(-) the elements of leadership decision-making
Leadership decision-making generally consists of five elements: decision-maker, decision-making goal, decision-making scheme, decision-making situation and decision-making consequence.
2. Decision objectives. Decision goal refers to the purpose of decision. The establishment of decision-making goal is the starting point of scientific decision-making, which points out the direction for decision-making, provides the scale for choosing action plan, and also provides the basis for decision-making control.
3. Decision-making. Leadership decision-making is actually an activity of choosing a scheme. For the decision-making scheme, the purpose of choice is to pursue optimization. Due to the complexity of the objective situation, the diversity of decision-making objectives and action plans is determined. Therefore, it is necessary to compare and identify the choice of decision alternatives and choose a feasible one.
5. Consequences of the decision. Decision consequence refers to the effect and influence after the decision is implemented. The purpose of all decision-making activities is to obtain the decision-making results. Before making the final decision, it is not only an important prerequisite to ensure the scientific decision-making, but also one of the ultimate basis for choosing the best scheme to make an objective and fair prediction and evaluation of the implementation consequences of each alternative. The consequences of decision-making are generally expressed in the form of language, words, charts and computer software. This enables the decision to be implemented quickly, accurately and smoothly.
(B) the types of leadership decisions
According to different classification standards, leadership decisions can be divided into different categories.
1. Strategic and tactical decisions
According to the scope of decision-making, leadership decision-making can be divided into strategic decision-making and tactical decision-making
Strategic decision-making, also known as macro decision-making or high-level decision-making, refers to decisions that have a long-term and significant impact on the overall situation. Strategic decision-making involves a wide range of factors and has obvious characteristics of integrity, long-term and stability, mainly in the formulation of lines, principles, policies and plans.
Tactical decision-making, also known as micro-decision-making, refers to the decision-making on a specific problem with locality. The premise and standard of decision-making is mainly to achieve the goals stipulated in strategic decision-making, which is the continuation and concretization of macro-decision, and has the characteristics of singleness, concreteness and quantification.
2. Deterministic decision-making and uncertain decision-making
According to the decision-making conditions, leadership decision-making can be divided into deterministic decision-making, risky decision-making and uncertain decision-making.
Deterministic decision-making, also known as conventional decision-making, refers to the positive decision-making made according to the decision-making objectives on the premise that the natural conditions are relatively clear and the results of different corresponding schemes are relatively certain. This decision-making is relatively simple, but if there are multiple alternatives, it is not so easy to find the best one, and it is often necessary to resort to mathematical methods such as linear programming, replacement theory and inventory theory.
Decision-making under uncertainty, also known as unconventional decision-making, means that decision-makers are faced with many possible natural States, and the possibilities of various natural States cannot be subjectively analyzed and estimated. Because of the uncertainty of things, leaders can't completely control their development conditions and influencing factors in the decision-making process, so they can only make probability statistics on the possibility of development. Policymakers should pay attention to information feedback. The common methods to deal with decision-making under uncertain conditions are: pessimistic method (taking small as the criterion), optimistic method (taking large as the criterion), compromise method (optimistic coefficient criterion), minimum regret method (taking small as the criterion), average method and so on.
3. Empirical decision-making and scientific decision-making
According to the classification of decision-making, leadership decision-making can be divided into empirical decision-making and scientific decision-making.
Empirical decision-making is a decision made by decision makers relying on personal experience, wisdom and courage. Empirical decision-making is a product of history, which is gradually enriched and improved with the development of history and human progress, and has important reference significance for modern scientific decision-making.
Scientific decision-making refers to the decision-making made by decision-makers under the guidance of modern scientific theories and knowledge, relying on experts and the masses and adopting modern scientific and technological means. Modern decision-making has gradually developed with the emergence of socialized mass production. On the one hand, socialized mass production has created unprecedented productivity, on the other hand, it has also made social life unprecedentedly complicated and changeable. Faced with this objective reality, it is urgent for leaders to adopt modern decision-making techniques to make scientific decisions. The emergence of modern system theory and the wide application of electronic computers provide the necessary conditions for scientific decision-making.
The essential difference between empirical decision-making and scientific decision-making lies in the different ways and means. The subject of empirical decision-making is generally an individual, while scientific decision-making is the product of collective wisdom; Empirical decision-making mainly depends on the subjective quality of decision makers, while scientific decision-making adopts advanced technologies and methods as much as possible; Empirical decision-making is intuitive, while scientific decision-making does not exclude experience, but focuses on dealing with decision-making problems under the guidance of theory. Therefore, we should combine empirical decision-making with scientific decision-making to realize scientific decision-making.
4. Collective decision-making and individual decision-making
According to the classification of decision makers, leadership decision-making can be divided into collective decision-making and individual decision-making. Collective decision-making is a decision made and controlled by the leading group. The advantage of collective decision-making lies in brainstorming, improving the probability of decision-making optimization, making no mistakes or making fewer mistakes, and preventing individuals from acting arbitrarily. The limitation of collective decision-making is that it takes a lot of time to communicate and coordinate opinions, and sometimes it will be delayed because of disagreement.
Personal decision is the final decision made by a person. The advantage of personal decision-making is that decision-makers can make decisions quickly, flexibly and flexibly, and it is also convenient for centralized and unified command in implementation, which improves work efficiency. The limitation of personal decision-making is that the personal quality of the decision-maker determines the quality of decision-making. If the necessary system is lacking, or the decision-makers are subjective and arbitrary, it is likely to lead to paternalism and centralization. Therefore, adopting collective leadership and individual responsibility system is the best way to combine the two decision-making methods. All major issues such as direction, legislation, strategy, planning, policy and coordination should be decided by the collective; The urgent, specific, technical, executive and random things in daily work are decided by the leaders in charge of division of labor.