Expanded Summary

Effective decision-making is the choice of the alternatives to which the organization achieves success. The desire to succeed is characteristic to all organizations. But in order to find out whether the organization has succeeded it is necessary to identify--what does the success mean? Naturally, many people will name the high image, giant companies on that question and they will be right. Although, with this position it means that only size of the organization and / or profit maximization is a success. However, every organization has a definite purpose and if the organization has achieved its goal, it is already successful. That is to say, success is not related to the size of the organization and everything, including small business, can have its success.

The most important goal that the organization's management needs to achieve is to offer the product (service) that increases the productivity of this organization. That is, to make such decisions according to which the organization's operational parameters will approach to the desired ones.

Organization's productivity - is the measure of how economically the organization uses its available resources and how effective its management is. That is, the organization is highly productive if it produces required, demanding goods (services,) that are sold well and everything is done properly and successfully. In particular, if the resource economy is a measure of how well the consumer is explored, what are the requirements and how rationally the organizational resources have been used to satisfy these requirements, efficiency - is the best ratio of goals and achieved results. That is, effective is the management of the organization that chooses the right aim and actually achieves it.

The desired goal should have an appropriate criterion for measuring. It is a mistake when evaluation of the productivity of the organization is done according to the volume of manufactured products, or by rational use of resources existing in its system (Though, both are important components of productivity). In our opinion, we should see in it the process that is focused on obtaining a competitive advantage and on the other hand its expected results, which should be taken in time and which is expressed in specific indicators. That is, its value should be determined.

Therefore, productivity – this is the ability of the organization to surpass the competitors by producing more desired products for consumers in a thrifty way and with an increasing difference between the costs of the exported products from the organization and imported resources. Thus, everything that is related to this formula is at the same time supporting factor of the promotion of the productivity of the organization. Consequently, the managers' strategic vision and the success of their decisions should be assessed by the aim of determining how they are oriented on specific, time-consuming and realistic results.

In order to make a successful decision, it is necessary to get its objective constituents (Purpose, alternatives and motives) adequately, in which  naturally an important role plays the managerial strategic vision, knowledge, skills, habits, experiences, moods, emotions, intellectuals and other professional or personal qualities, which totally  create the individual identity. So, want it or not, each manager has its own system of values that determines its actions and influences on the success of decision making process.

For the purpose of finding how well the above-mentioned properties are developed in modern managers and how correctly they use such an individual system of values, in Kutaisi we have interviewed owners (managers) of small and medium enterprises on business prospects and successes in their disposal (management).

More than 300 respondents have been interviewed. In particular, on the question - whether you want to expand your business, or get more income, 99% of respondents responded positively, which should be considered one of the best positive indicators of evaluating the business environment. In fact, it has also should have pushed to4 assess the viability of business activity as well. In particular, only 2% of respondents expect that the time will come when their business will no longer be required, and 98% thinks that his business is stable and more - is growing.

The answer to the following question looks pretty interesting: - "First of all, what hinders you to expand your business?", the vast majority of respondents (78%) responded to the fact that it was "lack of financial resources", and for example, the factor as "managerial competence (inexperience, inadequate knowledge)", only 6% of respondents consider  hindering; "Low qualification of personnel" - received 13%.However, on the question :”What will be the  percentage of your annual profit from your invested working capital", the vast majority of respondents (84%) expects at least more than 50% of profitability.

Thus, if 99% of respondents wants to expand its business by 98% of probability - this is a stable and developing business and if most managers of such business think that each Lari invested in the working capital gives at least 50% profitability, which is much higher than the current interest of a bank loan, one may conclude that the problem of small and medium business development today is "management deficit" rather than "failure in financial resources".

However, it should be noted that this survey has revealed quite reliable perspectives. Namely, the younger the respondent, the higher is the chance of profitability of each Lari invested in the working capital and second - the younger the respondent, the more reduced becomes “the lack of sources “among the obstacles and high qualification of managerial competence and hired personnel becomes more demanding (slightly but still) .And this is the reason to say that the future generation is more risky and feels the necessity of qualified knowledge in achieving success.