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The head of a company makes important business decisions every day. The profit of the enterprise, the choice of reliable partners and the outcome of the work of the entire team depend on them. At the same time, all managers make management decisions differently. The article talks about the psychological basis for the development of management decisions. The social efficiency of a management decision is considered as the result of achieving social goals for a larger number of employees and the company in a shorter time, with fewer employees, and at lower financial costs. The organizational effectiveness of a management decision lies in the fact that the company’s personnel are involved in this work. Social is embedded in the personnel management mechanism, which includes levers of influence on people to coordinate their activities in the team. Formal relationships are consolidated in the form of functional or organizational structures of departments and the company as a whole. Informal (personal) relationships are established on the basis of common priorities of needs and interests, likes and dislikes. Informal relationships are also fixed in the form of a structure with leaders and subordinates, and have unwritten rules of relationship.
Sadykova et al. (Mon,) studied this question.