Risk Solutions for Carriers
And this is possible only if there is a high level of professionalism and adherence to ethical standards. In a comprehensive assessment of the activities of district state administrations, 49 indicators are used, among which are such as the quality of service provision and executive discipline.
Each public authority has its own competence, which characterizes the goals, content, opportunities and limits of its activities, and in it each position of civil servant – its qualifications, reflecting its role and participation in the implementation of the competence of the body. This is a normative model of management, which can be considered as a means of streamlining, streamlining and ensuring the effectiveness of management.
Thus, one of the criteria for the effectiveness of a state institution is the high level of professionalism of its employees and their compliance with the limits of competence. Professionalization of the civil service improves the quality of services to the population, responsibility for the decisions made, their rapid implementation, which, in turn, increases the level of trust in public authorities.
This opinion is supported by I. Artym, who identifies the following factors that affect the effectiveness of public administration: competence and special training of managers and civil servants, motivational factors, interaction of local state administrations with local governments, organizational climate, public relations [ 1, p. 72]. Thus, combining the first two indicators into one group will provide an opportunity to identify such a factor in shaping the image of the state institution as personnel policy.
An important role in shaping the positive attitude of citizens to the activities of state structures is also played by the so-called moral factor, which is another measure of efficiency. The population’s assessment of the activity of the state-administrative apparatus from the point of view of morality is based, first of all, on the personal spiritual and moral qualities of employees and the extent to which they seek to protect economic, social, cultural, individual and other interests.
Low moral level of officials, bureaucracy, indifference, disrespect for people, isolation from the people, the desire to use their work for selfish purposes, bribery, corruption, disregard for the law largely determine the quality of government agencies. Thus, indicators 3, 4, 5 are the next factor in shaping the image of a public institution – organizational culture.
Given the above, the following conclusions can be drawn.
First, given that the image of the institution is to some extent personalized, it should be presented as a “person” using positioning techniques and highlighting such internal parameters as the relationship between employees, leadership style in the institution, the level of corporate culture and so on.
Second, the organization must create favorable conditions for increasing trust and authority as important conditions for a positive attitude towards it by society. To this end, it is necessary to adhere to a single mission, strategy and tactics that are adequate to the requirements of the external environment.
Third, to maintain one’s reputation, it is necessary to adhere to a unified information policy, while avoiding mutually exclusive characteristics and preferring simple, accessible messages.
Fourth, the image of a state institution should be considered not separately, but in the context of a set of interconnected image systems, namely: the image of the employee, the image of the state and the image of the relevant field, ie public administration …
It should be noted that concentrating on one of the tools or on one of the components of the image will not give a positive effect. Because if the image is understood exclusively as the ability, for example, to “present” oneself profitably, then civil servants should be taught etiquette, which is also important, but is only part of the image.
The image of the institution is significantly influenced by the level of efficiency of its activities, which must find expression and public evaluation during its manifestation in some form that can not always be seen immediately, in fact, the image becomes a necessary representative in this situation …
An important role in creating a holistic image of the state authority also belongs to the media, which cover various aspects of the image, starting from from personalized portraits and ending with the presentation of information about the results of the implementation of any program. On the other hand, the media respond quickly to public opinion and in this sense is a reliable means of feedback between the public and the authorities.
literature
Artym I. Factor-criterion approach to the assessment of public administration efficiency // Effectiveness of public administration: Collection of scientific works of the Lviv regional institute of public administration of UADU under the President of Ukraine / ed. A. O. Chemeris. – Lviv: LRIDU UADU, 2003. – Issue. 3. – P. 68–74. Bilyk R. Criteria of efficiency of activity of personal narrative ideas college the district state administration // Visnyk of UADU. – 2001. – № 2. – Part 1. – P. 68–71. Dowling G. Reputation of the firm: creation, management and evaluation of efficiency. – M .: Image-contact: infra-M, 2003. – 368 pp. Kolosovska II Formation of the image of local state administrations in Ukraine: Abstract. dis … cand. Sciences of the state. ex.: 25.00. 02 / National Academy of Public Administration under the President of Ukraine. – Kyiv, 2004 .– 20 pp. Kolosok SV Public relations in the formation of the image of public administration: Abstract. dis … cand. Sciences of the state. ex.: 25.00. 01 / National Academy of Public Administration under the President of Ukraine. K., 2003. 20 S. Savage G., Nix T. Whitehead and Blaire J. Strategies for Assessing and Managing Organizational Stakeholders / The Executive. – 1991. – No. 5. – P. 61–75.
04/18/2011
Like any other product of human labor, a management decision can be “good” or “bad.” As is well known, the concept of “quality” is a formalization of life evaluations “good-bad”. Quality is understood as a set of consumer properties of a product that characterize its compliance with the purpose of this product.
According to the given interpretation of this concept, the quality of a management decision is a measure to ensure that the management decision achieves the results for which this decision is developed. Speaking of this solution as a quality, we give it a positive integrated assessment (reflecting a set of characteristics of the solution), which indicates a significant degree of achievement of the desired result.
It should be noted that there is a thorough research base on this problem. Such domestic and foreign scientists as NG Chumachenko, VD Bakumenko, AO Degtyar, YG Bersutsky, S. Bir, G. Simon, M. Meskon made a special contribution to the theory of decision-making. And Foyle, F. Taylor, O. White, Y. G. Lysenko, V. L. Petrenko, R. A. Fatkhutdinov, D. Derlow, R. L. Keane, H. Rife, and others.
However, despite their wide range and without diminishing the importance and significance of the contribution of these scientists, it should be noted that the theoretical and practical aspects of management decision-making processes are insufficiently studied.
The task is to analyze the main trends in the study of the essence of the concept of quality management decisions and to clarify approaches to generalize the factors that affect the quality of management decisions.
At once it is necessary to notice: in order that the administrative decision was qualitative, it, at least, has to be timely, address, concrete. But in addition to these advantages, a solution that is recognized as high quality, must have another property.
The activity of local bodies of state executive power is always multifaceted, multi-purpose, with multi-criteria evaluation of its results, and any decision is a compromise of both the results and the means used. Unfortunately, it is impossible to achieve many different goals at once. And the available resources can be disposed of in different ways.
A quality solution is a solution that provides an acceptable (reasonable, rational) compromise both in the results achieved and in the resources expended.
Another important point to note is the assessment of the quality of management decision-making. The immediate assessment of a decision given directly at its adoption, and the assessment of the same decision after some time or after its full implementation may differ, even be diametrically opposed. Such a discrepancy in quality assessments may be the result of a “good faith error” in the initial assessment, but may also be the result of some fundamental changes, say, a change in the value system.
Thus, the very concept of “qualitative solution” is a complex complex concept, which reflects many aspects and which can hardly have a single formalized interpretation.
Conditions and factors that affect the quality of management decisions – are diverse, multifaceted, are very complex, interdependent. Because of this, it is impossible to classify them strictly, simply and unambiguously, and even more so to analyze causal relationships on the principle: “the magnitude of this factor is the result.”
Of course, there are certain relationships between conditions and factors, on the one hand, and results, on the other. But we must keep in mind an important fact: the management decision is directly or indirectly related to the activities of people and organizations.
The participation of civil servants of local bodies of state executive power in any kind of activity is of fundamental importance for the development of a quality management decision. Civil servants have their own interests and have the ability to express them. Because of this, it is hardly possible to present the activity in the form of a chain, in which it is necessary to find a decisive link in order to pull the whole chain beyond this link.
If we turn to visual images, it is likely that it is better to liken any activity to a multidimensional web, and the knots are connected not by threads, but by elastic bands, and even the knots themselves have their own activity. The result is unexpected, at first glance, effects.