Implementation and control of implementation
Kuznetsov. Fundamentals of management
After management decision has been made, found the appropriate form and legal force, comes the stage of its implementation.
The value of this stage is determined by the fact that ultimately, it is the degree of completeness of implementation of the adopted solutions provides real results and meaning of a governing system.
"The feasibility" of solutions is an important indicator of the effectiveness of control systems, which should seek to operate according to the principle "one problem — one solution". Totally unacceptable, after some solution is found to be unenforceable on the same issues to take second and sometimes even third.
Accepted management decision can be expressed in written or oral form. In most cases, decisions are issued in writing: orders, directives, instructions, etc. In these documents should reflect the purpose and elaborated a programme of action to implement the decision.
After the decision is given, there is a period of its implementation. Implementation of decisions time — consuming process. Experienced managers, preparing solutions, and appreciate the complexity of its implementation, providing the necessary conditions for its implementation.
The implementation of the decision requires the development of an institutional plan aimed at achieving the objectives of this decision, in organizational terms, the total volume was divided into separate works. To perform the work the performers are selected in accordance with their qualifications and experience. With the implementation of the decisions executors of individual works should have certain rights and bear responsibility, depending on the value of tasks. Here it is advisable to use the principle of delegation of responsibility, which provides for the division of responsibility among all who are involved not only in development decisions, but also in its implementation. When you delegate responsibility you must consider the competence of the contractor. The plan should take into account the lead time decisions and the necessary resources.
After the development of the plan of implementation of the decision, he communicated to the performers. Communicating management decisions to the performers is accompanied by its explanation and propaganda. The more artists will participate in the implementation of this decision, the greater should be propaganda. During the propaganda explains the meaning and significance of the adopted, decisions, possible results. If the decision for the team working, the programme implementation it is necessary to discuss on the assets of the company and to bring to the whole team.
To perform a new task requires knowledge of new methods of work. In these cases, along with the propaganda carried out in structors-methodical work in the team.
The process of implementation of the decision is closely linked to the control of its implementation. Effective execution of the decision impossible without a clear account of the work done, therefore using all three types of accounting statistical, accounting, operational. Task control is not only timely detection of deviations from a given program, but also their rapid elimination or prevention.
If the solution produces information, top-down control, as a form of feedback gives information about the fulfillment of instructions of higher level.
The difficulty of control lies in the fact that we have to monitor the progress of the many solutions on different indicators. Effectiveness monitoring ultimately depends on the reality of decisions and the timeliness of their execution. All this suggests that it is necessary to establish a system of control of implementation.
In this regard, an effective monitoring tool for the implementation of the decision are methods of network planning and management. With their help, establish clear responsibility of executors for the execution of certain works, really compares the achieved results with the objectives set by the decision, and determine whether the actual course of the production process is planned.
As a result of the control can be a need to make the decision of adjustments and sometimes a new decision.
The reasons for these changes can be objective and subjective factors. For example, the objective are external causes, the changing environment, and subjective fault of the decision itself, a bad organization of implementation of resolutions, etc. In cases where the solution loses its effectiveness, the Manager should not hesitate to change it. Sometimes it is enough to partially change some of the elements of the solution, for example, a change in the content of some task or the final and intermediate calendar dates.
Regardless of whether the decision in full and on time or under execution should summarize results of implementation of management decisions. In addition to summarizing the socio-political and educational has a purely administrative value. This is a test of the effectiveness of the system of making and implementing management decisions. Study and analysis of these stages of implementation, difficulties and disadvantages allows to enrich the experience of managers, which can be used in developing, adopting and implementing new management solutions.