of implementing the decision in terms of quality indicators, the degree of adequacy.

The economic essence of a managerial decision is that its preparation and implementation always requires financial, material and other costs.

The organizational essence of a management decision lies in the fact that all structural links of the organization can be involved in the process of its development and adoption. The effectiveness of a management decision depends on the degree of interaction between the organization's team.

The social essence of management decisions is embedded in the personnel management mechanism, which includes levers of influence on a person to coordinate their activities in the organization.

The legal essence of a managerial decision is to comply with the legislative acts of the Russian Federation. Violation of the law in the worst case will lead to the cancellation of the decision, responsibility for its implementation and preparation.

After implementing the solution and completing the troubleshooting steps, the decision maker evaluates the usefulness and effectiveness of the solution. The fact of the problem and the degree of its elimination are taken into account. As a result of evaluating the actual effectiveness of the solution, the following conclusions are drawn: the problem was completely eliminated and its resolution did not cause disastrous consequences; the problem was only partially eliminated and there are no negative consequences either; the problem has not been eliminated and entails a number of negative consequences.

The development of management decisions occurs at three system levels: conceptual, operational and elemental.

The conceptual level is the level of assessment of the "usefulness" and performance of all structural elements of the organization as a whole.

At the operational level, there is a detailed study of the context, the content of the operation to achieve the intended goals. The main task is to build a model of the operation, to assess the influence of subjective and objective factors on the process of making managerial decisions.

Elemental level - there is the level of executive units, at which the quality of performers and resources is assessed.

1.2 Features of making managerial decisions in state and municipal administration

Management decisions made by state and municipal authorities are a determining factor that affects the quality and efficiency of ongoing processes in the controlled system. In turn, the quality of management decisions depends on the effectiveness of the activities of state and municipal employees.

The process of preparing managerial decisions to the state and municipal authorities consists of the following stages:

1. The stage of identifying and formulating the problem based on the analysis of the results of the operation of the control object for the coming period;

2.The stage of preparation of a management decision, including the formation of a group for its preparation

3. The stage of collecting information and analyzing the identified problem

4. The stage of preparation and justification of options for management decisions. Each option determines the directions for achieving goals, specific executors of the decision, resources, and the timing of the goal.

5. The stage of selection and management decision-making by the head.

6. The stage of organizing and implementing the execution of the decision, communicating the adopted management decision to the executors.

7. The stage of monitoring and evaluating the results of the implementation of management decisions.

In many bodies of state and municipal administration, conflicts associated with uncertainty may arise, the resources necessary for the implementation of a managerial decision are erroneously indicated. Responsibility for these decisions is borne not by the leader, but by a group of like-minded people who provide assistance in making managerial decisions.

The process of managing state and municipal bodies is dynamic. Changes in the external and internal environment affect the emergence of a variety of management decisions.

The stage of developing a management decision is an administrative process that performs a structure-forming role and occupies a central, main place in the official activities of state and municipal bodies.

The scale of the work to be done and the associated costs, costs are the basis for assessing the developed state-municipal management decisions. Tasks of execution of state and municipal decisions: comparison of decision norms and planned results with tactical parameters; determination of deviations from the norm; establishing the reasons for the deviations; making proposals for changes and adjustments.

The process of making, implementing and evaluating management decisions in state and municipal authorities always involves the involvement of a wide range of people, politicians, officials, internal and external participants.

Today, the adoption and implementation of management decisions should be accompanied by taking into account the opinion of the public. After all, projects considered unilaterally are known for their detrimental effect on the welfare of the regions and their inhabitants.

In world practice, there are many examples related to participation and control by society over the activities of state and municipal authorities. First of all, these countries include: the United States, Western Europe and in various spheres of society.

There is a need for legislative consolidation of public participation in the process of discussion and adoption of managerial decisions. The right to participation of citizens in state and municipal government should be exercised through written requests, proposals and public discussion.

It is public participation in the process of making and implementing managerial decisions that is an effective measure to prevent corruption.

The involvement of the population in making managerial decisions can become a principle of state and municipal government, which will ensure the improvement and development of a controlled system. This will contribute to a multi-faceted and multidimensional public and state and municipal authorities.

2. ANALYSIS OF THE ACTIVITIES OF THE DEPARTMENT OF CULTURE OF THE KURGAN REGION

2.1 Characteristics of a public authority

The Department of Culture of the Kurgan Region is the executive body of state power of the Kurgan Region, which carries out sectoral and inter-sectoral management in the field of culture.

It operates jointly with federal government bodies, government bodies of the Kurgan region, other constituent entities of the Russian Federation, local government bodies and organizations.

The list of again tasks Management enters :

1) to provide conditions for the realization of the constitutional rights of citizens to participate in cultural life;

2) create conditions for the development of a creative personality in the field of culture;

3) to provide optimal use of the cultural potential of the Kurgan region;

4) render promoting the development and cooperation of cultural organizations of various forms of ownership, creative unions, associations, foundations, and other public associations.

Management is exercised by the following powers :

At first, organizes library services for the population by the libraries of the Kurgan region; Secondly, produces financing the acquisition of funds and provides preservation of the funds of the state libraries of the Kurgan region; third, provides realization of the rights of citizens to library services; fourthly, creates and supports state museums; fifth, carries out work on the identification and accounting of museum items; At sixth, organize and support institutions of culture and art; seventh, promotes within the limits of their authority, the development, publication and purchase of textbooks, teaching aids and other educational literature necessary for teaching folk arts and crafts; tenthly, sets places of traditional existence of folk arts and crafts on the territory of the Kurgan region; eleventh, produces organization of the provision of services for the additional education of children in the field of culture; twelfth, create conditions for organizing an independent assessment of the quality of the provision of services by cultural organizations under the jurisdiction of the Kurgan region and others.

The work in the Department is organized on the basis of the program of socio-economic development of the Kurgan region for the medium term, the Consolidated report on the results and main activities of the subjects of budget planning of the Kurgan region, the plan of the main activities of the executive authorities of the Kurgan region for the year, regulatory legal acts of the Russian Federation, the Kurgan region ...

The Department has coordination and advisory bodies, as well as working groups, the organization of which is prepared at the initiative of the heads of structural divisions in the manner prescribed for the preparation of issues for consideration at a meeting of the Government of the Kurgan region.

There are collegia, which are formed and headed by the head of the Department. The composition of the board consists of heads of subordinate institutions, heads of other executive bodies, as well as representatives of territorial bodies of federal executive bodies, local self-government bodies, legal entities, scientists, experts and other specialists.

2.2 Analysis of methods and mechanisms for making management decisions

The methods of making managerial decisions are understood as the methods of performing operations that are necessary in their preparation, adoption and implementation. These include ways of collecting and processing information, the formation and analysis of options for action.

There are analytical methods that are based on the work of a manager or specialists with a certain set of analytical dependencies. With their help, the relationship between the conditions for performing a task and its results is determined. These are, first of all, classical methods of analysis, traditional methods of economic statistics, methods of operations research and decision-making theory.

In addition to methods, modeling is also used, which is a process of studying a system, which includes building a model, studying its properties and transferring the information obtained to a modeled system.

When developing management decisions, conceptual modeling is especially popular, which determines a preliminary meaningful description of the object of management activity.

Mathematical modeling plays only an auxiliary role, because mathematical models are most convenient for research and quantitative analysis.

Simulation modeling is necessary to reproduce the algorithm for the functioning of complex objects in time.

Each mechanism for making managerial decisions has the following technology, including: general leadership of decision making; rules for its adoption, plans in decision-making, making bilateral decisions by leaders of the same level through interaction, target groups and their role.

Each organizational action in the Department of Culture is accompanied by a process of making managerial decisions. Let us consider the mechanism of their adoption using the example of the activities of the head of the Department.

Head of the Department of Culture within the framework of his powers :

1) Produces distribution of duties between their deputies;

2) Is engaged in issues of appointment and dismissal of employees of the Department from their posts;

3) Provides approval of the number of employees and the wage fund, staffing table, regulations on structural divisions;

4) Promotes development of proposals for the creation, reorganization and liquidation of structural divisions of the Office.

When forming the plans and performance indicators of the Department of Culture, the following management decisions are made: first, planning the work of the Department in the main areas of activity (decisions are made collectively); secondly, the formation of plans and performance indicators using the target program method; thirdly, making managerial decisions regarding budget planning;

fourth, organizing the preparation of the main lines of action report; fifth, the approval of plans and the setting of performance indicators for structural divisions, subordinate institutions by the head of the Department and others.

2.3 Analysisactivitiesorgangovernment and its role in the service sector

The key goal of the Department's activities is the implementation of the strategic role of culture as a spiritual and moral basis for the development of the individual and the state, the effective use and development of the cultural potential of the Kurgan region.

The main indicators that characterize the level of goal achievement include: the number of visits by citizens to organizations and cultural institutions; the number of laureates and diploma winners of international, interregional and regional competitions and festivals in the field of culture. The goal is achieved through the implementation of tasks: first, ensuring the preservation of cultural and historical heritage; secondly, the creation of conditions for the sustainable development of the cultural sphere of the Kurgan region.

Within the framework of solving the problems, it is envisaged: the fulfillment of state functions for the development and implementation of state policy; investment of material and technical base and technical equipment of cultural institutions; staffing; supporting the culture of the village; ensuring the activities of state cultural institutions of the Kurgan region for the provision and development of public services to the population in the field of culture.

Regarding services in the field of culture of the Trans-Urals, the following should be noted: in the Decree of the Government of the Kurgan region dated October 14, 2013 N 470 "On the state program of the Kurgan region" Development of the culture of the Trans-Urals "for 2014-2020", a task is set to ensure an increase in quality and diversity services in the field of culture.

According to the reported data, the volume of provision of state services in the field of state protection of cultural heritage sites by an average of 10%. increases annually. Increasing the competitiveness of the culture of the Kurgan region in the domestic and foreign markets is ensured by improving the quality of cultural goods and services provided to the population, achieving their required diversity.

The second stage of the state program "Development of the culture of the Trans-Urals" is more focused on the full use and development of the conditions created to ensure a new quality of services in the field of culture of the Kurgan region. The target benchmark for the development of the sphere of culture, indicated in the Concept of long-term socio-economic development of the Russian Federation for the period up to 2020, is to increase the number of visits to cultural organizations (libraries, museums, theaters, concert organizations, cultural and leisure-type institutions, parks, etc.) ... It is this indicator that reflects the level of demand among the population for state and municipal services in the field of culture, as well as the degree of satisfaction of the needs of the individual in his cultural and creative self-expression.

In a number of directions of the state program there is a direction referred to as "Ensuring the activities of state cultural institutions of the Kurgan region for the provision and development of public services to the population in the field of culture."

The Department of Culture, together with the subordinate institutions of culture and art, provides the following types of public services:

1. organization of work aimed at preserving the intangible cultural heritage of the peoples of the Russian Federation in the field of traditional folk culture;

2. Provision of works on holding festivals, exhibitions, shows, competitions, conferences and other program events;

3. carrying out methodological work in the established areas;

4. monitoring the technical condition of cultural heritage objects;

5. organization of applied research and development in the field of protection of cultural heritage objects;

6. organization of formation, accounting and preservation of library funds;

7. services for the display of creative achievements, assistance in the development of creative unions;

8. organization of works on the creation of concerts, concert programs and other entertainment events;

9. services for the implementation of basic professional educational programs of secondary vocational education of basic training.

Today, an independent assessment of the quality of services in the field of culture. It is carried out according to the following criteria: openness and availability of information about the Institution and the procedure for providing services; comfortable conditions and availability of services; service culture in the Institutions; customer satisfaction with the quality of services provided; the implementation by the Institutions of indicators of state assignments for the provision of services to the population; financial and economic results of the activities of the Institutions.

State services are provided by the following state institutions: state museums of the Kurgan region and the Regional cultural and exhibition center, state libraries of the Kurgan region, state theaters of the Kurgan region and the Kurgan regional philharmonic society.

3. Development of management solutions to improve the efficiency of deDepartment of Culture

3.1 Management decisions to improve the efficiency of the government body

To increase the effectiveness of the activities of the Department of Culture of the Kurgan region, it is necessary to create a single cultural and information space that ensures the development of the cultural sector and ensure the proper level of satisfaction of the population in cultural and creative self-realization.

I propose the following list of principles, the implementation of which will affect the increase in the efficiency of the Department of Culture:

1) the principle of consistency;

2) the principle of pluralism, which involves taking into account the cultural interests and needs of all segments of the population;

3) the principle of openness, contributing to the formation of a single cultural space;

4) the principle of cultural cooperation;

5) the principle of personification of the products of cultural activity;

7) the principle of multi-subject cultural policy;

8) the principle of interaction between economic and cultural aspects of public life.

In my opinion, the following should be included in the developed list of tasks implemented by the Department of Culture of the Kurgan Region:

1) aadministrative and managerial tasks:

Providing conditions for the actualization of modern forms of cultural development and the integration of the Kurgan region into federal cultural processes;

Ensuring the unity of the cultural and information space for all segments of the population, taking into account their cultural interests and needs.

2) stasks aimed at improving the efficiency of cultural institutionsand arts:

Providing conditions for the preservation of cultural and historical values ​​and samples of Russian culture due to the revitalization of the Kurgan Regional Museum of Local Lore;

Participation in the process of forming a unified museum space on the territory of the Kurgan region;

Achieving a high-quality level of information and library services for the population that meets Russian and international quality standards;

Improving the quality of activities of cultural and leisure cultural institutions, theaters and cinema.

3) stasks aimed at pdevelopment of design and innovationactivities in the field of culture:

Development of modern art forms, festivals, competitions and support for innovative projects in the field of culture;

Development and implementation of modern managerial, economic and informational approaches to the implementation of projects in the field of culture;

Formation of a sustainable system of coordination of priority cultural projects acting as a catalyst for regional and federal cultural development

4) sTasks to increase the coverage of the population participating in the development of culture:

- creation of an effective system of sponsorship and patronage on the territory of the Kurgan region;

Improvement of the system of training highly professional personnel for the sphere of culture

Formation of a system of popular events in the field of culture and art of the Kurgan region, the most attractive for residents and guests of the city

To implement these tasks, it is necessary, first of all, to use administrative resources, namely, to determine the list of powers for civil servants of the Department of Culture of the Kurgan region. Secondly, it is necessary to intensify the activity of the human resources of the network of institutions of culture, art and education in the field of culture in the territory of this region in the key of improving the quality and accessibility of providing services to the population. Thirdly, it is required to attract increased attention in terms of monitoring the implementation of cultural events by the federal authorities. Fourth, in addition to labor resources, there is a need for the material and technical support of the tasks set. This aspect is directly related to financial capabilities. Hence the need to attract additional funds from the regional budget (in terms of the implementation of activities within the framework of joint design and software solutions), expanding the share of extra-budgetary sources by increasing interest for private investors.

3.2 The effectiveness of management decisions

The effectiveness of the proposed management decisions in the field of cultural development is determined using methodological approaches to its assessment. These, in turn, include:

1.economic efficiency as resource efficiency in terms of the ratio of income and as costly in terms of the ratio of income and costs;

2. the economic efficiency of management in the narrow sense as the ratio of income and costs for the maintenance of the management apparatus;

3. social efficiency of management according to the system of special indicators;

4. Evaluation of the effectiveness of the implementation of individual management functions by a set of indicators.

Ensuring high quality and efficiency of management decisions is possible under the following conditions:

Application of scientific approaches in management;

Taking into account the impact of the economic situation on efficiency;

Providing reliable information to the decision maker;

Structuring and building a tree of goals;

The presence of a legal basis for the adopted management decision.

Well-coordinated mechanism of the decision.

In order for the proposed management tasks to be effectively implemented, I propose a technology for the implementation of a conceptual solution in the field of cultural development, consisting of the following stages: preparatory - setting, constructively transforming and control and analytical.

1) Preparatory and installation stage is aimed at creating conditions for the development of culture in the Kurgan region and overcoming the problems that hinder this development.

Table 1

2) Constructive and transformative stage includes a set of basic measures aimed at modernizing the cultural sphere in the Kurgan region.

3) Within the framework of control and analytical stage it is planned to carry out a number of control measures aimed at eliminating external and internal risks that hinder the development of culture in the Kurgan region.

The technology for solving the tasks is built in such a way that most of the program activities are an integral part of the state program "Development of the culture of the Trans-Urals until 2020".

I believe that the effectiveness of the developed management solution and the technology for its implementation will be achieved if the following list of indicators is fulfilled:

1) attraction of extra-budgetary sources in the development of the sphere of culture;

2) the systemic nature of making managerial decisions in the cultural sphere;

3) increasing the social efficiency of the network of institutions of culture, art and education in the field of culture on the territory of the Kurgan region;

4) an increase in the value of the indicator "The number of gifted and talented children";

5) an increase in the value of the indicator "The proportion of the population taking part in cultural and leisure activities";

6) an increase in the number of innovative projects in the field of culture, as well as sites for holding regional and international events in the framework of the implementation of socio-cultural projects;

7) an increase in the number of cultural events (festivals, exhibitions, shows, competitions, conferences and other program events) held by municipal institutions of culture and art;

8) an increase in the receipt of items in the library and museum funds;

9) complete renewal of the material and technical base of institutions of culture, art and education in the field of culture on the territory of the Kurgan region;

10) increasing the coverage of the population using the services of institutions of culture, art and education in the field of culture on the territory of the Kurgan region.

Thus, the developed conceptual solution for the development of culture in the Kurgan region and the proposed technology for its implementation with an indication of the list of target indicators allow reaching a constructive level of cultural development in this region through the development of plans with a specific list of activities and an indication of the timing of their implementation. This activity-based approach takes into account the peculiarities and specifics of the cultural policy in the Kurgan region. Within the framework of the technology stages for the implementation of measures, it is envisaged to make adjustments and proposals based on the level of effectiveness and the degree of effectiveness of the activities of local governments and the network of municipal cultural institutions in the region.

Conclusion

As part of the implementation of the goal of the course work, a conceptual management solution was developed aimed at developing culture in the Kurgan region. The emergence of indicators of the effectiveness of the activities of authorities and cultural institutions showed that the development of culture requires a lot of attention. The lack of consistency in making managerial decisions in the field of culture and a single normative legal act regulating the activities of subjects of cultural policy, as well as the uncoordinated mechanism of interaction between authorities at all levels, actualizes the issue of cultural development.

In the course of the work, aspects of the development of culture in the Kurgan region were taken into account. In the process of covering the tasks of the final term paper, the following conclusions were made:

1). The work considers several approaches to the definition of the concept of "management decision", outlines the stages of its adoption and implementation in practice, outlines the essential characteristics, namely: economic, social, organizational.

2) In the course of considering the mechanism for making managerial decisions in state and municipal authorities, features were identified related to the mandatory consideration of the financial component (budget) necessary for its implementation, and the need to involve the public in making managerial decisions was substantiated.

3) According to the results of the analysis of the activities of regional authorities in the field of cultural development, a number of shortcomings are manifested in the absence of norms regarding the implementation of state policy in the field of culture, as well as the formal consolidation of the procedure for financial security of the activities of authorities.

4) In the course of determining the methods and mechanisms for making managerial decisions, it was concluded that the Department of Culture of the Kurgan region actively uses analytical methods, implements a mechanism by distributing powers between its structural divisions.

5) . Within the framework of the state program "Development of the culture of the Trans-Urals" for 2014-2020. a list of services provided to the population by the Department of Culture of the Kurgan Region directly, as well as jointly with the cultural and art institutions subordinate to it, was highlighted. The main tool for determining the effectiveness of the Department of Culture is the monitoring of public opinion on the quality and availability of services in the field of culture. After all, it is for the population that this body carries out its activities. The formation of a common cultural and information space is a key element of cultural policy.

6) In the course of the work, a conceptual management solution was developed regarding the development of culture in the Kurgan region and a technology for the implementation of this conceptual solution was proposed.

The developed conceptual management decision is a model of effective management of the sphere of culture, since it takes into account the specifics of the development of culture in a particular region, contains a mechanism of target indicators through which the results of the ongoing cultural policy can be predicted. The proposed technology for the implementation of the provisions of the developed management solution is of a practical nature, because the proposed tasks and principles can be applied in the activities of the Department of Culture of Kurgan Activity.

The proposed conceptual solution for the development of culture in the Kurgan region provides a basis for the development of culture and is a promising management solution. The next stage of its implementation is constructive planning, which consists in a detailed description of technology activities, indicating the timing and resource provision.

List of used literature

1. Regulations

1) On the approval of the Regulation on the Department of Culture of the Kurgan region: Resolution of the Government of the Kurgan region of November 23, 2009 N 542. Access from the reference legal system ConsultantPlus.

2) On approval of the Regulations for organizing the activities of the Department of Culture of the Kurgan Region. Order of the Department of Culture of the Kurgan region dated March 1, 2010 No. 47. Access from the reference legal system ConsultantPlus.

3) On the approval of the list of public services: Order of the Department of Culture of the Kurgan Region dated April 19, 2011. Access from the consultantPlus legal system.

4) On conducting an independent assessment of the quality of the provision of services by cultural and cinematographic institutions: Order of the Department of Culture of the Kurgan region dated August 25, 2015 No. 293. Access from the ConsultantPlus reference legal system.

5) On the state program of the Kurgan region "Development of the culture of the Trans-Urals for 2014-2020":

6) Resolution of the Government of the Kurgan region of October 14, 2013 N 470. Access from the reference legal system ConsultantPlus.

2. Literature

7) Asaul A.N. Theory and practice of decision-making for overcoming organizations from the crisis. Ed. honored Builds. RF, Dr. econ. Sciences, prof. A.N. Asaul. - SPb: ANO "IPEV", 2007. -224s. [Electronic resource] URL: http://www.aup.ru/books/m8/2_3.htm (Date of treatment 11/26/2015)

8) Baldin K.V. Management decisions: Textbook .. - 7th ed. - M .: Dashkov and K, 2012. - 496 pp. 25-29 [Electronic resource] URL: http://znanium.com/bookread2.php?book=327956# (date of access 25.11.2015)

9) Bondarenko D.F. The mechanism for making managerial decisions. Economics and management of innovative technologies. 2012. No. 3 [Electronic resource]. URL: http://ekonomika.snauka.ru/2012/03/515 (date of treatment 11/26/2015).

10) Zhigar O.V. On the issue of the process of developing decisions in governing bodies Bulletin of the Chelyabinsk State University. 2013. No. 3 (294). Control. Issue 8, pp. 26-30.

11) Zykova M.E. Formation and implementation of management decisions in the system of state and municipal government. Bulletin OrelGIET. - No. 4 (10). - Oct.-Dec. - 2009. - S. 16-22

12) N.V. Kuznetsova Methods for making managerial decisions: a tutorial. - M .: NITs INFRA-M, 2015 .-- 222 p. p.90-95 [Electronic resource]. URL: http://znanium.com/bookread2.php?book=491686# (date accessed 11/26/2015).

13) Salikhov F.N. Forty criteria for determining the quality of management decisions. Personnel officer. Personnel management, 2009. No. 2 [Electronic resource] URL: http://www.lawmix.ru/bux/34925 (date of treatment 11/25/2015)

14) Smirnov E.A. Management decisions: Textbook for universities / E.A. Smirnov. - M .: ITs RIOR, 2009. - 362 pp. 23-25 ​​[Electronic resource] URL: http: //znanium.com/bookread2.php? Book = 167837 # (date of treatment 11/25/2015)

15) Sokolova V.N. Public participation in managerial decision-making as a principle of modern state and municipal administration. Archive Committee of St. Petersburg.

16) Stroeva E.V., Lavrova E.V. Development of management decisions: Study guide. - M .: INFRA-M, 2012 .-- 128 p. -- (Higher education)

17) Fatkhutdinov R.A. Management decisions: Textbook. - 6th ed., Rev. and add. - M .: INFRA-M, 2010. - 344 pp. 17-20 [Electronic resource] URL: http://znanium.com/bookread2.php?book=129635# (date of access 25.11.2015)

18) Yukaeva, V. S. Management decision-making [Electronic resource]: Textbook / V. S. Yukayeva, E. V. Zubarev, V. V. Chuvikova. - M.: Publishing and trade corporation "Dashkov and K °", 2012. - 324 p.

3. Other sources

19) Report on the results and main directions of activities of the Department of Culture of the Kurgan region for 2016 - 2018. Access from the electronic legal system ConsultantPlus.

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The third stage in the technological chain of public administration is the implementation of the decision. The significance of government decisions is usually judged not so much by the management ideas they carry (which is also extremely important), but by the real results, by the actual changes in the controlled subsystem. The importance of this becomes even more obvious if we take into account that nowadays there are quite frequent cases when the decisions made "hang in the air" remain without practical implementation. An analysis of management practice shows that one of the essential reasons for such facts is the lack of a rational technology for the execution of government decisions.

What is the specificity of activities to implement a government decision? If the activity on the preparation and adoption of a state decision is always spiritual, then the activity on the implementation of this decision is mainly material, in whatever social sphere it is carried out. The execution of a state decision is a practical and, therefore, a material side of state administrative activity. For example, if in public administration a decision is made to create a new management body or a new subdivision in an existing body, then the implementation of this decision is ultimately expressed in the selection and recruitment of a certain number of workers, providing them with jobs, the necessary equipment, office equipment, salary, etc. It is the implementation of management decisions that makes it possible to fully identify their transformative potential, check the effectiveness of the impact on the ongoing processes.

Although the modern theory of public administration has obvious achievements, the stage of implementation of managerial decisions has not yet been sufficiently developed in it, as long as there is no more or less clear concept of the essence and functions of planning. The features of material (practical) activity in the structure of public administration have not been investigated and theoretically generalized. The theory of state and social control is taking only the first steps. In a word, the praxeological side of public administration requires increased attention from both scientists-researchers and politicians-practitioners.

What is planning?

Planning is the development of a certain order of performance of any activity. The adopted government decision usually establishes only the general content of the proposed activity. The task of planning is to concretize this proposed activity: to outline intermediate goals, to calculate the timing and sequence of their achievement, to determine the executors and the necessary means (resource provision) for each of these particular goals. The plan is drawn up so that the performers do not grab onto everything at once, but act in a certain order, i.e. consistently and consistently. Every plan must answer four basic questions: what to do? who to do? when to do? how to do! A well-drafted plan allows avoiding spontaneity and chance in state activities, ensures greater efficiency in the implementation of state decisions. Often, plans are given a legal character. They are either themselves adopted as a normative act, or are attached to any normative act.

The second and main stage in the implementation of government decisions is the "materialization" of the social goals and norms contained in them, the translation of these norms into real physical actions of management personnel to transform management objects. This type of management activity is usually called "organizational activity" or "fulfillment of the planned".

It has already been said that managerial decisions made by state bodies can be of a twofold nature. They can be directed outward - to the controlled subsystem. But they can also be directed inward - to the control subsystem. And in one, and in another case, civil servants do not influence nature, but other people, united in state and other administrative bodies and organizations. The purpose of this impact is to mobilize the latter for practical (material) transformations of social or natural reality.

Consequently, in the process of fulfilling the planned, political and administrative leaders, civil servants create new governing bodies, liquidate or transform old ones, improve organizational ties between them, conduct various events (meetings, conferences, discussions), control checks, take stock, etc. Organizational activity is always material in nature.

The final phase in the process of direct "materialization" of the state decision is to obtain real results corresponding to the goals that were formulated in these decisions. The result of an activity, as you know, is a criterion (indicator) of the quality of a particular activity. What is the result, so is the activity, the consequence of which it is.

Therefore, the more the results of direct implementation of the planned correspond to the goals of government decisions, the higher the quality of this management activity as a whole. If the results do not adequately correspond to the set goals, then, naturally, the quality of management activity is in doubt. In such cases, the question arises about the level of competence of both individual employees and government agencies. However, it should be emphasized that the compliance of the results with the goals is an essential, but far from the main criterion for the quality of management activities.

The foregoing allows us to conclude that the technological cycle for working with government decisions does not end with the stage of direct organizational implementation of these decisions. Here, at least one more stage is needed, namely, control over the implementation of government decisions. Without such control, it is difficult and even simply impossible to decide: have these decisions really been implemented? And if they are really fulfilled, then have the urgent problems that these decisions were devoted to solved?

State and social control is necessary for society, as it allows you to check the effectiveness of government decisions from the point of view of public interests. Therefore, it must accompany every decision, in the preparation of the adoption and implementation of which political leaders and civil servants are involved. Constant state and social control is one of the necessary conditions for the optimality of managerial decisions, of the entire state and social management as a whole.

conclusions

• o The state decision is an alternative choice of a social goal and a norm developed by the subject of management for directed influence on the object-management. The basis of the foundations of any government decision is the choice of the management song and norms in solving any social problem.
• o Classification of decisions in public administration is carried out on the following grounds: 1) decisions are divided by subjects of management: a) into federal, regional, district (city); b) adopted by the legislative, executive and judicial authorities; c) individual, collegial, collective, public; 2) by the time of action - strategic (long-term), tactical (medium-term), operational (short-term); 3) by social character - general, particular; 4) by content - political, economic, organizational, technological; 5) in form - written, oral, on electronic media; 6) by the mechanism of action - direct action, framework.
• o Developed two approaches to government management decisions: normative (quantitative) and descriptive (qualitative). In the first approach, preference is given to formalized models of management decisions, studied by formal, mainly economic and mathematical, engineering and economic and computer methods. In the second approach, reliance is made on a qualitative description and analysis of the problems of state solution technologies, carried out mainly within the framework of traditional sociology and psychology. The study shows that none of these approaches can be given an obvious preference. It all depends on the specific situation - in the presence of linear dependencies, the normative approach works more successfully, with the descriptive one.
• o Optimization of prepared government decisions is carried out mainly due to the observance of two main conditions: attraction of competent and highly professional specialists who develop these decisions; consistent use of the principles of timeliness, cyclicality and legality of government decisions.
• o The technology of state decision in the civil service includes three main stages: 1) preparation of a state decision; 2) provision of procedures for adoption and adoption of state decisions; 3) implementation of the state decision. The quality (efficiency) of a government decision directly depends on the careful observance of all technological requirements at each of these three stages.
• o Representative (representative) criteria for the implementation of the optimal choice of state goals and norms: systemic self-sufficiency; political expediency; economic profitability (or at least affordability); social positivity (the possibility of positive social consequences); environmental acceptability; moral security.
• o The specificity of the implementation of government decisions is that if the preparation and decision-making is always spiritual, then the activities to implement these decisions are mostly material, in whatever social sphere it is carried out. The execution of government decisions is a practical and, therefore, the material side of government administration.

Decision making is the deliberate choice of courses of action from available options or alternatives that close the gap between the present and future desired state of the organization. This process includes many different elements, but it certainly contains such elements as problems, goals, alternatives.This process is the basis for planning the organization's activities, since a plan is a set of decisions on the allocation of resources and the direction of their use to achieve organizational goals.

Basic principles of making managerial decisions: Kozbanenko V.A. Public administration: fundamentals of theory and organization. 2 t .: Textbook - M .: "Status", 2009.

• 1. The principle of consistency. Many enterprises are idle, experiencing stressful situations, financial losses, and demotivation of employees is observed at them. And all this because either the decisions made were not optimal, or the decisions were correct, but their implementation ran into difficulties due to the fact that something significant was “forgotten”.
• 2. The principle of standardization (standard management situations and decisions). Its essence lies in the fact that most real management situations can be reduced to a set of so-called standard or basic ones. The procedures for the development and implementation of managerial decisions for standard situations are developed in detail, and the actions of the manager in these cases are well known from practice. If the managerial situation does not entirely fit into the standard framework, the possibility of dividing it into standard and non-standard parts is being studied.
• 3. The principle of optimal awareness. Rational management decisions are achievable; only when a sufficient information base corresponds to them. Moreover, for each of the management levels there is an optimal size of the information base, which is determined by a number of factors.
• 4. The principle of automatism in the implementation of management decisions. The principle is that the “decision” made by the leader is automatically (that is, obligatory, and in the shortest possible time and in an undistorted form) brought to the required level and becomes a practical guide to action. To implement this principle, a system of well-oiled and interconnected management mechanisms is needed. If such mechanisms are absent or their combination is insufficient, any, even the best solution may remain unrealized or its implementation is unjustifiably delayed.
• 5. The principle of taking into account the probable consequences. A rational management decision involves taking into account the likely consequences of its implementation.
• 6. The principle of freedom of choice. If a person (group) making a decision does not have or insufficient conditions for choosing from a variety of possible options, then one can only dream of an effective decision. A superior leader, who binds the subordinate leader hand and foot, does not allow even a step to be taken on his own, does not have the right to count on him to make effective decisions.
• 7. The principle of responsibility. The decision maker is responsible for the results of the implementation of the decision. This applies equally to a collegially adopted decision. Note that a person's decision about himself is not associated with such a high sense of responsibility for the fate of persons who depend on the leader, as is typical when making decisions that directly concern these persons (although in individual activities the decisions of the acting subject have a certain impact on the fate of those around him. ).
• 8. The principle of proportionality of rights and responsibilities. The worst decisions are made when the person who has the right to make decisions is not responsible for them and when the person who has the responsibility does not have the right to decide. This principle presupposes the optimal distribution of duties and responsibilities between the manager and the performer of different levels, namely: the level of responsibility and the degree of competence of the decision-maker must correspond to the content and level of his functional duties.
• 9. The principle of creativity. Creativity in management has not always been highly valued, but it is an important value now and is likely to grow in importance. Especially creative approach is required when existing solutions lack efficiency and strength. It is needed to clarify problems and find ideas that go beyond the usual framework in order to question basic assumptions. In the process of creative problem solving, five stages are distinguished and described: 1) study of the problem; 2) generating ideas; 3) screening out applied ideas; 4) planning of innovations; 5) feedback and analysis.
• 10. The principle of timeliness. It focuses on choosing the best moment for making a decision. The decision will not give the expected effect if it is premature and even more so if it is late. This suggests an analogy with shooting at a moving target. An early shot is just as “effective” here as a late shot.
• 11. The principle of unity, one-man command and collegiality. One-man management and collegiality, at first glance, exclude each other. The first presupposes personal responsibility for decision-making and the corresponding right, the second - collective responsibility and right. However, in fact, they can be successfully combined. For example, when preparing a decision, a leader actively consults with his subordinates (collegiality) and, taking into account their opinion, makes a decision, taking upon himself full responsibility (one-man command). Collegiality in this case is expressed in an implicit form, although it can manifest itself more explicitly (for example, in a collective discussion of alternative proposals).
• 12. The principle of complicity. It means active and direct participation in decision-making of those concerned. Violation of this principle leads to the fact that people get used to being only executors, they believe that it is not their business to participate in solving production problems.