1. Ask questions, analyze problems and determine the decision-making level. Since decision-making is a management activity, it must be carried out around certain problems. For example, in a software enterprise, how can some enterprises develop themselves in the market competition? How to raise funds for current enterprises; How to market the software products developed by enterprises; How to plan, publicize and sell the developed products is a problem that needs to be solved.
2. Clear target decision-making target is not only the basis for making decision-making plan, but also the standard for implementing decision-making and evaluating the effect of decision-making. The goal of decision-making is the level that decision-making must reach. Therefore, the decision-making objectives must be reasonable and feasible. The standard to make a decision-making goal reasonable and feasible should be that the goal can be achieved, but it must be achieved through hard work. It is unrealistic to set a very high goal, which will make people flinch, lose the confidence and courage to fight for it, and the decision will fail.
3. There may be various methods or means to make alternatives to achieve the same decision-making goals. Different ways and means have different efficiency in achieving the goal. Decision-making requires the lowest cost, the highest efficiency and the greatest income to achieve the goal. This requires comparison and selection of various methods, so the third procedure of decision-making is to work out all possible alternatives within the permitted scope.
4. Selecting and determining the optimal scheme, comparing and evaluating the decision-making schemes, and determining the optimal scheme are the key links in the selection. Then, first of all, we need to organize an effective team to evaluate the rationality and scientificity of the scheme from all aspects. Secondly, it is necessary to determine the scheme selection criteria. In the decision-making of economic organizations, the criteria for selecting schemes are generally based on economic benefits. For example, profit, cost, payback period and other indicators are the most basic indicators in the enterprise evaluation scheme.
5. Organizational decision-making implementation From the perspective of modern decision-making theory, decision-making is not only a simple problem of scheme selection, but also includes decision-making. Because whether the decision is correct or not and how the quality is, it can't be really proved without the test of practice, and practice is the only criterion to test the truth. Moreover, the purpose of decision-making is to implement decisions to solve the initial problems. If choosing a satisfactory solution is half the success in solving the problems raised, then the other half is the implementation of organizational decisions.
6. Information feedback, decision-making revision and supplementary execution are the only ways to test whether the decision is correct or not. In decision-making, no matter how carefully considered, it is only a prior assumption, and it is inevitable that there will be mistakes or shortcomings. Moreover, with the development and changes of the external social market situation, the conditions for implementing decisions cannot be completely consistent with the envisaged conditions. Under the influence of some unpredictable and uncontrollable factors, the implementation conditions and environment may be quite different from those on which the decision-making scheme is based. At this time, what needs to be changed is not the reality, but the decision-making plan.
7. Sum up experience, learn lessons and improve decision-making. After a decision is implemented, summarizing and reviewing the process and situation of a certain implementation can not only clarify the merits and demerits, determine rewards and punishments, but also further improve the decision-making level. By summing up the decision-making experience, we can often find that some decisions seem correct at first, but they are not satisfactory after implementation; For example, the short-term benefits of some decisions may be very significant, but the long-term benefits are very poor. These are all experiences gained by summing up the results of decision-making.