Babban matakai na gudanar da yanke shawara

Duk wani mataki - shi ne nauyin da management yanke shawara - shi ne ninki biyu alhakin saboda management ta yanke shawara ya dogara da yadda ya dace da duka kungiyar da kuma mutanen da aiki da shi. A yanke shawara yin tsari - shi ne duk da kewayon ayyuka. The bayani dole ne je ta dama, saukarwa shiri domin a karɓar kisa. Babban matakai na gudanar da yanke shawara :

1.Sbor da kuma bincike na bayanai game da halin da ake ciki da za a magance. Muna bukatar mu yi kokarin tattara mafi m da kuma cikakken bayani, ta amfani da dama kafofin. Sa'an nan, quantification ne kawai kyawawa bayanai girma tuba zuwa ga ingantaccen.

2. Tantance raga. Dandana shugaban ya kamata su iya gano manyan al'amurra, daidai da wanda kara haskaka sunadaran, albarkatun, da kuma abubuwan da suke da tasiri bisa halin da ake ciki.

3. Akayi of management yanke shawara zai zama bai cika ba tare da ci gaban da kimantawa tsarin. Kowane mai duba da tsarin kula da kima daga cikin halin da ake ciki da kansa da sharudda ga management yanke shawara dangane da kwarewa da ilmi.

4. Analysis na halin da ake ciki ba ka damar kafa wasu dalilai da cewa suna da wani tasiri a kan wannan halin da ake ciki

5. ganewar asali da halin da ake ciki. Wannan mataki ne, wani lokacin hada da kamar yadda daya daga cikin halin da ake ciki analysis aka gyara. A wannan mataki, shi ya kafa muhimmancin da matsala, gudanar da bincike da yiwuwar sakamakon matsalar a kan samar tafiyar matakai. Don yin da hakkin management yanke shawara, wannan ganewar asali ya zama isasshen.

6. Create a forecast na kara aukuwa. Duk matakai na gudanar da yanke shawara zuwa mafi girma ko karami mataki dogara ne a kan ikon hango ko hasashen nan gaba shugaban na ci gaba da halin da ake ciki. Hasashen na halin da ake ciki da ke sa ya yiwu don sanin ko mahara-zabi yanke shawara.

7. Abin da ya faru a ta bakwai mataki, wato ƙarni na madadin mafita. All baya matakai na kociya yanke shawara ya kamata ku bauta a matsayin dalilin wannan lokaci.

8. Select your kociya tasiri da kuma ba dole ba churn. Bayan culling kasa aiki ko m domin wannan aka bar shi kadai, a kalla biyu zabi, da kara daukan hotuna.

9. Development na zargin labari na kara ci gaba da halin da ake ciki. Bayan tallafi na wani administrative yanke shawara, da halin da ake ciki za ta ci gaba cikin sauri, don haka cikin hanzari amsa ga canza yanayi, shi wajibi ne don gane da babban yayi na ta ci gaba a kan lokaci.

10. Gwani kima na m tasiri of management zabin. Wannan kimantawa za matsayi da ingancin iko ayyuka, shan la'akari da kimantawa tsarin gane matakin na sa ran cimma burin, kimanta da abu halin kaka, wanda zai bi a sakamakon tsammani tatsuniyoyinsu.

11. Collective gwani kimantawa bada shawarar domin yin muhimmanci management yanke shawara. Su ka damar daukar wani m dalilin tasiri yanke hukunci.

12. Ci gaba da kara wani shirin damar wajen samar da wata kafa da matakan aiwatar da administrative yanke shawara a rayuwa.

13. Control na mafita ba ka damar saka idanu kara aukuwa da kuma amsa da sauri zuwa wani unforeseen sabawa daga cikin yarda da makirci.

14. Analysis na da sakamakon sa ya yiwu don tantance tasiri na yanke shawara kuma zai yiwu m daga cikin kungiyar.

Duk wadannan matakai ne tallafi na administrative yanke shawara ne wadda ta gabãta daga cikin lokaci na administrative tasiri. A mafi alhẽri kuma mafi tasiri administrative tasiri, da mafi tasiri da kungiyar aiki ta fuskar tattalin arziki. Bisa ga kimantawa da kuma bincike na tattalin arziki yi za a iya kiyasta kuma tasiri na shugaban shawara.