This study develops theoretical, methodological, methodical and applied principles of the technology for making managerial decisions at small enterprises at the stage of growth. Аcademic approaches to understanding the essence of the ‘decision’ and ‘managerial decision’ concepts are analyzed. The necessity of differentiating the above-mentioned concepts is substantiated. The main distinctive features of a managerial decision are elucidated.
Proposed to expand the classification categories of managerial decisions with the ‘stage of the life cycle’ feature.
The main approaches to defining the ‘business life cycle’ concept are highlighted. The possibility of a single enterprise going through several life cycles and the possibility to change the sequence of the stages is substantiated.
Drawing on the analysis of the elements of the internal environment of an organization and systems theory, elucidated the comprehensive characteristics of the life cycle stages of a small enterprise, which are the basis for separating one stage from another.
Argue that rational choice theory is the most widespread classical economic theory. Highlighted academic approaches within the framework of classical scientific rationality: axiomatic, informational, operations research, classical game theory.
The main stages of the managerial decision-making process are highlighted. Substantiated the expediency of introducing a diagnostic stage into the model.
The most common categories of classification of methods of making managerial decisions are elucidated: the subject of decision-making; the way of implementation; the method of forming the decision rule of optimization; the quantity and quality of information available. Substantiated inappropriateness of the use of the hierarchical classification of methods of making managerial decisions.
Development of small business in Ukraine is analyzed.
Using the results of the PEST analysis, argue that the vast majority of environmental factors, including political and social ones, negatively affect the development of small business. Assessed bureaucratization and the level of corruption in Ukraine using the CPI indicator. Thus, observed an increased degree of risk for small business associated with informal spending, which hinders domestic and foreign investors from investing in its development.
The main lever of state regulation of small business through tax legislation, changes in which ambiguously affect the development of entrepreneurship is identified. Assert that the state support of small enterprises, declared by the government, is not being fully implemented. Revealed that social factors negatively affect the provision of entrepreneurship with qualified personnel.
Assert that, in the process of developing and making managerial decisions, owners and managers of small enterprises are guided mainly by their experience, intuition, and a number of other subjective factors. Highlighted the operations of strategic management, for which the decision-making procedure should be used.
Taking into account the creative nature of the mission formation process and using the principles of the KJ method, formalized its procedure for small enterprises at the growth stage. It is presented as a logical process model with validation criteria.
Proceeding from the unique features of small businesses, substantiated the sufficiency of strategic analysis of segments of the business landscape as an object of strategic analysis. Offered the technology of analyzing the business landscape and making decisions on the identifying of the most significant factors of influence on the development of small business.
Regarding decision-making on the choice of a strategic alternative for the development of a small enterprise, substantiated the assessment parameters growth and profitability. The decision was formalized in the form of a logical scheme and a two-sector model.
Substantiated the expediency of using matrix methods for the decision-making procedure on determining the strategic partner of a small enterprise.
Developed a corresponding procedure consisting of four stages, a matrix model of potential business partners, a description of the matrix fields and possible options for making decisions on a partnership.
Highlighted the most significant typical business processes of small enterprises and their operations. Systemized expenses for operations of the highlighted business processes. Formalized the procedure for making the above-mentioned decisions in the form of graphical calculation models, which provide an opportunity to highlight certain organizational patterns and delegate authority to subordinates.
The main components of the diagnostics of objectivity and quality of the managerial decision-making process are identified.
