(一）提高决策效率和效果的准则

1．重要性原则

组织资源和决策者时间的有限性决定了决策者不可能对组织中每天出现的所有问题同时进行决策，组织也没有足够的资源来同时解决所有问题。这就需要决策者必须分清重点，对解决问题的优先次序和应当投入的时间、精力、资金等资源的数量做出判断。重要性原则的体现之一就是靠近问题，即在尽可能地靠近问题产生或机会出现的地方进行决策，将会更容易、更便捷地获取真实信息，快速地做出并实施决策。

(1) Guidelines for improving decision-making efficiency and effects

1. Important principle

The finite based on organizational resources and decision makers determines that decision makers cannot perform decisions while all issues arising every day, and there is no sufficient resource to solve all problems at the same time. This requires decision makers to distinguish the focus, and judge the quantity of solving problems and the amount of time, energy, funds, etc. should be investigated. One of the embodiments of the principles of importance is approaching the problem, that is, decisive as much as possible or opportunity, will make it easier and easier to obtain real information, and make and implement decisions quickly.

2．准确性原则

准确性原则首先要求提供准确的信息。提供不准确信息的决策将会导致管理

者在应该采取行动的时候没有行动或根本没有出现问题时而采取行动。基于不准确信息的种种决策，往往会使整个组织蒙受损失。在信息准确的基础上，决策者必须建立起明确的决策目标，以便确定努力方向，在进行方案抉择时提供参考标准，同时有利于决策者对决策实施的最终效果进行监督和评价。此外，准确性原则还要求运用精确的工具和方法去衡量决策的实施结果，以保证准确的控制。

2. Accuracy principle

Accuracy principles first require accurate information. Decisions that provide inaccurate information will result in management

Action should be taken when there is no action in action or there is no problem. Various decisions based on inaccurate information often make the entire organization suffer losses. On the basis of information accuracy, decision makers must establish a clear decision-making goal to determine the direction of efforts, and provide reference standards when conducting program choices, and contribute to monitoring and evaluation of the final effect of decision-making. In addition, the accuracy principle also requires accurate tools and methods to measure the implementation results of decisions to ensure accurate control.

3．灵活性原则

在复杂的环境中，决策要能适应组织调整或外部变化，即具备灵活性。正如毛泽东曾经指出的，“我们的原则性必须是坚定的，我们也要有为了实现原则性的一切许可的和必需的灵活性。”①现今世界技术进步日新月异，顾客需求也在不断变化，环境复杂性越来越大，如果不能对这些变化做出准确的预测或反应，那么组织的生存将难以维系。灵活性还意味着管理者能即时获取所需信息，从而及时采取行动。

3. Flexibility principle

In a complex environment, decision should be adapted to tissue adjustments or external changes, namely flexibility. As Mao Zedong has pointed out, "our principle must be firm, we must also have the necessary flexibility in achieving principled all licenses." 1 Today's world technology progress has changed, and customer demand is constantly changing, environment The complexity is getting bigger and larger, and if these changes cannot be accurately predicted or reacted, the survival of the organization will be difficult to maintain. Flexibility also means that managers can instantly get the required information to take action in time.

(二)不确定性情境下决策方案选择准则

不确定性情境下，决策方案的选择有四个基本准则:一是乐观准则,即决策者认为无论他们采取什么措施，无论别人采取何种策略，事情总是朝着对自己最有利的方向发展。因此他们估计每个方案的最好结果，并选择结果最好的行动方案。二是悲观准则，即决策者认为无论他们采取什么措施，无论别人采取什么策略，环境如何变化，事情总是朝着最坏的方向发展。因此，他们估计每个方案的最坏结果，并在最坏结果中选择他们认为最好的行动方案。三是等概率准则，即决策者认为各个可行方案的各种可能结果发生的概率相同,进而选择期望值最大的行动方案的准则。四是最小后悔准则，即决策者总是选择与最好结果偏离不大的行动方案。这是介于乐观准则和悲观准则之间的一个决策准则。按照这一准则，决策者需要先构造出一个机会损失矩阵，然后从机会损失矩阵的每一行中选出最大的机会损失，再从选出的机会损失中选择最小的机会损失，其所对应的方案就是最满意方案。

(2) Criteria for decision plan selection in uncertain situations

Under uncertainty, the choice of decision-making program has four basic guidelines: First, the decision makers think that no matter what measures they take, things are always moving towards their most favorable direction. . So they estimate the best results of each program and select the best action plan. Second, pessimism, that is, decision makers think that no matter what measures they take, no matter what strategy is taken, the environment changes, things are always moving in the worst direction. Therefore, they estimate the worst result of each solution and choose the best action plan in the worst result. Third, the probability guidelines, that is, the decision makers believe that the probability of various possible results of each possible solution will be the same, thereby selecting the guidelines for the maximum action plan for the expected value. The fourth is the minimum regret guidelines, that is, decision makers always choose to deviate from the best results. This is a decision guideline between optimism and pessimism. According to this criteria, decision makers need to construct a chance to lose matrix, then select the maximum chance loss from each row of the opportunity to lose matrix, and then select the minimum opportunity loss from the selected opportunity loss, which corresponds to The program is the most satisfying solution.