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The purpose of the research is to develop methodological approach to evaluation of effectiveness of development of “conflict-free” socio-economic system.

The fundamental platform of the research is the classic approach to evaluation of effectiveness of managerial practice in socio-economic system.

A methodological approach to evaluation of effectiveness of development of “conflict-free” socio-economic system is developed; it envisages calculating the ratio of aggregate results (including advantages) from “conflict-free” development of systems to aggregate expenditures for management of conflicts. Successful approbation of this approach by the example of modern “conflict-free” socio-economic systems – Turkey and Japan – showed its readiness for practical application. The obtained results show that in Turkey in 2018 the effectiveness of development of “conflict-free” socio-economic system is acceptable (normal), as the value of the calculated Erbs index is in the interval (1,5;2), that is the results of managing the conflicts exceed the expenditures. In Japan in 2018, effectiveness of development of “conflict-free” socio-economic system is very high, as the value of the calculated Erbs index is in the interval (2;3) – that is, expenditures for management of conflicts are minimum, and results are very high.

Advantages of the developed methodological approach to evaluation of effectiveness of development of “conflict-free” socio-economic system, which emphasize perspectives of its practical application, are the detailed structure, variability, and universal character.

The purpose of the work is to develop a Russian model of decision-making in modern business systems.

The method of modeling of socioeconomic systems and the method of formalization for graphic presentation of results of modeling are used.

A Russian model of decision-making in modern business systems is developed; it reflects not only the structure of managerial tools and peculiarities of its communication with business entities, that is, internal hierarchy of the business system, but also the algorithm of decision-making in modern Russian business systems, which includes six consecutive mandatory stages. The presented model showed simplicity and clarity of hierarchy of managerial staff and the business system on the whole. Due to this, authorities and responsibilities are not doubled – each business entity under the management of functional manager performs strictly determined business processes. This allows dividing any problem into a lot of subproblems, which are effectively solved by the corresponding functional managers on the basis of the mechanism of labor division. Due to this, alternatives are selected over a short period of time.

It is determined that, despite multiple advantages, connected to logical succession of the process of making of managerial decisions in modern business systems, the Russian model of this process has drawbacks that are caused by stage-by-stage and fragmentary solution of problems and implementation of decisions, as well as by underdevelopment of feedback and marketing activities.