ОРГАНІЗАЦІЯ ТА ЕКОНОМІКА ФАРМАЦІЇ

The article is devoted to substantiation of the theoretical aspects of management decision, its modern methods and adaptation of classical theories to pharmaceutical management. The efficiency of enterprises depends on the level of the enterprise management organization and decision-making efficiency. Most management decisions are made under uncertainty, which causes risk in the organizations activity. Each problem of decision-making is different. Some initial situation, alternative solutions, implications of different options are common to all the problems. With these components any problem decision can be described. The requirements for effective management decisions have been analyzed. The algorithm for management decision making when applying different types of management at the enterprise.

The current state of the market economy requires adequate types of management to these processes at all levels and sectors of the economy. This problem is of particular importance at the level of pharmaceutical companies because the market orientation of the pharmaceutical sector increasingly requires the ability to see perspectives and make strategic management decisions by managers for the effective performance of both commercial and social functions. Providing market stability and success of pharmaceutical functioning in a competitive environment depends on effective management. The changes occurred in the economy and politics of Ukraine revealed a number of controversial and topical issues that are of theoretical and applied nature and are essential for the sustainable functioning and development of the pharmaceutical sector of the economy. Therefore, the process of conceptual and practically significant developments of management decisions making problems considering risk factors and uncertainties of the environment and healthcare reforms, including the pharmaceutical area, is of special importance.
A significant contribution to the development of the conceptual foundations of the decision making theory was made by such domestic and foreign authors as V.P.Ha However, the task of improving the efficiency of the development process and decision-making requires a systematic approach to the study of the nature, specific characteristics and procedural organization.
The aim of the study is development and updating of theoretical ideas about the nature and procedural organization of management decisions and substantiation of the efficiency improvement of enterprises in the pharmaceutical industry.

Materials and Methods
The methodological and theoretical framework for the study was the papers of domestic and foreign scholars and experts in the field of management.
While carrying out the research such general scientific methods as systematic, and comprehensive situational approaches, as well as the general theory of management were used.
Today's unpredictable environmental factors significantly affect the operation of business. In these circumstances compliance with the requirements of the enterprise's manageability is one of the most important criteria for evaluating the effectiveness of its activities. Thus, the more the environmental effect is, the more attention managers at all levels of government must pay to the study of the processes occurring in the environment of the organization. The primary means of the enterprise adaptation to uncertain and rapidly changing environmental conditions is an effective management system with the appropriate set of methods, tools, styles, providing formation and implementation of the optimal variant of the entity [1,3]. According to experts in the field of management today's leaders (regardless of their hierarchy) are under pressure of such environmental factors as increased competition; limited time, increase of the information flow, error rates and the level of uncertainty of market dynamics changing market needs and expectations, falling demand and its solvency, the complexity of the structure of business and its operating environment in general [2,7,8]. Diversity of styles and management practices, variability of personal characteristics of the head, as well as a direct impact on his/her duties are the core of factors of the internal environment of the organization. Combination of external and internal factors creates a cumulative effect on the head of any rank in making his/her managerial decisions (MD). The study of the works of the leading experts in management, economics, sociology, psychology and other research areas that influenced on the formation of the modern model of MD is of a great importance for understanding the nature and characteristics of MD making in organizations, including those of the pharmaceutical branch [4-6, 10] (Table).
It is also important to pay attention to peculiarities of making MD in terms of individual national cultures. International experience suggests that there are different approaches in the process of MD making. Thus, management organization in Western European companies compared with the American ones has its specific features due to historical conditions of the theory and practice of management in these countries. Leading American companies had in its basis the trust structure, and branches of large firms were not endowed with self-sufficiency, especially in dealing with strategic issues. At the same time the majority of large European companies were focused on decentralization of management, and their subsidiaries had financial and legal independence. But, both in Europe and the United States, small and medium enterprises play a very important role in the economy. This caused some features of their management ( Fig. 1).
Based on the national and international experience, as well as the experience of operating businesses in the pharmacy branch we have concluded that the new economic relations, forms of organization and management methods cannot be implemented directively. Therefore, a necessary condition for formation and stable functioning of the pharmaceutical market is review of the style and methods of business management, and above all, The normative model of MD It provides determination of criteria for assessing the problem situation, which include: • significance of the MD quality and availability of sufficient information or experience of the head for making a high-quality MD; • degree of structuring of the problem; • significance of the consent of subordinates with the MD accepted for its effective implementation; • probability that the autocratic decision of the head will be supported by subordinates; • motivation of subordinates to achieve organizational goals that are pursued in solving this problem; • likelihood of conflicts between subordinates in making MD

Conflict-game model
It specifies that the organization is a collection of interacting "power" games or the so-called ensemble of games. Game is a certain type of relations that arise in any organization. The "players" are heads and subordinates, managers and workers, divisions and groups. The game rules are not formally established, and gradually formed through evolution by analyzing the behaviour of players in similar situations through the practical implementation of scientifically based methods of decision-making (Fig. 2). However, it seems clear that the choice of MD method is defined both by objective factors and the specific subject of application, which can be managers of the certain management level. But usually they (methods of MD) must be accurate, reliable, motivated, determined both in time, methods, and in choosing the executive; they should minimize the uncertainty of the external and internal environment, and thus, reduce or completely avoid the risk in MD making [12][13][14][15][16]. An important component of effective management of the organization is the quality of MD.
The main conditions to ensure high quality and efficiency of implementation of MD at pharmaceutical companies include: • application of scientific approaches to MD development; • the study of the effect of socio-economic laws on the effectiveness of MD; • providing a manager with a qualitative information that characterizes the parameters of "input", "output", "environment" and "process" in the system of management decision implementation; • automation of continuous data collection and processing in the process of MD implementation; • application of the methods of functional -cost analysis, forecasting, modeling and economic feasibility of implementation of each decision; • structuring of the problem and building a "tree" of goals; • providing comparability of alternatives of MD and their multiple variants; • compliance with legal validity of MD; • development and functioning of the system for responsibility and motivation of qualitative and effective implementation of this decision; • a clear mechanism for implementing solutions based on the performance discipline.
The most important aspect of organizational development and implementation of MD is organization of the sequence of work required to complete this process. We believe that for practical implementation of this process the type of management that managers of different levels of management use in the company regardless of the industry sector, legal status and ownership may be of special importance. Within the framework of the research conducted we detailed the possible algorithms for developing and making MD in certain types of management, which are now commonly used in organizations of the pharmaceutical branch (Fig. 3).
Thus, MD making in traditional management is based on the study of the past experience in solving similar problems in a particular organization, and predicting the effects of their analogy. These features have their impact on the MD algorithm comprising the steps related to identification of the similar problems and prediction of results similar to the results already obtained.
The principal difference of the algorithm of MD making in systemic management is implementation of stages of gathering information about the system and relations of its elements, determination of objectives for management of the element in solving the problem at the system level, generation of the list of possible control actions in relation to the system -the source of the problem, and prediction of the consequences of these impacts for the system level.
The situational approach focuses on the fact that suitability of different management practices is determined by the situation, therefore, the decision-making algorithm includes the stages of collecting and analyzing information concerning the situation, detremination of objectives for management of the situation when solving the problem and prediction of the consequences of control actions for the situation.
In social management when making MD special attention is paid to consideration of permissible and impermissible implications of options of control actions according to various parameters. It should be emphasized that social and stabilization types of management have the longest chain of the manager's operations concerning MD. It can be explained, firstly, by the social orientation of the subjects of the pharmaceutical industry (manufacturers, wholesale management, retail sector), and secondly, the current instability and uncertainty of environmental factors, increased competition at the pharmaceutical market with simultaneous reduction of consumer demand for pharmaceutical products and solvency.
For specific tasks using a particular type of management the algorithms may vary according to the specificity of a particular task.
CONCLUSIONS The effectiveness of enterprises in a competitive environment depends on the level of the enterprise mana-gement efficiency and decision-making. The vast majority of administrative decisions have been taken under conditions of uncertainty, which causes risk of organizations. Uncertainty in decision-making is understood as availability of several possible outcomes and alternatives, and arises because of the influence of uncertain factors, including factors of personal uncertainty, and uncertainties of the environment, including natural and behavioral uncertainty.
Each problem of decision-making is different. Some initial situation, alternative solutions, implications of different options are common to all the problems. With these components any problem decision can be described. Taking all these into account the algorithm in the managerial decision has been developed. MD is quite complex and cannot always take place in accordance with the stages mentioned above. Some procedures, stages may be absent or occur in parallel, and sometimes they need to be repeated. The quality of the decision making process is directly dependent on the completeness of all factors that significantly affect the consequences of the decision.