Methodology for developing regulations on structural divisions. Organizational management structure

Ministry of Education and Science of the Russian Federation

federal state budgetary educational institution

higher professional education

Coursework in the discipline "Management"

Topic: “Analysis of management processes of a structural unit of an organization”

Perm 2014

Introduction

The study of management processes within a structural unit of an organization is an important aspect.

Managing an organization involves understanding and forming a complete picture of its functioning, a business model that includes all structural divisions, based on analytical information. Systematic, rather than periodic, use of such information, reflecting all aspects of the organization’s activities for making management decisions, makes it possible to reduce the level of financial risks.

Structural divisions of an organization, as well as various areas of business, often operate inconsistently (by function, product, territorial or other basis), which affects the efficiency of the entire organization.

The effectiveness of business development and the achievement of the goals set in the organization largely depend on a well-established executive mechanism that connects the results of the activities of structural divisions with the requirements of management. An important component of such a mechanism is control and analysis of the activities of departments, as well as the reporting and responsibility of their managers for the results of their work. How to create and organize the activities of such a mechanism in the practice of managing an organization?

For the effective operation of an organizational unit, it is important to clearly and clearly define the functional responsibilities and authorities, as well as relationships with other structural units.

Each employee of the department must understand what is expected of him, what powers he has, and what his relationship with other employees should be.

This is achieved using a division diagram, supplemented by appropriate reference books (instructions), and the distribution of responsibilities.

The creation of various positions according to the functions of employees makes it possible to achieve more effective management and the necessary flexibility in the management of the organization during the period of expansion of its economic activities.

Purpose course work is an analysis of the management processes of a structural unit of an organization using the example of ICC Prosvet LLC.

To achieve the goal of the course work, a number of tasks must be solved:

The main goals and objectives of the unit, their consistency and linkage with the strategic goals of the organization.

· Functional relationship of the unit with adjacent structural units.

· Structure and staffing of the unit, division of labor and decomposition of tasks according to job descriptions

· The system of remuneration and motivation of personnel, the connection of the system with the results of work and the achievement of personal and organizational goals.

· Study of the psychological climate and culture of informal relationships, their impact on professional activities

· Identification of problems existing in the department and recommended directions for solving them

The subject of the study is a structural unit of the organization.

The object of the course work is the enterprise LLC ICC "Prosvet".

Chapter 1. Theoretical foundations of management processes for a structural unit of an organization

1 The organizational structure of the organization and the structural unit of the organization, and its relationship with adjacent structural units

The organizational structure of enterprise management is a strict subordination of departments and services, as well as individual performers involved in organizing and coordinating the functioning of the production management system, developing and implementing management decisions to implement the plan.

Management units (production and dispatch department) and individual performers (deputy head of the enterprise for production, heads of production departments, workshops, sections) who directly manage the production process are linear. Management units (departments and services of logistics, sales, marketing, design, technology, accounting, economic planning, etc.) and their heads, as well as individual performers (deputy heads of the enterprise for management functions) ensuring the implementation of specific management functions and not directly involved in the production process are functional.

Organizational and production structures form the overall structure of the enterprise.

The concept of traditional, or so-called hierarchical, organizational structures was formulated by Max Weber. According to this concept, structures are linear and functional.

In a linear structure, the division of the management system into component parts is carried out according to production characteristics, taking into account the degree of concentration of production, technological features, breadth of product range and other characteristics.

The linear structure functions well when solving problems with repetitive operations, but it is difficult to adapt to new goals and objectives. The linear management structure is widely used by small and medium-sized firms engaged in simple production in the absence of broad cooperative ties between enterprises (Table).

Table Linear organizational structure

The scope of application of the functional structure is single-product enterprises; enterprises implementing complex and long-term innovative projects; medium-sized highly specialized enterprises; research and development organizations; large specialized enterprises (Table 5.7).

Specific management tasks when using a functional structure:

careful selection of specialist heads of functional departments;

leveling the workload of units;

ensuring coordination of the activities of functional units;

development of special motivational mechanisms;

Table Functional organizational structure

providing autonomous development of functional units;

priority of specialists over line managers.

The modern organizational structure is a linear-functional structure that ensures the division of managerial labor. At the same time, linear management links are called upon to command, and functional links are called upon to advise, help in developing specific issues and preparing appropriate decisions, programs, and plans. Heads of functional services exercise influence on production units formally, without, as a rule, having the right to independently give them orders (Table 5.8).

The linear-functional organizational structure has provided a qualitatively new division of labor in management, but when solving problematic problems it becomes ineffective.

The improvement of the linear-functional organizational structure led to the emergence of a divisional organizational structure of management, when individual units with a certain independence enter into contractual relations with each other on the basis of self-financing. Strategic decisions are left to senior management.

Table Linear-functional organizational structure

The need to use a divisional structure arose in connection with a sharp increase in the size of enterprises, diversification of their activities, and increasing complexity technological processes. The key figures in the management of organizations with this structure are not the heads of functional departments, but managers heading production departments.

The structuring of an organization into departments is carried out, as a rule, according to one of the criteria: products manufactured, customer orientation, regions served. Heads of secondary functional services report to the manager of the production unit. Assistants to the head of the production department control the activities of functional services, coordinating their activities horizontally (Table 5.9)

Table Divisional organizational structure

The scope of application is multi-industry enterprises; enterprises located in different regions; enterprises implementing complex innovative projects.

Specific management tasks when using a divisional organizational structure:

justification of criteria for identifying projects and product groups;

careful selection of department heads;

ensuring a unified innovation policy in all product groups;

preventing intra-company competition between product groups;

preventing the autonomous development of product groups;

development of special motivational mechanisms regulating intra-company cooperation;

priority of line managers over specialists.

When searching for an effective management structure, the focus has always been on the correct balance between centralization and decentralization in management. In practice, there are no completely centralized or decentralized structures. In organizations with highly decentralized structures, the most important decisions are often made only by employees occupying fairly senior positions (not lower than the head of a department).

2 Department staffing, division of labor and decomposition of tasks according to job descriptions

The staffing table of an organization or structural unit is a regulatory document of an organization or unit that formalizes the structure, staffing and number of the organization or unit, indicating the amount of wages depending on the position held. The staffing table reflects the existing or planned division of labor between employees, as described in job descriptions.

Staffing is of great importance for the effective use of workers. It makes it possible to compare departments by number of employees, qualifications, and pay levels. It can be used in analyzing the workload of employees, the volume of work performed, clarifying job descriptions, as well as in assessing the feasibility of the existing structure of the organization.

Such an important personnel document as the staffing table raises many questions in practice. Is it necessary for the organization? How to approve a new staffing table and how often should it be drawn up? How to correctly fill out the unified form No. T-3 and is it possible to add additional details to it? How to formalize a change in staffing and what are the features of this procedure when reducing staff? What is staffing and how does it differ from staffing? You will find the answer to these and other pressing questions in this article.

In accordance with the Instructions for the application and completion of forms of primary accounting documentation for the accounting of labor and its payment, approved by Resolution of the State Statistics Committee of Russia dated January 05, 2004 No. 1 “On approval of unified forms of primary accounting documentation for accounting of labor and its payment” (hereinafter referred to as the Resolution No. 1), the staffing table is used to formalize the structure, staffing and staffing levels of an organization or structural unit in accordance with their Charter. It contains a list of structural units, names of positions, specialties, professions indicating qualifications, information on the number of staff units.

For an employer, a staffing table is a very convenient “tool” that performs several functions at once. In particular, it:

· allows you to clearly trace the organizational structure of the company (its structural divisions);

· fixes the staffing levels of structural units and the number of staff units for each position (profession);

· allows you to monitor the system of remuneration for employees of structural divisions;

· establishes and fixes the sizes of allowances;

· facilitates tracking of vacancies and selection of personnel for these vacancies.

Is it necessary to have a staffing table?

At the moment, there are two points of view regarding the employer’s obligation to maintain a staffing table.

According to the first, the presence of this local regulatory act is mandatory, since it directly affects the labor function of the employee and his remuneration. Thus, in the Labor Code of the Russian Federation, the staffing table is mentioned in Art. 15, containing the definition of labor relations, and in Art. 57, according to which an essential condition of an employment contract is a labor function, namely: work in a position in accordance with the staffing table, profession, specialty indicating qualifications, the specific type of work assigned to the employee.

According to another point of view, the employer independently decides on the need to maintain a staffing table. The following arguments support this position. Firstly, Resolution No. 1 approved the unified form of staffing recommended for use (No. T-3). The staffing table is also mentioned in the Instructions for filling out work books, approved by Resolution of the Ministry of Labor of Russia dated October 10, 2003 No. 69 (hereinafter referred to as Instruction No. 69). In particular, paragraph 3.1 of the Instructions notes that entries on the name of a position (job), specialty, profession indicating qualifications are made, as a rule, in accordance with the organization’s staffing table.

As we can see, none of the listed regulations stipulate the employer’s obligation to draw up a staffing table. At the same time, we recommend not to neglect maintaining this personnel document, since the inspection authorities adhere to the first point of view.

Yes, the Foundation social insurance The Russian Federation draws the attention of policyholders (employers) to the need to draw up a staffing table as a document used to confirm the correctness of the calculation of insurance premiums1<#"justify">Who should develop and approve the staffing schedule?

After deciding on the need to draw up a staffing table (if, of course, it does not already exist in the organization), the next question arises - who should develop this personnel records document?

The legislation does not define the circle responsible persons, therefore, we assume that the head of the enterprise should deal with this issue. A separate order may be drawn up, assigning the responsibility for drawing up the staffing table to a specific employee, or this responsibility may be enshrined in employment contract or employee job description.

As a rule, in small organizations, the staffing table is drawn up by employees of the personnel department and (or) accounting department, and less often by employees of the legal service. In large companies - the economic planning department or the labor and wages organization department. If we are talking about an individual entrepreneur, then this can be done by a personnel officer, an accountant (if there are any on staff) or the entrepreneur himself.

The staffing table is approved by order (instruction) signed by the head of the organization or a person authorized by him to do so.

3 Remuneration system and personnel motivation

Motivation is a system of factors that cause and direct oriented human behavior to achieve goals.

The motivation system is a system of material incentives combined with moral recognition of achievements. Ensures the interest of all participants in achieving common goals and individual interests in joint work.

The motivation system includes: a remuneration system and an incentive system.

The payment system directs personnel to perform work functions and interact, and motivates work.

The incentive system directs personnel to achieve achievements in work, motivates productivity and efficiency.

Remuneration system.

The remuneration system is a system of reward for performing certain labor processes. A tool for encouraging personnel to perform labor functions in accordance with assigned responsibilities within the division of labor.

The remuneration system provides an assessment of: the employee’s role in joint activities, personnel qualifications, volume and quality of work performed.

The remuneration system is part of the necessary organization of activities that solves the following problems:

Determines and differentiates remuneration for work depending on position, qualifications, quality and working conditions.

Motivates the development of competencies and their application in work.

The purpose is to establish a payment measure in accordance with the measure of labor, stimulate achievements in work, ensure productivity growth over wage growth, and financial stability.

The role of the remuneration system in the organization of activities:

Tariffication of labor complexity and personnel qualifications in official salaries, grades, and wage standards.

Determination of additional payments, allowances for additional work, working conditions and modes, professional achievements.

Establishing criteria, conditions and procedures for calculating and paying the conditionally permanent part of wages.

Accumulation, development and application of competencies and performance.

Remuneration consists of “fixed” and variable parts. The “fixed” (process) part is fixed in the staffing table (salaries, tariff rates), the variable part (effective) is determined by the incentive system (bonuses, remuneration, compensation and other incentives).

The remuneration system is aimed at conditionally constant labor factors:

Difficulty of work. Expressed: in position in the organizational structure, position, qualifications of employees.

Quantity, quality of work.

Working conditions.

The organization of the remuneration system includes:

Forms of remuneration.

Types of remuneration.

Corporate standards for regulating remuneration and labor incentives (decision-making procedures, accruals and payments).

Remuneration management: planning, evaluation, information, control, analysis, monitoring.

Forms of remuneration:

Piecework (when there are quantitative indicators and their accounting, a direct dependence of labor productivity on the intensity and quality of work).

Time-based - per unit of working time.

Forms of remuneration can have different types of organization - lump sum, time-based - bonus, etc.

Structure of the remuneration system (tariff system)*:

Tariff scales - wage ratios depending on importance, qualifications, working conditions for establishing tariff rates.

Tariff rates (salaries, rates by grade) - the amount of wages per unit of time.

Additional payments to tariff rates.

* Tariff system - a set of standards for differentiation of wages depending on importance, qualifications, working conditions.

Types of remuneration.

Salary is a constant part of the salary established for the employee in accordance with the professional and qualification level of the position he occupies per month or other time period.

Tariff rate is a constant part of the salary established for an employee in accordance with the professional and qualification level of the work he performs per hour, day or other time period.

Allowances are a type of additional payment for performing functions on a larger scale, with particular complexity and urgency, with better productivity and quality (for high achievements in work, for professional excellence, for special important work- wording is determined by regulatory documents). Bonuses are established temporarily if an employee uses a potential significantly higher than that determined by the job description, if he is given decision-making rights (increased responsibility - financial, administrative, etc.) and in other cases related to the performance of labor functions, except for the results of labor, which are assessed in the motivation system.

Additional payments are a type of payment for working conditions that differ from usual ones (for combining professions, positions, hazardous conditions, increasing service standards, overtime, weekends, etc.).

The remuneration system is developed based on:

External information: state legislative and regulatory acts, tariff and qualification reference books, labor market monitoring, best practice methodologies and other information.

Internal information: organization and management systems, charter, organizational structure, staffing, specifics and features of activities and other information.

For more information about organization and management systems, see the article “Tools for Business Effectiveness and Efficiency.”

Performance indicators of the remuneration system:

1. Motivation to improve skills, volume and quality of work.

Staff turnover.

Remuneration for employees with key competencies at or above market levels (taking into account the incentive system).

No problems with attracting personnel, presence of competitive advantages in personnel.

Supports of the motivating role of remuneration: compliance with standards governing remuneration; objectivity, honesty and integrity of managers; monitoring employee achievements and growth; improvement of the system.

Stimulation is an incentive to action and results. Incentives: material rewards for work results, recognition of merit and achievements.

Labor incentive system - component motivation systems for work and results, personnel management tool.

The purpose is to establish a measure of employee incentives in accordance with the measure of labor productivity and efficiency, to stimulate achievements in work, to ensure productivity growth over wage growth, and financial stability.

The role of the incentive system in activities:

Create interest in achieving goals and performance results.

Ensure high staff performance, harmony of personal interests with business goals.

Stimulate growth in productivity, productivity, and labor efficiency.

Build staff loyalty.

Objectively reward labor contribution to performance results.

Have competitive advantages in the job market. Staff retention.

Accumulate, develop and apply competencies and performance.

The labor incentive system plays a significant role in financial well-being:

Provides for the payment of part of the remuneration (costs) from the income received, and not in advance. Optimizes cash flow.

Stimulates staff interest in making a profit, that is, optimizing costs and increasing income.

The labor incentive system is aimed at variable labor factors:

Labor productivity is the number of products produced and sold.

The quality of work is the quality of decisions, actions, products.

Labor productivity is the cost of products sold.

Labor efficiency - making a profit.

The labor incentive system is part of activity management, which ensures the solution of the following tasks:

Determination and differentiation of remuneration for labor depending on general and individual labor results.

Establishing criteria, conditions and procedures for calculating and paying the variable part of wages.

Establishing moral incentives for merit and achievements in work.

Encouraging employee initiative and creativity, improving competencies, and obtaining positive work results.

The construction of an incentive system should be based on the fact that the achievements of activities are based on the productive work of employees, which converts resources into performance results.

Requirements for the incentive system:

Focus on results and efficiency.

Clarity and clarity of the incentive system.

A combination of material and moral incentives.

Combination of interest in general and personal achievements: consistency, balance.

Validity of assessments: criteria, conditions, procedure for incentives.

Objectivity of stimulation and encouragement. Fulfillment of obligations under the system.

Formalization of the system. Openness to staff.

Objects of stimulation: results and effectiveness of general activities, results and effectiveness of individual work.

The organization of the incentive system includes:

Forms of labor incentives.

Types of labor incentives.

Corporate standards for regulating labor incentives (decision-making procedures, accrual and payment conditions).

Labor incentive management: planning, assessment, information, control, analysis, monitoring.

Forms of labor incentives:

Financial incentives:

Determining the types of additional remuneration for achieving general and individual performance and efficiency indicators.

Establishing criteria, conditions and procedures for calculating and paying the variable part of wages.

Moral encouragement:

Determining the types of incentives for achieving general and individual performance and efficiency indicators.

Establishing criteria, conditions and procedures for encouraging teams and employees.

Types of financial incentives:

Compensation payments.

Longevity pay.

Discounts on company products.

Payment for communication.

Payment for food.

Extension of vacation.

Payment for travel.

Providing loans.

Selling stock options.

Payment for vacation.

Types of moral encouragement:

Gratitude.

Prizes, awards, certificates.

Bonuses are forms of material incentives for employees for achieving results in accordance with indicators and conditions, which are one-time and periodic in nature, with various sources of payment.

Rewards are forms of material incentives for employees for achieving results in accordance with indicators and conditions, which are of a one-time final nature and may have different sources of payment.

Compensation payments - made to reimburse the expenses incurred by the employee in performing his labor functions.

Sources of financing the incentive system: cost and profit.

The labor incentive system is developed on the basis of:

General strategy, personnel strategy and policy.

Remuneration systems.

External information: government legislation and regulations, labor market monitoring, best practice methodologies (motivation methods) and other information.

Internal information: organization and management systems, charter, organizational structure, staffing, system of corporate standards, specifics and features of activities and other information.

Motivation methods that can be used when developing an incentive system:

Hierarchy of needs - hierarchy of needs (A. Maslow)

Theory of needs - theory of needs (G. Murray, D. McClelland)

Two factors theory - two-factor theory (F. Herzberg)

Expectancy theory - theory of expectations (V. Vroom)

Theory X Theory Y Theory Z - McGregor, V. Oshie

Core Competence - key competencies (H. Prahalad).

Other methods at the discretion of the company.

Indicators of the effectiveness of the labor incentive system:

Dynamics of performance and efficiency indicators.

Staff turnover.

The growth rate of labor productivity is faster than the growth of average wages.

Saving (overexpenditure) of the wage fund.

Changes in the share of wages in income and costs.

4 Psychological climate in a structural unit of the organization

The most important area of ​​the space of social relations is interactions within labor collective. Not only the effectiveness of joint activities, which is expressed in economic indicators, but also the attitude of employees to their work, emotional mood and, ultimately, job satisfaction largely depend on the socio-psychological atmosphere in the team and the specifics of organizational culture. The socio-psychological climate plays a significant role in creating a corporate culture and increasing the efficiency of a team united by a common goal.

However, many enterprises do not pay due attention to assessments socio-psychological climate, there is no planning and building a climate management model taking into account the mission of the organization.

Currently, there are practically no scientific developments on the study of the socio-psychological climate in a team; they have slowed down somewhat compared to the 70-80s of the twentieth century, although the study of the socio-psychological climate is one of the most popular areas of work among practitioners.

It seems natural that there will be an increase in the interest of scientific researchers and practitioners in the study of the socio-psychological climate and its management. Scientific publications often discuss quite general issues, related to the characteristics of the nature, role and factors of the socio-psychological climate in teams. The greatest number of studies on this issue was carried out in the 80s of the twentieth century. Now there is some discrepancy between the demands of practitioners and theoretical developments in the field of studying the socio-psychological climate.

The interest of practitioners in this topic is dictated, in particular, by the increased requirements for a person in his professional activity, and the complication of relationships in the team, and the constant growth of personal aspirations of employees.

The socio-psychological climate is not only a problem of today’s socio-psychological complexities of an organization’s corporate culture, but at the same time it is also a problem of solving tomorrow’s long-term problems related to the modeling of new, more advanced than before, human relations. The formation of a favorable socio-psychological climate of the team is one of the main conditions for the effectiveness of joint activities.

In the late 50s and early 60s, a significant amount of research was carried out to study individual parameters of the socio-psychological climate of the work collective. Then, for the first time in Russian science, N.S. Mansurov introduced the term “psychological climate”.

In the scientific literature, along with the term “socio-psychological climate”, a number of others are used (sometimes understood as synonyms): “socio-psychological atmosphere”, “moral-psychological climate”, “psychological mood”, “moral-psychological situation”, “moral and psychological conditions, friendly atmosphere.” Since the late 80s, judging by the scientific literature, the term “socio-psychological climate” seems to be more established.

However, studies of the socio-psychological climate were carried out mainly from a psychological point of view, removing its social nature from the context.

There are significantly fewer such works in sociology, which, in our opinion, narrows the scope of research and does not provide a comprehensive assessment of this concept.

In accordance with the point of view of psychologists K.K. Platonov and G.G. Golubeva, the socio-psychological climate is “the most important component of the psychological climate of the group as a whole.” Sociologists L.N. Kogan and T.A. Ulybin believe that the concept of “socio-psychological climate” is an integral integral part more general concept of “social climate”. In this case, sociologists focus on the social aspect of the psychological climate. In our opinion, the angle of view of sociologists in studying this problem is broader.

There are many definitions of socio-psychological climate. Here are some examples:

) “by socio-psychological climate we mean the prevailing and relatively stable spiritual atmosphere or mental mood of the team, manifested both in the relationships of people to each other and in their relationships to the common cause”;

) “the socio-psychological climate is one of the components of the internal structure of the group, on which the degree of activity in achieving goals depends”;

) “... this is the general emotional mood of the team, which combines people’s moods, their emotional experiences and worries, people’s relationships to each other, to work, to surrounding events. The main thing that forms the psychological climate is the emotional state of the team.”

It should be noted that in the above definitions, climate is considered as the prevailing mood in the team. Recognition of the importance of the team’s mood as a defining concept of climate is not accidental. It reflects the subject orientation of the emotional state of the team and the characteristics of the level of social activity, involvement in activities that appear in a neutral form or in an active one. The level of social activity, in turn, can have both a positive connotation - enthusiasm, enthusiasm, joy, and a negative connotation - indignation, aggressiveness, depression, etc. Scientific publications mainly examine the influence of the socio-psychological climate on the processes and problems of functioning of a small group.

However, it is no less important to understand the nature of the functioning of the socio-psychological climate itself. Solving this problem will make it possible to develop practical technologies, develop specific recommendations and mechanisms for the formation of the socio-psychological climate in teams and build a model for managing it.

It is quite obvious that behind the variety of approaches to understanding the socio-psychological climate there is a vision of its structure, which is characterized by the presence of two main components: people’s attitude to work and people’s attitude to each other. In turn, relationships between people include two components: relationships between work colleagues and relationships in the manager-subordinate system.

Ultimately, the entire diversity of relationships is viewed through the prism of an emotional and objective attitude. By substantive we mean the direction of attention and the nature of a person’s perception of certain aspects of his activity. Under emotional - satisfaction or dissatisfaction of their perception.

The above definitions were formulated mainly in the 70s of the twentieth century. Socio-economic conditions have currently changed significantly, therefore, the approach to interpreting the concept of socio-psychological climate as a social category must also change.

We offer our interpretation of the socio-psychological climate: this is a combination of the socio-psychological state of relationships in the team, the nature of value orientations, mutual expectations, image characteristics of the company, a benevolent atmosphere that provides all team members with conditions for revealing their strengths and capabilities.

The difference between this definition of socio-psychological climate is that it implies not only the emotional and psychological state in the team, the atmosphere of relations between its members, but also takes into account those value orientations, beliefs, and moral attitudes that are inherent in the organization’s employees. In addition, of course, this concept takes into account the image characteristics of the organization itself.

As a result of our research, the basic principles were identified, based on which, in our opinion, it is necessary to consider the socio-psychological climate in connection with the organization’s performance of specific activities:

the basis for the formation of a favorable socio-psychological climate is the coincidence of value orientations and attitudes of team members that have long-term significance. They are not reduced only to quantitative ones, but are also characterized to a greater extent by attributive (qualitative) indicators;

the importance of quality indicators is most evident at critical moments, when the moral factor plays the main role;

the values ​​of team members are defined as a dynamic system of rules and norms applied in a group for its functioning. A group includes a variety of psychological constructs, such as attitudes, beliefs, norms and rules of behavior, which may be perceived differently by each individual unit within the group;

the socio-psychological climate is currently significantly influenced by the image characteristics of the company and its managers;

the prestige of an organization, work in it, belonging to a successful company fundamentally influence the value orientations and attitudes of its employees.

The provisions we have identified allow us to take a new approach to considering the socio-psychological climate.

The socio-psychological climate of the team, therefore, is nothing more than just behavioral practices that are observed in everyday production activities. Climate refers to the deeply held values ​​and beliefs that not only individual employees but the entire organization consider important to them.

It is this approach that allows us to define, analyze and understand the socio-psychological climate not as a single and indivisible construct, but more as a dynamic, multifaceted and multi-level construct.

One of the main qualities of the socio-psychological climate is its optimally functioning structure, i.e. the one who the best way allows the organization to effectively perform its functions, productively, expediently distribute and direct the efforts of its employees.

The role of the socio-psychological climate of the team as a factor in its condition and productivity is determined by several circumstances:

firstly, the socio-psychological climate of the team is one of the most essential elements in the general system of conditions for the existence and life of a person in an organization;

secondly, it is a manifestation of the individual’s feedback mechanism with the environment. The role of the socio-psychological climate of the team as a factor in the existence and activity of the individual is explained by the importance for a person of feedback from both the manager and line employees.

The feedback function is implemented in the atmosphere of the team by combining information about the state of each member of the team, about his relationships with others, about the prevailing mood of people. 6

The socio-psychological climate is also a factor that determines any type of team activity. At the same time, the prevailing mood of a particular group of people determines not only the degree of involvement of each individual in the activity, but also the nature of its focus, its effectiveness.

Labor productivity, not only the quantity, but also the quality of products, depends on the mood of people, on the socio-psychological state.

One of the most obvious manifestations of a favorable atmosphere that promotes the productivity of joint activities of people is mutual attention, goodwill, and sympathy.

Attempts to radically change the socio-psychological climate without changes in the personal behavior of individual team members are absolutely futile. The status of the socio-psychological climate largely depends on the actions of employees that correspond to the transformation being carried out and confirm new cultural values. Therefore, managing the socio-psychological climate also involves developing a strategy for achieving it and an action plan for implementing changes. However, without an established process of personal change, without the desire of people to switch to new models of behavior, without the organization demonstrating new elements of managerial competence, the fundamentally socio-psychological climate will not change.

Managing the socio-psychological climate means managing a person in a team, his relationships with people, creating favorable conditions for everyone at work and at home, influencing the factors that shape this climate. The main ones include:

improvement of working conditions;

improving the organizational structure of the enterprise and the management style of the manager;

constant analysis of “bottlenecks” in the socio-psychological sphere of the organization (tension, conflict situations);

improving personnel policy, giving the majority of team members the opportunity to advance in their careers;

changes in personal behavior in the field of professional skills and competence of managers;

developing methods to change the individual culture of team members;

development of the organization's image concept.

The special significance of climate control in the system of conditions of professional activity is determined, firstly, by the fact that the socio-psychological climate characterizes the immediate, immediate conditions of this life activity, and secondly, by the fact that it characterizes not so much those external to a person, but internal ones. socio-psychological aspects of this environment and, of course, the results of his production activities.

When providing consulting services to a number of holding-type enterprises

In the Ivanovo region, we identified the main problems characterizing the state of the socio-psychological climate in teams:

Disadvantages in the organization of production;

Disruption of smooth information flows;

Ineffective motivation system;

Failure to comply with business ethics in communication;

Lack of control over the delivery of information to performers;

Wrong leadership style.

Based on the research conducted, we can talk about serious problems in managing the socio-psychological climate at the enterprises under study, which prevent the full realization of the group potential of employees. Managers do not sufficiently use methods of social management, conflict management, and increasing group cohesion, taking into account psychological compatibility workers. Enterprises do not monitor relationships within the team, which reduces the effectiveness of managing the socio-psychological climate in the organization. Taking into account the identified problems in the state of the socio-psychological climate and developing measures to eliminate them will significantly increase the efficiency of the activities of these enterprises.

motivation personnel personal organizational

Chapter 2. Analysis of the organizational structure of LLC ICC "Prosvet"

1 Brief description of LLC ICC “Prosvet”

Since 1993, the limited liability company Engineering Consulting Center Prosvet has been carrying out industrial safety assessment work:

design documentation for the development, construction, expansion, reconstruction, technical re-equipment, conservation and liquidation of a hazardous production facility;

technical devices used at hazardous production facilities;

buildings and structures at a hazardous production facility;

other documents related to the operation of hazardous production facilities in the following areas:

P - lifting structures,

K - boiler inspection objects,

D - oil and gas production and main pipeline transport facilities,

N - petrochemical and oil refining industry facilities,

X - explosion and fire hazardous, chemically hazardous objects and special chemical objects,

C - gas distribution and gas supply.

The organization also repairs metal structures using welding of critical components of vessels, boilers, lifting mechanisms. Repair work involving welding is performed by certified welders.

Among the Customers for repairs are such enterprises as OJSC Motovilikha Plants, CJSC Tretiy Spetsmash, LLC MZ Kamastal LLC ICC Prosvet has licenses from the Federal Service for Environmental, Technological and Nuclear Supervision: DE-00-008835 (KP), DE-00-009193 (DNH), DE-00-006435 (DKS).

Approval of the self-regulatory organization NP "Western Ural PB" in the field of industrial safety No. SRO-E-003-0052.

To ensure the implementation of all these types of work, the following organizational structure has been established in this organization:

Structural diagram of the expert organization LLC ICC "Prosvet"

Scheme No. 1. Let us highlight the structural unit of the LNK organization - the non-destructive testing laboratory

The laboratory's instrumentation allows for non-destructive testing using seven different methods.

magnetic

magnetic particle

eddy current

penetrating agents

capillary

visual and measuring

ultrasonic

Relationship with other departments.

Directly:

CRT (electrical laboratory)

PTO (production and technical department)

Through the head of the technical department - technical director:

Repair and adjustment group

Office work

Accounting

OTK (technical control department)

2.2 Analysis of the structural unit of the organization - LNK

The performance of the above functions of LNK, such as performing various types of non-destructive testing, is carried out on the basis of the Regulations on LNK and the corresponding job descriptions.

The regulations clearly define the following sections:

general provisions (status, administrative subordination, division structure).

general goals, objectives and functions of the unit.

documentation requirements.

registration of department work results.

Department laboratory responsibilities.

department rights.

procedure for interaction with other departments.

Some extracts from sections

General provisions:

The status of the laboratory meets the criteria for non-destructive testing laboratories for industrial safety expertise, namely:

the laboratory is independent of the parties interested in the results of control and has a status, administrative subordination and organizational structure that excludes the possibility of any influence on laboratory employees in order to influence the results of control;

the structure of the laboratory ensures the precise implementation of the tasks assigned to it, ensures the objectivity of the control results;

the laboratory is competent and has the necessary non-destructive testing equipment to ensure the ability to perform non-destructive testing work within its scope of certification;

The laboratory has the necessary regulatory and methodological documentation for non-destructive testing.

The NDT laboratory is headed by a director. The head of the NK laboratory is appointed to the position and dismissed from his position by order of the director of Kontur LLC.

The staffing schedule of the NDT laboratory is developed and approved taking into account the volume and nature of the work performed in the prescribed manner.

NDT laboratory employees report to the head of the laboratory.

Appointment, release and transfer of NDT laboratory workers, as well as promotion and imposition disciplinary sanctions carried out by the director of Kontur LLC on the recommendation of the head of the laboratory and their rights and obligations, as well as responsibility for the quality of the work.

2. Functions and tasks of the laboratory:

The main objective of the NDT laboratory is the quality of the services provided, which:

meet clearly defined needs, application or purpose;

meet consumer requirements;

comply with applicable standards and specifications;

meet applicable laws, regulations, regulations, environmental protection criteria, human health and safety factors, energy and material conservation:

offer services to consumers at prices that satisfy the customer and the work manufacturer.

The NDT laboratory performs the following functions:

development of programs and methods for conducting non-destructive testing of equipment;

carrying out quality control of welded joints and deposited metal using acoustic control methods;

carrying out tests using color flaw detection using the capillary method when carrying out inspection work;

conducting visual and measuring control equipment and welded joints.

carrying out magnetic and magnetic particle inspection methods of equipment and welded joints.

To perform these functions, the laboratory has appropriate specialists, i.e. division of labor is functional.

The duties, rights and responsibilities of the head of the NDT laboratory and employees are established by job descriptions.

The job descriptions of the boss and employees describe their

responsibilities

responsibility

qualification requirements

Relationships with other employees

This allows employees to clearly distribute their rights and obligations, as well as responsibilities.

2.3 The system of remuneration and motivation of personnel, the connection of the system with the results of work and the achievement of personal and organizational goals. Psychological climate in a structural unit of the organization

The remuneration of workers in this structural unit is directly related to

quality of work

volumes of work and employment of specialists

qualifications and responsibility of specialists

working conditions

The employee is assigned

salary in accordance with the tariff rate, which increases once a year due to inflation and years of work.

additional payments for hazardous working conditions, sometimes for combining several positions

Bonuses are also paid for

performance of functions in a larger volume, of particular complexity and urgency, better productivity and quality (for high achievements in work, for professional excellence, for particularly important work - the wording is determined by regulatory documents).

Bonuses are established for a time if an employee uses a potential significantly higher than that determined by the job description, if he is granted decision-making rights (increased responsibility - financial, administrative, etc.) and in other cases related to the performance of job functions.

The motivation system is ineffective, material and moral incentives are practically absent.

The psychological climate in the unit is directly related

with wages and employee satisfaction wages

labor motivation system

working conditions

team cohesion

3. Possible problems in the organizational unit (LNK) and ways to solve them

The following problems can be identified in the work of this structural unit:

ineffective system for motivating employees

difficulty in ensuring good working conditions due to the constant change of work locations

Insufficient wages, i.e. low salary, should be compensated by various bonuses for hazardous working conditions, etc., development of a gray salary system.

It is necessary to develop an effective labor motivation system that would include:

Financial incentives:

Bonus for the results of the division - bonus based on the results of the period.

Bonus for overall results - remuneration based on the results of the year.

Bonuses for individual achievements in work.

One-time bonus: for innovation, rationalization, project implementation, etc.

Compensation payments.

Longevity pay.

Discounts on company products.

Payment for communication.

Payment for food.

Extension of vacation.

Payment for travel.

Providing loans.

Selling stock options.

Insurance: professional, pension, medical.

Payment for vacation.

Rewards for employee dates: birthdays, birth of children, payment of benefits in connection with death and other events.

Other types of financial incentives.

Material incentives provide interest: in the implementation of business goals, in the implementation of tasks by control centers, in personal contribution to achievements.

Moral encouragement:

Gratitude.

Prizes, awards, certificates.

Introduction to social government benefits.

Other types of moral encouragement.

Moral encouragement ensures interest in the general and individual results of work through recognition of merit, combined with material incentives.

The difficulty of ensuring good working conditions due to the constant change of places of work should also be compensated by appropriate allowances for hazardous work.

Monitoring is continuous observation of economic entities, analysis of their activities as an integral part of management.

Monitoring objects:

Indicators of the effectiveness of the remuneration system.

Compliance of remuneration of key employees with achievements in work.

Compliance with corporate remuneration standards.

Conclusion

In the course work, we analyzed the structural division of LNK of the organization ICC Prosvet LLC.

In the first chapter, we defined the theoretical foundations of the management processes of a structural unit of an organization related to systems of organization, the availability of staffing, systems of remuneration and labor motivation, as well as the psychological climate within the unit.

In the second section, we examined the management system of the structural unit of ICC Prosvet LLC - the non-destructive testing laboratory and the efficiency of its work.

In general, the system is effective and successful in this case for small businesses

The non-destructive testing laboratory has its own regulations on the laboratory, which spell out all its tasks and functions, there is also a staffing table, which spells out the distribution of responsibilities between laboratory workers, based on the performance of each employee’s specific functions, and there are also job descriptions that spell out responsibilities and rights of workers. As can be seen from this, there is a clear division of labor, everyone is busy with their own business and this has a positive effect on the results of work.

The existing remuneration system is not entirely effective and needs to be improved, such as the labor motivation system.

In the third chapter, they made a direct proposal to develop a system of labor motivation and introduce constant monitoring of the degree of effectiveness of the existing remuneration system, which will allow monitoring the situation and making appropriate adjustments to the system.

List of sources used

1. Olyanich D. B. Organization theory: textbook / D. B. Olyanich [etc.]. - Rostov n/d: Phoenix, 2008. - 408 p.: ill. - (Higher education).

Parygin B.D. Social and psychological climate of the team. Ways and methods of its study / Ed. V.A. Yadova. - L.: Science. 1981 - 192 p.

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Instructions

Determine the group to which the structural unit belongs. Labor organization specialists distinguish three main groups: administrative divisions, production and service departments.

Administrative departments include management (general director, heads of departments, deputies), accounting, secretariat, and personnel department. In small organizations, an administrative unit may combine all services that are not directly involved in production. General names are most suitable for their designation: management, administration, administrative and managerial personnel, etc.

Production divisions are considered to be those structural divisions that are engaged in solving various problems within the framework of the main activity of an enterprise or organization. This is the largest group of units. It consists of several levels: management, department, service, section, sector.

Departments and are most often referred to by their field of activity: finance department, planning department, personnel department, marketing and public relations department, etc.

In large organizations, management is divided into departments. These small structural units ensure the implementation of specific tasks within the global direction. Their names should reflect the area of ​​responsibility of the unit. There are practically no restrictions, the main thing is that there is no feeling of confusion and duplication of functions. Thus, within the personnel department we can distinguish: the personnel development department, the labor organization and safety department, the labor remuneration department, etc.

Division into sectors is rare. It makes sense when a certain area of ​​work is very significant for the organization and needs increased control. The name of the sector reflects its specific functions, for example, the payroll sector in the accounting department.

At industrial enterprises, the names of production structural divisions are used that indicate the products they produce: primary fabric processing shop, foundry shop, sausage production shop, lathe shop, etc.

Auxiliary units are engaged in economic activities and ensure the security of the enterprise or organization. Most often they are called services or departments: service, administrative department, supply department, etc.

Do not use ambiguous concepts or foreign words in the names of structural units. Don't make it too long or it will be hard to remember. It is optimal to use 3-4 words.

Video on the topic

A division is an officially approved management body for some part of the organization. They are created by the personnel department on the initiative of the manager. But what is the correct name for the created division, so that the name reflects its essence?

Instructions

Decide what type of unit you need in terms of scale. Call the structure “management” if the division is an organization and is responsible for the efficiency of individual areas of the enterprise. This is usually the name given to divisions of large firms or government agencies. Smaller structural units are subordinated to management.

Call the structure “department” if you want to name a large division of a medical organization or a customs government agency, its separate part. Also call a branch a division in the banking sector for territorial distribution.

Call a division structured along industry and functional lines a “department.” The department, like the management, is responsible for certain areas of the organization’s activities. Create a department in representative offices of foreign companies and in enterprises with a Western management model.

Creating the right management system that would allow employees at all levels to realize their creative potential is a priority goal of any company. First of all, the correct definition of the company’s development vectors helps to achieve it.

Enterprise management structure includes several elements that are orderly interconnected. Their stable relationship allows the organization to function and develop as a single organism.

This structure implies building clear and competent relationships between divisions, departments and branches of the company. Each structural unit must clearly understand its own level of responsibility, while not forgetting about its rights.

Structural management elements can be linked through:

• vertical connections through which directors and employees subordinate to them interact (for example, the head of a company and the manager of a branch);
• horizontal connections, implying the interaction of equal team members (for example, managers of branches of the same size).

Relations within the organization are divided into:

• linear, connecting directors and employees subordinate to them;
• functional, connecting the employee who is responsible for a particular task with other employees of the company;
• managerial (managerial apparatus), which bind the head of the company and the representative of his rights and powers. Job responsibilities in this case include providing advice and recommendations.

The structure of enterprise management affects every management aspect, since it is in close relationship with key management terms - goals and objectives, functionality, methodology, job responsibilities and powers. Therefore, top managers, middle managers and other levels pay close attention to approaches and methods in forming an enterprise management structure, selecting its type, combining types, monitoring trends in their construction, and assessing their compliance with the goals and objectives.

The elements of the enterprise management structure are the managers themselves, that is, employees holding management positions, and management bodies - employees who are in certain labor relationships. These bodies, in turn, are divided into primary groups - teams of managers who have a common boss, but do not have subordinates.

The management structure should be a reflection of the goals and objectives of the organization. It is subject to production needs and changes with them, shows the functional division of labor and the scope of official authority of each employee. These powers are specified in policies and procedures, rules and job descriptions. Most often they expand towards higher management levels. The powers of directors are limited by environmental factors, the level of culture, values, traditions and norms adopted in the company. The enterprise management structure must meet a large number of requirements that make it significant for managers. These requirements must be taken into account when creating a draft organizational structure.

When designing an organizational structure, you must adhere to the following principles:

• the organizational structure should serve as a reflection of the company’s goals and objectives and be subject to production needs and requirements;
• the enterprise management structure should optimally divide responsibilities between management bodies and individual employees, ensure the creative nature of activities and permissible load, as well as proper specialization;
• the enterprise management structure should be formed without interruption from the definition of job responsibilities and areas of responsibility of each employee and all management bodies and with the building of vertical and horizontal relationships between them;
• the enterprise management structure must correspond to the functions, duties, powers and level of responsibility of each employee, since violations lead to imbalance management system generally;
• the enterprise management structure should be correlated with the socio-cultural environment in which the company operates, help make decisions regarding centralization or, conversely, the division of management functions, duties and level of responsibility, determining the share of independence and amount of control of directors and top managers.

Basic requirements for the organizational structure of enterprise management

• Optimality. The system will be recognized as optimal if the number of control stages in it is reduced as much as possible, and the most rational connection is built between them.
• Efficiency. The speed of the system must be such that during the time that passes from making a decision to its implementation, fatal changes do not occur that would make the implementation of the decision unnecessary.
• Reliability. The enterprise management structure should facilitate the reliable transmission of reliable information, prevent distortion of management orders and other transmitted information, and ensure uninterrupted communication in the management system.
• Economical. The main task is to achieve the necessary managerial effect with minimal costs for the support apparatus. The calculation criterion may be the ratio between the resources expended and the result obtained.
• Flexibility. The ability to change under the influence of the environment.
• Sustainability. The basic properties and elements of the management system must remain unchanged regardless of external influences.

Main types of enterprise management structures

Although commercial organizations and the types of their activities are very diverse, the number of basic types of organizational structures for enterprise management that are used in practice is very limited. Small and medium-sized enterprises most often use linear functional types of organizational structures in their work. And large and international companies give preference to divisional and product models for building management systems.

1. Linear

The linear structure of enterprise management assumes that the boss supervises his subordinates in all types of their activities. It is based on the principle of unity when issuing instructions, according to which only a higher authority can give orders. Thanks to this principle, unity of management is maintained. This structure appears as a result of building the management apparatus from mutually subordinate departments in the form of a hierarchically organized ladder. Each subordinate receives one leader, and the leader receives several subordinates. The two bosses should not interact with each other directly, they should do so through a single higher authority. This structure is often called single-line.

Advantages include:

• simplicity of structure;
• unambiguous delimitation of tasks, competencies, areas of responsibility;
• rigidity of management of management bodies;
• efficiency and accuracy of management decisions.

Flaws:

• difficult relationships between departments;
• centralization of power at the top management;
• increased workload on middle management levels.

A linear enterprise management structure is preferred by small and medium-sized businesses that carry out simple production processes in the absence of cooperative ties between enterprises.

2. Line-headquarters organizational structure

As soon as an enterprise begins to grow, usually the linear structure is transformed into a line-headquarters structure. It is similar to the previous one, except that control is concentrated in headquarters. They consist of a group of employees who do not directly manage the performers, but advise and prepare management decisions.

Managing a company like Uber

From the article in the electronic magazine “Commercial Director”, you will learn what a manager should change in the company’s work in order not to develop his company according to modern trends, and how to achieve such coherence as Uber’s in his company.

3. Functional

The functional organizational structure implies a close relationship between administrative and functional management. The system is based on the creation of specialized units to perform functions at different management levels. Such functions may include production, sales, advertising, analysis, etc. In this situation, directive leadership can help hierarchically connect the lower levels of the management system with higher ones. Orders and other information are transmitted in ways that depend on the intended purpose.

The functional structure of enterprise management helps to establish repeatable routine processes that do not require quick decisions. Part functional departments usually includes specialists high category who perform specific work depending on the goals set.

The advantages of such a structure are:

• reducing the number of links for coordinating decisions;
• reduction of duplicative functions;
• strengthening vertical connections and strengthening control over the work of lower departments;
• highly qualified employees performing specific tasks.

Flaws:

• unclear distribution of responsibilities;
• difficulty in interaction;
• duration of decision making;
• conflicts due to disagreement with directives arising from the fact that each functional boss gives priority to his own issues;
• violation of the principle of unity of command, difficulty in cooperation.

4. Linear-functional

The linear-functional structure of enterprise management implies a stepped hierarchy, in which line directors manage on a unified basis, and functional management bodies help them in this. Line directors, who are at lower levels, are not administratively subordinate to functional directors at higher management levels.

The linear-functional structure is based on the “mine” principle of alignment, as well as the division of management personnel into functional subsystems.

In each subsystem, a “hierarchy” of services (“mine”) is formed that permeates the entire company. The results of the work of any service of the management apparatus are assessed according to indicators that demonstrate the degree of implementation of the set goals and objectives.

The linear-functional structure of enterprise management has been used for many years. The practice of its application has proven that it is most effective in cases where the management apparatus needs to control a large number of routine, repetitive procedures and operations, while the functions and tasks of management always remain the same. A rigid communication system helps ensure the coordinated and correct operation of all subsystems and the company as a whole. However, the linear-functional structure has a number of shortcomings. First of all, these include the impossibility of introducing new products of technical progress due to the system’s insensitivity to changes; the ossification of the system built between performers and managers, who are obliged to strictly comply with all rules and requirements; slow information exchange procedure due to a large number of vertical and horizontal approvals; almost complete lack of progress in management decisions.

The linear-functional structure of enterprise management is often also called the headquarters structure, since several managers of the same level are included in the headquarters of the line management.

5. Divisional

Divisions are formed either in a certain field of activity or in a certain territory. With such a management system, the key role is played not by the chiefs of staff (or functional subsystems), but by managers of production departments. Companies are structured by departments based on the following criteria: type of products produced or services provided (product division); the type of customers the divisions are focused on (consumer division); the territory served by the department (territorial or regional division). This method of separation allows for a close relationship between consumers and the market, which significantly speeds up the company’s response to adjustments made by the external environment.

In accordance with world practice, the use of a divisional method in the management structure of an enterprise and its departments makes the system linear-functional, but at the same time more hierarchical, with a strengthened management vertical. This allows you to significantly reduce the burden on the management top and focus their attention on strategic planning. At the same time, departments that are independent in operational and economic terms become unique “profit centers” thanks to the freedom given to them to increase their work efficiency.

In general, such an enterprise management structure can be called quite complex due to the many intermediate levels of management that are created to coordinate the activities of different departments. Many management functions are duplicated at different levels, which ultimately leads to increased costs for servicing the management staff.

6. Matrix

The matrix structure of enterprise management is characterized by the possibility of dual leadership - one and the same executive can have several bosses at once (for example, linear and program, or the head of a department).

Such an organization is sometimes called a “lattice” organization, since it is built on the principle of double subordination of performers. With such a system, performers report not only to the head of the department or line program in which they work, but also to the head of the temporary group, who also has certain powers and his own share of responsibility for timing, quality and resources. Project managers work with two groups of subordinates at once: with members of the project team and with other employees of functional departments who report to them temporarily and on a limited range of issues (at the same time, they continue to report to the immediate heads of departments, that is, departments and services).

Matrix structures are not implemented throughout the entire company, but only in part of it. How successful the implementation will be depends on the extent to which project managers meet the professional standards of managers and their ability to act as project team leaders. The scale of use of matrix structures in companies is very significant, which indicates their high efficiency. However, the system of dual and sometimes multiple subordination sometimes creates management problems.

This scheme was often used in R&D management and is still used today in companies operating in many areas. It replaces the linear-functional structure of enterprise management.

7. Multidimensional

The multidimensional system combines the characteristics of various structures at different management levels. Thus, a divisional structure can be used throughout the company, and a linear-functional or matrix structure can be used in individual branches. Multidimensional organizational forms imply the introduction of two (matrix) or several (tensor) criteria for task distribution.

A multidimensional organizational structure helps increase a company's flexibility and ability to respond to changes in internal and external conditions. This is achieved by clearly assigning tasks to departments whose viability depends on their ability to produce goods or services in demand at competitive prices. This structure creates a market within a company, regardless of whether it is private or public, commercial or non-profit. The multidimensional structure increases the ability to respond to the needs of both internal and external customers. Since the divisions of the "multidimensional" structure remain independent from each other, they can be expanded, contracted, eliminated, or otherwise adjusted. The performance indicators of each department do not depend on similar indicators of other departments, which makes it easier to control their activities. Even the work of the executive body can be assessed autonomously in all aspects of activity.

The multidimensional structure of enterprise management is characterized by the absence of significant shortcomings. Perhaps the main one is that such a structural organization cannot provide meaningful and interesting activities for lower-level employees, but it facilitates the introduction of new ideas and technologies that contribute to its development and improvement.

The introduction of a multidimensional enterprise management structure is not the only way to increase the company's flexibility and its ability to make adjustments under the influence of external circumstances. However, thoughtful exploration of this type of organization allows for “increased flexibility” in ideas about the company’s capabilities. It is this factor that contributes to the emergence of new, better organizational structures.

Factors on which the organizational structure of enterprise management depends

The way an enterprise management structure is built is influenced by a number of factors that differ in their nature and type of impact on the system. When building a management structure, it is important to take into account all parameters.

Such factors can influence the structure directly or indirectly. In addition, they can both independently determine the management structure and be determined by it. They are also divided into those related to the subject or object of management, into “external” and “internal”.

Market demands and management tasks directly impact the organizational structure. In this regard, a targeted approach to the formation of such a system is of great importance. What goals the company pursues will determine which structural management elements will be highlighted in it. Each of them must be responsible for achieving a specific goal. If the goal is to increase the scale of production, scientific and technological progress should be introduced at a high pace, the socio-economic sphere and environmental safety should be developed. Accordingly, in order to achieve these goals, it is necessary to strengthen and organizationally allocate certain structural departments.

In the course of building an enterprise management structure, an important role is played by the correct division of the work of employees horizontally, that is, the definition of the goals and objectives of each structural unit. Another important component is the vertical distribution of activities. The company's top managers must firmly decide which element of the hierarchical structure should be responsible for making strategic decisions. This factor will determine the form of the organizational structure and the effectiveness of management decisions.

The introduction of various economic methods and an increase in economic independence entails a reduction in the number of management levels, the elimination of some and the emergence of other structural units (for example, marketing services).

The main factors influencing the organizational structure are management functions, their composition, scale and content. If management functions develop, the organizational structure as a whole grows. It is also influenced by the volume and complexity of production processes, the type of production, the nature of the products manufactured and the technologies used; the nature of scientific and technological progress and methods of its implementation (rate of product and technology renewal, integration of scientific discoveries, etc.); degree of concentration, specialization and cooperation of production; size and territorial location of the enterprise.

In addition to the factors that directly affect the organizational structure, it is worth highlighting others that have an indirect effect on it. These include personnel, equipment, management technologies, and labor organization. Although these factors influence the system, on the whole they are themselves determined by it. Thus, management personnel clarify, adjust the structure, and help distribute functions between departments and employees. But they are only corrective, because basically it is the management structure that determines the staffing and schedule, as well as the requirements for employee qualifications.

New IT technologies have a serious impact on the structure of enterprise management. They lead to the emergence of new departments (information services) and a reduction in the number of employees in other departments (for example, accountants). However, this factor is not considered decisive, since the introduction of new technologies occurs in the format of existing systems.

The organizational structure is considered the most rational if it optimally combines internal and external management factors. Internal connections must prevail over external ones, otherwise the latter will negatively affect the stability of the company.

The main factor that influences the formation of the organizational structure of enterprise management is the standard of controllability. The number of employees in the department’s staff and the number of departments themselves in the company depend on it.

Expert opinion

Three principles for building an organizational structure

Andrey Soolatte,

General Director of BPM Consulting Group, Moscow

The firm's strategic plans must include the implementation of specific tasks with specific goals and within strict time frames. Taking them into account, you can calculate how many resources of which type are needed. In this case, you need to follow one of the three principles of creating or optimizing the organizational structure.

Principle 1. Divisions and positions are formed based on key processes for the company, interconnected. Any department must perform specific processes or participate in cross-cutting projects. To apply this principle, it is necessary to analyze the company’s business model, determine the main production chains, and describe the activities of each division within these processes.

Principle 2. The roles and powers of managers are distributed in such a way that they are responsible for the results of all interrelated processes and projects as a whole, and not in parts. Thus, processes and projects in which various departments are involved must be controlled by a specific boss (or collegial management body), who is given the necessary authority and resources (including financial). This approach usually makes it possible to reduce the implementation time of processes and projects, increase the cost of manufactured products, eliminate possible losses that result from inconsistency in the work of participants, as well as the struggle between them for spheres of influence and resources.

Principle 3. The composition and number of departments must correspond to the company’s goals for a specific time period and take into account the amount of resources. The organizational structure and staffing of companies are practically independent of their strategic goals and objectives. If the market situation changes unexpectedly, the existing organizational structure and staffing become ballast for the company. At the same time, tough management decisions regarding staff reductions reduce the degree of employee loyalty. Therefore, as soon as the goals and objectives for a specific period are determined, the composition and number of departments should be changed, as well as the redistribution of valuable employees in important positions.

What are the stages of developing an enterprise management structure?

The organizational structure of enterprise management, regardless of the types and scale of its work, is built in three stages.

Stage 1. Preliminary

During this period, the size of the organizational structure is determined, and it becomes clear how many employees will take part in the work of the enterprise. To determine the scale of the organizational structure, you need to write a clear business plan and find out the following information:

• types of products sold or services provided (in accordance with the business plan);
• projected sales volumes, consumer capacity of the enterprise's sales market (depending on how it is planned to carry out trade: wholesale, retail, individual orders);
• the amount of investment by the owners of the enterprise in its office and production infrastructure;
• projected employee salary costs;
• projected profit.

Stage 2. Formation of responsibility centers

By this stage, a detailed business plan for the enterprise should have already been developed, infrastructure created (purchased or rented), the number of personnel in the organizational structure determined, the limit on salary expenses and estimated production and sales volumes calculated, and a market analysis carried out. This means that it is possible to identify the main groups of business processes and form responsibility centers in the organizational structure. At this stage, the responsibility and number of departments, the optimal level of organizational structure, and the optimal number of management personnel necessary to coordinate and control the work and performance results are determined.

In addition, it is necessary to distribute areas of responsibility. Any enterprise (except for charitable organizations) must have a primary activity that creates wealth and generates profit. This can be the production of goods, provision of services, wholesale trade, research, rental, etc. The main activity includes leading business processes.

Stage 3. Formation of a system of coordination, control and reporting

You should approach this stage with already formed departments, identified managers, identified flows of raw materials, materials, finished products, financial resources, information, etc. When all this works and generates income, the only problem is creating an effective system of reporting, coordination and control. It cannot be created at once. For the system to produce good results, it is necessary to try various types of accounting, reporting and control, and then choose the best one.

4 criteria by which the analysis of the enterprise management structure is carried out

The organizational structure of enterprise management is considered optimal if it helps to achieve set goals and solve necessary problems (production of goods, provision of services, sales of products, etc.) with the desired effects (on schedule, in the required quantity, etc.). It is obvious that any enterprise has unique characteristics, therefore an individual approach is required to production and business processes, as well as to building an organizational structure. At the same time, there are universal criteria that allow you to analyze the organizational structure and achieve the most positive results.

Criterion 1. Optimal number of subordinate employees

Human capabilities are not limitless, therefore the number of subordinate workers that one boss can manage must be strictly limited. This number varies depending on what the company does, what the experience of the boss is, how optimized the work is, and what the specifics of the goods produced are. Most often, there are from five to nine subordinates per boss - this ratio is considered optimal.

Criterion 2. Homogeneity of the organizational structure

The ideal organizational structure of a company should resemble a pyramid, with subordinate employees at the base and the director of the company at the top. The more workers there are at the base, the more intermediate links are formed between the director and the performers. Moreover, in a well-functioning organizational structure of enterprise management, the number of intermediate links corresponds to each other in all departments of the company.

A certain degree of heterogeneity is quite possible, but the structures of departments should not be allowed to differ radically from each other. This organizational structure does not correspond to the ideal management model in terms of transparency.

Criterion 3. Transfer of job responsibilities

There are often situations in which there are positions in the organizational structure that duplicate each other. For example, often lower-level employees duplicate the control and management functions of higher-level managers, without having any additional responsibilities. If there are such positions in the structure of your company, it is recommended to urgently reduce them or assign them an additional area of ​​responsibility.

Criterion 4. Redundancy of management personnel

The main task of subordinate employees is to carry out production processes that bring profit to the company. But the main function of managers is to analyze, control and manage these employees. Thus, any company should strive to maintain exactly the number of managers that allows it to effectively manage production processes. In a well-functioning organizational structure, the number of managers should not exceed 30% of the total staff of the company.

How is the effectiveness of an enterprise management structure assessed?

One of the most important stages the creation of projects and plans is the assessment of their effectiveness. It allows you to find out how effective the existing organizational structure is, whether the projects or planned activities being developed will be successful. The assessment is carried out in order to select the most rational options for the organizational structure, as well as methods for its improvement. The effectiveness of the organizational structure of enterprise management must be assessed at the stage of design, analysis of management systems of existing organizations, planning and implementation of measures to improve the structure.

The effectiveness of various organizational structures is assessed through the possibility of the most complete and sustainable achievement of specified goals at reduced costs for the functioning of the organizational structure. The criterion for the effectiveness of measures to improve the organizational structure is the possibility of more complete and stable achievement of set goals or reduction of management costs. The effect from the implementation of measures must exceed production costs within the standard period.

The indicators that are used to assess the effectiveness of the management apparatus and its organizational structure can be divided into three interrelated groups.

1. Indicators characterizing the effectiveness of the management system, expressed in the final results of the company's work and management costs. When assessing efficiency based on indicators characterizing the final results of an organization’s activities, an increase in the volume of output and profits, a reduction in costs, savings on capital investments, product quality, timing of the introduction of new equipment, etc. can be considered as an effect caused by the functioning or development of a management system. .
2. Indicators characterizing the content and organization of management processes, including the immediate results and costs of management work. Management costs include current costs for maintaining the apparatus, operating technical equipment, maintaining buildings and premises, training and retraining of personnel, as well as one-time expenses for research and design work in the field of creating and improving control systems, for the purchase of computer equipment and other technical equipment. funds used in management, construction costs.

When assessing the effectiveness of the management process, indicators are used that can be assessed both quantitatively and qualitatively. They acquire a normative nature and can be used as a criterion for efficiency and limitations when the organizational structure is changed in the direction of improving one or a group of performance indicators without changing the rest. The normative characteristics of the management apparatus include productivity, efficiency, adaptability, flexibility, efficiency, and reliability.

1. Indicators characterizing the rationality of the organizational structure and its technical and organizational level, which can be used as normative ones when analyzing the effectiveness of the designed options for organizational structures. These include the level of management system, the level of centralization of management functions, accepted standards of controllability, the balance of distribution of rights and responsibilities, the level of specialization and functional isolation of subsystems, etc.

To assess the effectiveness of management decisions, it is necessary to determine the extent to which the management system and its organizational structure correspond to the management object. We are talking about the balance of management functions and goals, the substantive completeness and integrity of management processes, the compliance of staff with the volume and complexity of work, the completeness of providing production and technological processes with the necessary information, the provision of management processes with technological means, taking into account their range, capacity and speed. Important terms that must be observed when forming a system of indicators for assessing the effectiveness of the organizational structure are to ensure structural-hierarchical compliance of indicators with the system of organizational goals, the ability to adequately reflect the dynamism of managed processes, balance and consistency of indicators.

How is it possible to improve the enterprise management structure

The most significant factors in improving the organizational structure of enterprise management are the volume of activity, the degree of its diversity, the location of production, the technologies used, the attitude of managers and employees towards the enterprise, changes in the external environment, and the strategies implemented at the enterprise. Every type of organizational structure manifests itself depending on the conditions in which an economic entity operates.

The organizational structure of enterprise management is improved using the following stages.

1. Diagnostics– at this stage, the existing management structure is examined, its bottlenecks and problems are identified, the organizational structure, staffing table, regulations on departments, job descriptions and other regulatory documents are analyzed. Also during this period, personnel are assessed and the suitability of employees for their positions is determined.
2. The condition is being studied management organizational structure based on a comparison of actual indicators with standard and planned values. Such an analysis helps to identify shortcomings in the management system. At this stage, the expert method and the method of structuring goals are used. Grouping management activities into given categories allows you to focus the activities of departments on solving specific production problems.
3. Development of a new organizational structure– creating a plan for making adjustments and a list of documents regulating the work. At this stage, a comparative method should be applied, which involves the use of such elements of the management mechanism that have already proven themselves in practice in similar companies with similar volumes and type of production, etc. The comparative method involves the development and application of standard management models, controllability standards, and a list of management functions , various calculation formulas that allow you to calculate the standards for the staff of managers. Given the significant diversity of organizational structures and methods of counting staff, as well as the lack of qualified specialists, this approach is progressive. At the same time, it focuses on the average composition of management functions and places serious restrictions on the choice of organizational structures.
4. Carrying out organizational changes– eliminating misunderstandings on the part of employees, training them to act in changed conditions, writing updated job descriptions, analyzing the effectiveness of adjustments (how well the costs correspond to the task). At this stage, the method of creating models is quite applicable. It is based on the use of clear formalized models of the object and management system. This method involves isolating production processes certain points - places that require management intervention. Then the nature and frequency of such intervention, the composition and volume of information, technical equipment and other components of the management process are clarified. By the way, these processes are developed based on regulatory requirements. Based on the developed characteristics, the number of employees, their subordination in the process of management activities, and the composition of the departments of the management apparatus are established.

Information about the expert

Andrey Soolatte, General Director of BPM Consulting Group, Moscow. Andrey Soolatte held various positions at MMC Norilsk Nickel, Unicon/MC Consulting Group, Parus Corporation, participated in the development and implementation of more than 70 organizational change projects, including for the United Aircraft Corporation (UAC), companies " Rosneft, Techsnabexport, TNK-BP. "BPM Consulting Group". Field of activity: analysis and optimization of business processes, design and optimization of organizational structure.

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MINISTRY OF EDUCATION OF KHABAROVSK REGION

KGA POU "Khabarovsk Technological College"

ON PRODUCTION PRACTICE PP.06

PROFESSIONAL MODULE PM.06

Management of a structural unit of an organization

260807 Technology of catering products

INTRODUCTION

The purpose of industrial practice is to consolidate and deepen knowledge in the field of organizing customer service, economics and enterprise management; developing skills to work independently as a service specialist.

Practice objectives:

Study of legal, regulatory and instructional materials on the activities of enterprises ( various forms property);

Familiarization with the procedure for recording, storing and updating regulatory documentation;

Study and analysis of the structure of management of production and commercial processes, organization of supply in the enterprise;

Analysis of the composition of production premises, compliance of workplaces with sanitary and epidemiological requirements, electrical safety and fire safety, scientific organization of labor of production, maintenance and management personnel, job descriptions of personnel;

Studying the organization of control over the quality and safety of services, including raw materials, semi-finished products, products, material and technical means; study and analysis of the results of production and trading activities of the enterprise;

1. Familiarization with the enterprise. Completing safety training

This enterprise is a cafe, the area of ​​​​its activity is the village of Bogorodskoye, 30 Let Pobedy Street, the contingent served is village residents and out-of-town visitors, the average bill of this establishment is about 600 rubles, the main direction of the kitchen is absent.

Fire safety training in the Valley of Roses cafe is carried out with the aim of communicating to employees of organizations the basic fire safety requirements, studying the fire hazard of technological processes of production and equipment, fire protection equipment, as well as their actions in the event of a fire.

Fire safety training is carried out by the administration (owner) of the organization according to special training programs on fire safety measures for employees of organizations and in the manner determined by the administration (owner) of the organization.

When conducting fire safety training, the specifics of the organization’s activities should be taken into account.

Conducting fire safety training includes familiarizing employees of organizations with:

With rules for maintaining the territory, buildings (structures) and premises, including evacuation routes, external and internal water supply, fire warning systems and managing the process of evacuation of people;

Fire safety requirements, based on the specific fire hazard of technological processes, production facilities and facilities;

Measures to ensure fire safety during the operation of buildings (structures), equipment, and the performance of fire hazardous work;

Rules for the use of open fire and hot work;

Responsibilities and actions of workers in case of fire, call rules fire department, rules for the use of fire extinguishing agents and fire automatic installations.

According to the nature and timing of the fire safety briefing, it is divided into: introductory, primary at the workplace, repeated, unscheduled and targeted.

Introductory fire safety training is carried out:

With all employees newly hired, regardless of their education, length of service in the profession (position);

With seasonal workers;

With students arriving for on-the-job training or internship;

Introductory fire safety training in the Rose Valley cafe is carried out by the head of the organization or the person responsible for fire safety, appointed by order of the head of the organization.

Introductory briefing is carried out in a specially equipped room using visual aids and educational materials.

Introductory briefing is carried out according to a program developed taking into account the requirements of fire safety standards, rules, regulations and instructions. The induction training program is approved by order (instruction) of the head of the organization. The duration of the instruction is set in accordance with the approved program. List of questions for the introductory fire safety briefing of the White City Group of Companies:

General information about the specifics and features of the organization (production) in terms of fire and explosion hazards.

Duties and responsibilities of employees for compliance with fire safety requirements.

Familiarization with the fire safety regime in the organization.

Familiarization with orders for compliance with fire safety regulations; with site and workshop fire safety instructions; the main causes of fires that can be or have been in the workshop, site, workplace, or residential premises.

General measures for fire prevention and fire extinguishing in the Rose Valley cafe:

a) for heads of structural divisions, workshops, sections (timing of inspection and testing of hydrants, charging fire extinguishers, automatic fire extinguishing and alarm systems, familiarization with the initial training program for personnel of a given workshop, section, ensuring personal and collective safety, etc.);

b) for workers (actions in case of fire or fire, reporting a fire to the fire department, to the immediate supervisor, methods and means of extinguishing a fire or fire, means and measures of personal and collective safety).

The introductory fire safety briefing ends with practical training of actions in the event of a fire and testing of knowledge of fire extinguishing equipment and fire protection systems.

Primary fire safety training is carried out directly at the workplace:

With all those newly hired;

With those transferred from one division of this organization to another;

With employees performing work that is new to them;

With employees seconded to the organization;

2. Characteristics of the public catering establishment, identification of identifying characteristics. Enterprise location analysis

A cafe is a public catering establishment designed to organize recreation for consumers. The range of products sold is limited compared to the restaurant. Sells branded, custom-made dishes, flour confectionery products, drinks, and purchased goods. The dishes are mostly simple to prepare, with an expanded range of hot drinks (tea, coffee, milk, chocolate, etc.).

Cafes are distinguished:

According to the range of products sold - non-specialized and specialized (ice cream parlor, confectionery cafe, dairy cafe, pizzeria cafe, etc.);

According to the population served and the interests of consumers, including interior design - youth, children's, student, office, cafe-club, Internet cafe, art cafe, etc.;

By location - in residential and public buildings, including free-standing buildings, hotel buildings, train stations; in cultural, entertainment and sports facilities; in recreation areas;

According to methods and forms of service - with waiter service and self-service;

According to the time of operation - permanent and seasonal;

According to the composition and purpose of the premises - stationary and mobile (drive-in cafes, carriage-cafes, cafes on sea and river vessels, etc.).

Cafes are not divided into classes, so the range of dishes depends on the specialization of the cafe.

Universal self-service cafes sell clear broths from first courses, second courses of simple preparation: pancakes with various fillings, scrambled eggs, sausages, sausages with a simple side dish.

Cafes with waiter service have special, custom-made dishes on their menu, but mostly quickly prepared.

Drawing up a menu and, accordingly, recording begins with hot drinks (at least 10 items), then writes cold drinks, flour confectionery products (8-10 items), hot dishes, cold dishes.

The cafe is intended for visitors to relax, so decorating the sales area with decorative elements, lighting, and color schemes is of great importance. The microclimate is maintained by a supply and exhaust ventilation system. The furniture used is standard lightweight construction; tables must have a polyester coating. The following types of tableware are used: metal stainless steel, semi-porcelain earthenware, high-quality glass.

In addition to sales areas, a cafe should have a lobby, a cloakroom, toilet rooms for visitors.

The standard area per seat in a cafe is 1.6 m2.

Services provided to consumers in public catering establishments various types and classes are divided into:

Food services;

Services for the production of culinary products and

confectionery products;

Services for organizing consumption and maintenance;

Services for the sale of culinary products;

Leisure services;

Information and advisory services;

Designing a cafe has a number of features. This is largely due to the need to comply with strict sanitary rules governing work with food. So, in the kitchen it is necessary to allocate separate workshops: meat, fish, vegetable, hot, cold, as well as production facilities for procuring, preparing, distributing and storing products. The design of the enterprise - the size of the required space, the number of staff, the level and format of the cafe, the number of dishes, storage and washing systems - also depends on the set of dishes. Special requirements are also imposed on the design of ventilation, heating, hot and cold water supply, and sewerage in a restaurant.

One of the main objectives of the cafe is the efficiency of providing services, determining the needs of the client, and preventive actions in order to avoid client dissatisfaction. To solve this problem, continuous analysis of service requirements is necessary.

To warmly welcome guests, to serve guests correctly and beautifully, to feed them quickly and tasty, in general, to create all the conditions for a good rest - this is the main task of the workers of these enterprises. To create such an atmosphere for visitors, a certain service culture is necessary.

The purpose of this enterprise is:

Attract a large number of visitors.

Satisfy the needs of visitors, make guests happy while they are in the establishment.

Provide a high level and conditions of service.

3. Organization of management and legal issues of the enterprise’s activities

public catering trade management

List of management and maintenance personnel:

Key managers perform the following functional responsibilities:

Director. Signs orders for appointment to a particular position or dismissal from it. Provides organizational leadership to the entire enterprise.

Deputy Director. Report directly to the director. In the absence of the director, fulfills all his obligations.

Manager or manager. Reports to the director, and in his absence to the deputy director. Monitors the work of staff and the quality of service. Provides interaction between departments. In charge of marketing the company.

Accountant. Directly reports to the director and carries out all his orders relating to the work of the company. It carries out its activities on the basis of the requirements of regulatory documents of the Russian government. Within the limits of approved job responsibilities, interacts with state enterprises, institutions and public organizations.

Administrator. Reports to the Deputy Director, Manager. He is the immediate supervisor of the establishment for service personnel in the absence of higher management. Monitors the work of staff and performs cash transactions.

Bartender. Subordinate to the manager. Collects customer orders by receipt.

Waiter. Subordinate to the administrator. Serves guests and ensures the cleanliness of the room.

Cook. Reports to the administrator. Makes requests to suppliers together with the administrator. Involved in the actual preparation of food.

Crockery. Reports to the administrator. He is washing dishes. Maintains cleanliness in the establishment.

The microclimate is maintained by the system supply and exhaust ventilation. The furniture used is standard lightweight construction; tables must have a polyester coating. Tableware can be made of metal, stainless steel, earthenware, or high-quality glass.

Staff training takes place directly at the workplace, the advantage of this is that the manager of the establishment, the pastry chef, has the opportunity to train an employee specifically for his department. In this case, the process of knowledge transfer is carried out in a simpler and more visual way. The level of stress decreases and employees adapt to a new type of activity, workplace and team faster. The work of service personnel in coffee shops requires virtually no special knowledge or education. Waiter training is based on the principle of developing and revealing existing abilities - communication skills, memory, mobility, etc.; confectioners master original technologies and secrets of craftsmanship.

4. Supply organization, warehousing

For the smooth operation of the enterprise, a standard supply of raw materials is created. Raw materials arriving at the enterprise are stored in warehouses. In warehouses, optimal storage conditions are created under which the quality of products (smell, appearance, color, taste and consistency) does not deteriorate. Warehousing performs the following functions: ensures storage of the necessary stock of goods for the uninterrupted operation of production and trade departments; organizes quantitative and qualitative acceptance and release of inventory items received for storage; ensures maintenance of storage conditions with minimal (within established standards) losses; exercises control over the condition and movement of food stocks; organizes the maintenance of inventory records. The cost of raw materials in the production of food service products is 80-85%, so reducing losses during storage of raw materials is important for reducing production costs. Stocks of raw materials in enterprise warehouses are needed to ensure uninterrupted production of products in a given quantity and range. Insufficient reserves of raw materials lead to downtime and disruption of the production of assorted products. Excessive inventories reduce the turnover of enterprise funds, cause unnecessary losses of raw materials during long-term storage and require additional warehouse space. In the production of culinary products, a large number of various raw materials are used, differing in their physical and chemical properties and requiring different temperature and humidity conditions during storage. Products in warehouses are stored in containers on pallets, racks, and containers within acceptable periods. Warehouse premises are located on the ground floor of the industrial building. Warehouse premises are located compactly and have a convenient connection with the main production. Warehouses are designed as walk-through, rectangular in configuration, without projections, in order to avoid wastage of space and not complicate the maintenance of the premises. Refrigerated chambers are not allowed to be placed next to boiler rooms, boiler rooms and shower rooms, as well as above or below these rooms in order to avoid food spoilage. They have a convenient connection with production premises. The layout of warehouse premises is carried out in the direction of movement of raw materials and products, ensuring the most efficient performance of warehouse operations and loading and unloading operations. To ensure the smooth operation of warehouses, certain space-planning and sanitary-hygienic requirements are imposed on the warehouse premises of the enterprise: the warehouse area must be compact, an area must be allocated for each product; equipment must be rationally placed; the height of warehouses located in the basements must be at least 2.5 m, refrigerated chambers - at least 2.4 m. Vehicle access and unloading of products must be carried out from the utility yard; cooled chambers should be placed in one block with a common vestibule; To comply with sanitary rules, the walls in warehouses must be protected from rodents and painted with oil paint, and the walls of refrigerated chambers must be lined tiles for systematic wet cleaning; lighting in vegetable pantries should only be artificial; ventilation in warehouses should be natural and mechanical (exhaust); floors must ensure safe and convenient movement of goods, people and vehicles; the width of warehouse corridors is assumed to be 1.3-1.8 m, and if trolleys are used - 2.7 m. When operating a warehouse, a number of sanitary and hygienic requirements must be met. Their essence is that the warehouse premises are subject to daily cleaning, general cleaning once a week, and disinfection and disinsection of the premises once a month. Warehouses process at least three types of material flows: input, output and internal. The presence of an incoming flow means the need to unload transport, check the quantity and quality of arriving cargo. The output flow determines the need for loading onto transport or release to production, the internal flow determines the need to move cargo inside the warehouse. The construction of warehouses ensures: complete quantitative and qualitative safety of material assets; proper storage; rational organization of warehouse operations, normal working conditions. Warehouse equipment includes shelving and storage shelving for storing and storing products, weighing, handling and refrigeration equipment. Warehouses are equipped with the necessary equipment and tools for receiving raw materials, storing and dispensing them. The enterprise will have several methods of storing and storing raw materials: racking - products are stored on shelves, racks, and cabinets; with this method, it is protected from dampening, since air access to the lower layers is provided. In this way, food is stored in boxes, butter, cheese, bread, wine in bottles; stacked - products are stored on warehouse shelves; This is how bags of sugar and flour are stored; box - fruits, vegetables, eggs are stored in boxes. The internal layout of warehouses meets the following requirements: ensures the use of the most rational methods of placing and stacking goods; eliminates the negative impact of some goods on others during storage; does not allow counter or cross movements of goods; provides the possibility of using mechanization means and modern technology. In warehouses, optimal storage conditions are created under which the quality of products (smell, color, appearance, taste and consistency) does not deteriorate.

5. Container and weighing facilities

Packaging equipment is a special structure that simultaneously serves as an external container, vehicle and warehouse equipment. The most common type in catering establishments is a unified container. The unification of containers found its expression in the creation of functional containers and means of moving them. These containers are intended for storage, preparation, transportation of semi-finished products from procurement and industrial enterprises to public catering establishments, short-term storage, preparation and distribution of dishes. Functional containers are manufactured in accordance with the SEV-763-77 standard. The external dimensions of functional containers correspond to the internal dimensions of their means of movement and, in addition, determine the internal dimensions of the technological equipment. The module of functional containers is length and width (530x325 mm). The height is selected from next row sizes: 20, 40, 65, 100, 150, 200 mm. The symbol ECH100 means that the height of the container is 100 mm, length and width 530×325 mm. Mobile racks according to the SEV-762-77 standard are designed for intra-shop and inter-shop transportation of functional containers, short-term storage of finished products in pre-production and procurement shops and refrigerated chambers. The mobile rack SPS-1500 has dimensions of 750×1500 mm. The containers are subject to technical, operational, economic, sanitary, hygienic, and environmental requirements.

6. Organization of production

At each enterprise, in accordance with the technological process of product production, production units are organized that form its production infrastructure.

The production infrastructure of an enterprise is understood as the composition of its production units (participants, departments, workshops, production facilities), the forms of their construction, location, and production connections.

The production structure of the enterprise is influenced by various factors: the nature of the products, features of the technology for their production, scale of production, forms of production relations with other enterprises.

According to the production structure of the enterprise, it can be classified as the following types: procurement, producing semi-finished products of varying degrees of readiness for supplying them to pre-production shops, culinary stores and retail.Pre-production, working on semi-finished products; enterprises with a full production cycle, working on raw materials.

Production is a large division that unites workshops.

A workshop is a technologically isolated part of an enterprise in which the completed production process takes place. Depending on the nature of the technological process and the volume of work, workshops may have production areas, departments or production lines.

The production site is the part of the enterprise where the completed stage of the production process takes place.

The production stage is the technologically completed part of the production process.

Departments are larger production units that can be created in large workshops and production facilities as an intermediate step between the production site and the workshop or production.

Workplaces are organized in workshops, departments, and production areas.

A workplace is a part of the production area where a worker performs individual operations using appropriate equipment, utensils, tools, and equipment. Workplaces in public catering establishments have their own characteristics depending on the type of enterprise, its capacity, the nature of the operations performed, and the range of products.

The workplace area must be sufficient to ensure rational placement of equipment, creation safe conditions labor, as well as convenient location of equipment and tools.

Workstations in the workshop are located along the technological process.

Workplaces can be specialized or universal. Specialized jobs are organized at large enterprises, when an employee performs one or more homogeneous operations during the working day.

There are enterprises with a shop structure and a non-shop structure.

The workshop structure is organized at enterprises working on raw materials with a large volume of production. Shops are divided into procurement (meat, fish, poultry, meat and fish, vegetables), pre-preparation (hot, cold), specialized (flour, confectionery, culinary). At public catering establishments working on semi-finished products, a workshop for processing semi-finished products and a greenery processing workshop are organized.

Technological lines are organized in each workshop. A production line is a production area equipped with the necessary equipment for a specific technological process.

7. Organization of trading activities and consumer services

Organization of trading activities and consumer services. The form of service in the Rose Valley cafe is partial service to visitors by waiters.

At the same time, service organization is a basic discipline for many special disciplines: industry organization and technology, marketing, management, economics, accounting, etc.

Basic concepts academic discipline"Service organization" are:

1. Public catering service is the result of the activities of enterprises and citizen-entrepreneurs to meet the needs for nutrition and leisure activities.

2. The service process in public catering is a set of operations performed by the contractor in direct contact with the consumer of services when selling culinary products and organizing leisure activities.

3. Terms of service - a set of factors affecting the consumer in the process of receiving a service.

4. Service quality is a set of service characteristics that determine its ability to satisfy the established and expected needs of consumers.

5. Service safety is a set of properties of a service in which it, under the influence of internal and external dangerous (harmful) factors, affects the consumer without putting his life, health and property at risk.

6. Environmental friendliness of products (services) - a set of properties of products and services that have an impact on the environment without putting it at risk.

7. Culinary products - a set of dishes, culinary products and culinary semi-finished products that satisfy the real needs of certain consumer segments.

8. The method of serving consumers is a method of selling public catering products to consumers. There are three service methods: waiter, bartender and bartender, self-service and a combined method.

9. Form of consumer service - an organizational technique that is a variety or combination of methods of serving consumers with public catering products.

10. Service personnel. The service personnel of the enterprise include: head waiter (hall administrator), hostess, waiter, bartender, sommelier, fumelier, barista, dispenser cook, dispensing products for distribution, barman, cashier, cloakroom attendant, doorman, culinary store (department) salesman.

11. Requirements for service personnel must take into account the following assessment criteria:

* level of professional training and qualifications, including theoretical knowledge and its application in practice;

* ability to organize the work of a team (for head waiter);

* knowledge and adherence to professional ethics of behavior;

* knowledge of regulatory and guidance documents related to professional activities.

The operating personnel of the enterprise must be dressed in uniform or sanitary clothing and footwear of the standard established for the enterprise, which is in good condition, without visible damage or contamination. The uniform of the doorman, cloakroom attendant, head waiter, waiter and bartender in restaurants and bars of all classes should ensure stylistic unity in the enterprise.

8. Analysis of labor indicators

The analysis of labor indicators, taking into account their close dependence, is complex.

Purpose of the analysis: study of indicators and reserves for increasing the efficiency of using the labor potential of the enterprise.

Main tasks of the analysis:

1. determination of the dynamics of all labor indicators for the period under study;

2. assessment of the fulfillment of tone indicators for work;

3. identification of factors that influenced changes in indicators;

4. study of the composition of employees;

5. assessment of the effectiveness of the mechanism of material incentives for employees;

6. development of organizational, economic and managerial measures to normalize funds allocated to pay workers.

Information used for analysis:

Labor plans;

Approved Regulations on remuneration of employees, staffing schedules and other regulatory information on labor;

Statistical observation data on the number and wages of employees (Form 5-t), on the composition and movement of personnel (Form 72-K), etc.;

Accounting data on accrued wages and bonus payments;

Materials of sample surveys, acts of audit commissions, etc. In the process of analysis, the implementation of planned labor indicators is assessed. It is important to establish the compliance of actual labor costs with the planned target, which is set both in amount and level, in particular as a percentage of turnover. Identified deviations reflect savings or cost overruns.

Based on the results of the analysis, organizational, managerial and economic measures are developed and implemented to improve the efficiency of use labor resources and normalization of labor costs. These include, in particular, the following measures: development of turnover for sales of goods, increase technical level trade and technological processes, the application of progressive labor cost standards, increasing the efficiency of the applied remuneration systems, improving the quality of workers, increasing the share of intensive factors in the use of labor resources, etc.

In conditions of centralized planning, the problems of excessive personnel and inflated costs of its maintenance did not bother the heads of organizations. Moreover, the excessive number of personnel, especially managers and support workers paid on a time-based basis, made it possible to receive appropriate wage funds from ministries and departments and guaranteed them savings on wages, bonuses and rewards. Thus, monopolistic organizations, in conditions of a closed domestic market and lack of competition, could afford to produce products at inflated costs. The amount of socially necessary costs for the production of goods and services was equated to the actual costs. Unprofitable organizations received subsidies from the state budget. And all this was incorporated into the centralized planning system, into funds and standards that were sent down to organizations in a directive manner.

9. Public catering turnover and its composition

Catering turnover represents the value of own culinary products sold, as well as purchased goods sold without cooking for consumption primarily on site.

Retail trade turnover (public catering turnover) includes data both on organizations for which this activity is the main one, and on organizations in other sectors of the economy that sell goods (culinary products) to the population through their own retail establishments (catering establishments), or with payment through your cash register. Retail trade turnover also includes the sale of goods in clothing, mixed and food markets.

Retail turnover is the sale of food and non-food products to the population through a specially organized trading network, markets, as well as directly at enterprises, organizations, and institutions.

Retail turnover is divided into retail turnover and public catering turnover.

Trade turnover is a quantitative indicator characterizing sales volume. Retail turnover represents final stage movement of consumer goods from the sphere of circulation into personal consumption through their exchange for cash income.

The turnover of public catering expresses the economic relations that arise during the sale of own products, purchased goods, and the provision of catering services.

The turnover of a food enterprise consists of two main parts:

sales of own-produced products;

sales of purchased goods.

Our own products include food products and semi-finished products manufactured at food enterprises or subjected to any processing here. It includes dishes, hot and cold drinks, culinary, confectionery, flour products, semi-finished products, etc.

Do-it-yourself products are divided according to the degree of readiness into ready meals and culinary products and semi-finished products that require further additional processing.

Depending on the forms of consumption and purpose in human nutrition, home-produced products can be divided into lunch and other products.

Dining products are dishes sold and consumed in the halls, as well as taken home. A dish is a portion of food prepared from a certain set of raw materials, which has undergone complete or partial heat or primary processing, and is ready for consumption. All dishes, depending on their purpose, are divided into first, second, third, hot and cold appetizers. Of the total output of own-produced products, the share of own-produced lunch products at public catering establishments accounts for 75-80%.

All culinary products produced by catering, as well as goods, are called catering products. Self-produced products include raw materials and products that have undergone culinary processing and received the form of a culinary product.

In addition to lunch products, home-produced products include the so-called other products: confectionery, baked goods, hot drinks, semi-finished products, sandwiches, ice cream and dairy products if they are sold through the kitchen or buffet, eggs, jam, etc.

Purchased goods include products that are purchased by catering establishments from industry or trade without culinary processing. This includes: bread, bakery products, alcoholic beverages, beer, canned food sold in cans; industrial ice cream, raw eggs, fruits, berries, grapes, citrus and melons.

The retail turnover of public catering enterprises includes: turnover from the sale of their own products and purchased goods directly to the population through dining halls, buffets, in the form of home leave, as well as from the sale of the same products and goods through culinary stores, tents, distribution and retail networks ; turnover from the sale of finished products (meals) and semi-finished products of own production to various enterprises, organizations and institutions for feeding the population served.

In addition to selling products to the public for direct consumption, individual public catering enterprises sell semi-finished products, confectionery and baked goods to other public catering enterprises for processing or to retail chains.

Since in this case the release of products by one enterprise to another does not mean the product arrives directly to the consumer and its movement continues, this type of sale refers to the wholesale circulation of public catering.

The totality of retail and wholesale turnover represents the gross turnover of public catering.

It should be borne in mind that when determining the size of gross turnover for a trust or public catering association, it is necessary to exclude from the total turnover the wholesale turnover for the sale of food products of your organization.

Otherwise, a repeat count of turnover will occur for both the enterprise that sold the products and the enterprise that received them.

10. Analysis of distribution and production costs

Production and distribution costs represent the cost of expenses of a public catering enterprise (except for the cost of raw materials and goods).

The main task of enterprise cost analysis is to identify ways and reserves to reduce costs and develop measures to optimize costs. Cost analysis is aimed at identifying opportunities to improve the efficiency of an enterprise. Studying costs will allow us to give a more correct assessment of profit, show the reserves for increasing it and the profitability of the enterprise.

Cost analysis begins with a comparison of actual data with planned (or actual data from last year). It is carried out by month, quarter, and year. The difference between the actual and planned cost amounts (or in dynamics) represents the absolute deviation (savings or overruns). The deviation in the level of costs from the plan (or from the previous year) is called the size of the change (increase or decrease).

The size of the change shows by what percentage of turnover the actual level of expenses is higher or lower than the base level (planned or actual for the previous year). This is one of the most important quality indicators reflecting the efficiency of a food service enterprise. The ratio of the size of the increase or decrease in the level of costs to the base level, expressed as a percentage, is called the rate of change (decrease or increase) in the level of production and distribution costs.

The choice of method for planning distribution costs of production and distribution depends on:

The period for which it is necessary to make a forecast;

Opportunities to obtain the necessary information and initial data for planning;

Forecast accuracy requirements.

When planning production and distribution costs, enterprises can use various methods:

Economic and statistical;

Economic and mathematical;

Technical and economic calculations;

Calculation and analytical, etc.

The most accurate is the method of technical and economic calculations. Its essence is that planning of distribution costs is carried out by direct calculation according to expense items. In this case, various cost standards, norms, rates, and tariffs are used.

The nomenclature of distribution costs is a set of costs broken down by individual items. The current nomenclature of distribution cost items in wholesale, retail and public catering enterprises has been determined.

The amount and level of costs of a food service enterprise are influenced by various factors, which can be divided into: internal and external. External factors include:

The economic situation in the country;

State tax policy;

Pricing system;

The presence or absence of competition;

Inflation;

Exchange rate;

Cost of services from other industries.

Internal factors can be divided into: economic and organizational. Economic ones include:

Volume, composition and structure of trade turnover;

The structure of consumed raw materials and goods;

Production program;

Labor efficiency and productivity;

Forms and systems of remuneration, bonus system;

Turnover;

Procedure for calculating depreciation, etc.

With an increase in the volume of trade turnover at catering and hotel enterprises, the amount of variable costs increases and the level of fixed costs. In large restaurants and hotels with a large volume of turnover, the level of costs is lower than in small catering establishments and small hotels. The difference in the level of costs at food enterprises that have the same capacity (in terms of the number of places), but not the same volume of turnover, is mainly explained by higher labor productivity and higher turnover of places. In enterprises with a large volume of trade turnover, the share of costs is reduced for such items of fixed expenses as rent and maintenance of premises, inventory, depreciation of fixed assets, wages of administrative, managerial and support personnel, and routine repairs.

The composition of trade turnover has a great influence on costs. The costs of production, sales and organization of consumption of own-produced products exceed the costs of sales and organization of consumption of purchased goods per unit of turnover.

The costs of a catering enterprise are also affected by the cost of processing and selling individual groups of decoctions. Thus, the cost of potatoes is 4 times higher than that of meat and poultry. Therefore, the structure of consumed raw materials affects production and distribution costs.

11. Gross income analysis

In the conditions of the formation of a market economy, one of the main requirements for the successful functioning of an enterprise is the break-even of economic activity, the ability to reimburse expenses with its own income and ensure profitability and profitability of business in certain amounts.

One of the main indicators that characterizes the financial results of public catering enterprises is gross income. Therefore, the topic chosen for writing the course work is undoubtedly relevant.

Being a specific branch of the national economy, public catering performs three main functions - production, sales and organization of consumption. Public catering enterprises participate in creating the national income of society. The production process takes place in them, during which new material goods are created. If we consider the activities of public catering enterprises from an economic point of view, they can simultaneously be attributed to the spheres of material production, circulation, services and consumption.

The functions that public catering enterprises carry out - production, sales and catering - usually coincide in time and space and satisfy one of the basic human needs - the need for food. The objects of sale on the market are ready-to-consume food and services.

The combination of three functions in the activities of public catering enterprises, their interrelation and influence on each other determine the presence of common and distinctive features with agricultural, food industry and trade enterprises.

The presence of production functions indicates the commonality of public catering enterprises and branches of the food complex. However, finished products of agriculture and the food industry reach the consumer through trade and public catering enterprises. Public catering sells its products through its enterprises, organizing personal consumption.

Catering establishments have similar distinctive features with retailers.

What is common in the work of public catering enterprises and retail trade is the sale of products.

In terms of its economic content, paid food is a sphere of commodity circulation, since products are sold to consumers in exchange for their cash income. Therefore, public catering is part of the trade system, and its turnover for the sale of food and other goods is part of the entire retail turnover.

However, unlike food trade enterprises, public catering enterprises have one more function - the organization of consumption, due to two circumstances: on the one hand, public catering enterprises produce a ready-made product intended for immediate consumption, on the other hand, they satisfy the existing needs of consumers in socially organized nutrition.

Along with three specific functions in the production and trading activities of a public catering enterprise, the following features take place:

Availability of a large assortment of finished culinary products to fully satisfy the demand of individual consumers;

Finished products and raw materials are mostly perishable. There is a short period of time between the manufacture and sale of products;

12. Payroll calculation

The wage fund is considered to be a part of national profit, which is distributed among company employees according to the quantity and quality of their work, and is used for personal consumption.

The salary fund is necessary to make payments: according to the tariff rate; according to official salary; at piece rates; bonuses; additional payments; allowances for performing work duties in difficult or harmful conditions; for professionalism; for achieved high performance indicators; for making a contribution to business development; one-time transfer based on length of service. In companies where business calculations are carried out, the FZP is applicable when paying for labor at the tariff rate, official salary, additional payments, and allowances.

Thanks to planning methods, the fund's dependence on final result, and the company’s rights are expanded when using earned amounts. The organization is committed to using compensation as a critical means of stimulating increased productivity, improved product quality and more efficient production. The fund in a non-manufacturing company is determined based on the number of employees and average earnings. The organization of remuneration is being restructured so that it is possible to determine wages on the basis of collective and individual performance indicators, eliminate equalization in the wage system, and remove the opportunity to receive funds that have not been worked out. The amount earned by the team is at its own disposal and is distributed taking into account the work of everyone.

Source of financing labor costs: indicators of the cost of goods or services; amounts that have a special purpose, personal funds of the organization; targeted funding and receipts. Costs of payment for work are payments made by a company to individuals and are included in the cost of goods. The wage fund includes funds that are awarded to all employees for work performed.

This refers to persons who perform permanent, seasonal, temporary work, as well as amounts that are accrued to the employee in accordance with the legislative norms of the Russian Federation for the unworked period (payment of funds to young mothers, etc.) Structure of the fund: amount of remuneration in cash and in kind in terms of time worked or not worked; compensation related to the mode and working conditions; incentive transfers; bonuses and incentives; payment for food, residential real estate, which is carried out according to a certain system.

Depending on the composition of payments, they are distinguished:

1. Hourly wage fund - the amount of payments for the time actually worked, recorded in man-hours. Includes: payments based on tariff rates, salaries and piece rates; payment for accord and accord-bonus orders; additional payments to piece workers for deviations from normal working conditions; bonuses; additional payments to foremen; payment of overtime work at established rates; payment for work to correct the defect.

2. The daily wage fund includes an hourly fund and additional payment for unworked time, counted in man-hours, subject to payment in accordance with the law, namely: additional payment for overtime hours; payment for intra-shift downtime through no fault of the worker; additional payment for night work; payment of preferential hours for teenagers.

3. The monthly wage fund consists of a daily fund, payment for all-day downtime through no fault of the worker, payment of basic and additional holidays and payment for absences associated with the performance of public and government duties, counted in man-days.

13. Profit and profitability analysis

Summary assessment financial condition the enterprise is achieved on the basis of such performance indicators as profit and profitability.

The amount of profit and the level of profitability depend on the production, supply, sales and commercial activities of the enterprise, in other words, these indicators characterize all aspects of management.

Analysis of the formation and use of profit involves the following stages:

1. Analysis of the composition and dynamics of balance sheet profit.

2. Analysis of financial results from ordinary activities.

3. Analysis of the level of average selling prices.

4. Analysis of financial results from other activities.

5. Analysis of the profitability of the enterprise.

6. Analysis of the distribution and use of profits.

The analysis uses the following profit indicators: book profit, taxable profit, net profit.

Balance sheet profit includes profit from ordinary activities, financial results from operating and non-operating transactions and extraordinary circumstances. The scheme for the formation of balance sheet profit is shown in Fig. 14.

Taxable profit is the difference between profit from ordinary activities and the amount of income tax benefits.

Net profit is that part of the profit that remains at the disposal of the enterprise after paying income tax.

In the process of analysis, it is necessary to study the composition of profit from ordinary activities, its structure, dynamics and implementation of the plan for the reporting year. When studying the dynamics of profit, it is necessary to take into account inflationary factors of changes in its amount. To do this, revenue must be adjusted by the weighted average increase in prices for the enterprise's products on average in the industry, and the cost of goods, products (works, services) must be reduced by their increase as a result of an increase in prices for consumed resources over the analyzed period.

Enterprises receive the bulk of their profits from ordinary activities, which include profits from sales of products (works, services).

Profit from sales of products for the enterprise as a whole depends on four factors of the first level of subordination: volume of product sales (VRP); its structure (UDi); cost (Zi) and the level of average selling prices (Ci).

The volume of product sales can have a positive and negative impact on the amount of profit. Increasing sales of profitable products leads to a proportional increase in profits. If the product is unprofitable, then with an increase in sales volume, the amount of profit decreases.

Structure commercial products can have both a positive and negative impact on the amount of profit. If the share of more profitable types of products in the total volume of their sales increases, then the amount of profit will increase, and vice versa, with an increase in the share of low-profit or unprofitable products, the total amount of profit will decrease.

The cost of production and profit are inversely proportional: as the price level increases, the amount of profit increases and vice versa.

Fulfillment of the profit plan largely depends on financial results of activities not related to product sales. These are financial results obtained from operating, non-operating operations and extraordinary circumstances.

The analysis comes down mainly to studying the dynamics and causes of losses and profits in each specific case. Losses from the payment of fines arise due to violations by individual services of contracts with other enterprises, organizations and institutions. During the analysis, the reasons for unfulfilled obligations are established, and measures are taken to prevent mistakes.

A change in the amount of fines received may occur not only as a result of violation of contractual obligations by suppliers and contractors, but also due to weakening of financial control over them. Therefore, when analyzing this indicator, it is necessary to check whether, in all cases of violation of contractual obligations, appropriate sanctions were presented to suppliers.

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Organizational and legal forms of the enterprise. The procedure for creating and organizing the activities of the organization, its organizational and production structures. Control internal environment. Organization and regulation of labor of department and enterprise employees.

The structural divisions of an organization are the basis on which various formations are based. They must be as relevant as possible to the activities being carried out and be most effective in fulfilling their direct responsibilities.

general information

In small organizations, a common situation is when the performance of one function is assigned to a specific employee or he performs several tasks. As it grows, several employees are already doing the same thing. At this stage of development, there is a need to unite these individuals into certain units called departments, groups, sections, sections, units, workshops. This is done in order to optimize handling. The functions performed are used as a unifying factor. This is how the structural divisions of the organization are formed.

Specifics

The creation of units is based on data on the type of activity, number of personnel, location and other characteristics. Consider this example: a company produces concrete blocks, the advertising department handles sales, and accounting is the responsibility of the accounting department. But there is a significant difference between different subjects. Thus, the structural divisions of a construction organization differ significantly from what is included in banking institutions. The specifics of coordinating the actions of various departments are also taken into account. How bigger size organization, the more important the issue of management becomes.

Ideally, care must be taken to ensure that all units are connected by a common goal and have all the necessary information support. As you grow, it becomes more and more difficult to maintain this state of affairs, which affects the interaction and communication network. In this case, it is very important to ensure a clear division of responsibilities. Otherwise, you can expect internal conflict. To avoid uncertainty, clear criteria should be used. And then it doesn’t matter what is the object of influence - structural divisions of a credit institution, bank, IT company, factory or agricultural entity - their efficiency will be at its best.

Types of divisions

The classification was taken as a basis, within which 61 departments are distinguished. They will be more or less structured according to the similarity of the duties they perform. It should also be noted that in practice their names may have a slightly different appearance, but this does not change the essence. The internal situation will help you to familiarize yourself with this in more detail. The structural divisions of an educational organization and a commercial enterprise differ due to different goals. So when studying specific subjects, this must be taken into account. After all, different goals are pursued, and the structural divisions of the organization work to achieve them. The following types exist.

Administrative, financial, accounting and support services

The functioning of the foundations and the balancing of the organization’s work depend on them. These include:

1. Office.
2. Secretariat.
3. Office management service.
4. labor.
5. Personnel management service.
6. Labor Organization Department.
7. Accounting.
8. Operational management service.
9. Financial division.
10. Department of Foreign Economic Relations.
11. Warehouses of finished products and materials.
12. Planning and Economic Department.
13. Standardization Service.
14. Legal service.
15. Human Resources Department.
16. Security Service.
17. Computer center.
18. VOKhR - paramilitary security.

You can also often find structural divisions of an educational organization. They often operate in the highest educational institutions, large engineering, scientific, agricultural, industrial and other companies where advanced products are developed. Among them are research, technical and production departments.

Research and technical departments

The following divisions operate in this area:

• Research department.
• Technical and Economic Research Service.
• Technical control department.
• Laboratory of measuring equipment.
• Design department.
• Technical service.
• Pilot production.
• Testing shop.
• Automation (mechanization) department.
• Service
• Experienced workshop.
• Department
• Personnel training service.
• Tool department.
• Design and technical service.
• Chief Mechanic Department.
• Personnel Training Bureau.
• Experimental workshop.
• Marketing Research Bureau.
• Research laboratory.
• Bureau of Nature Conservation.
• Department of Invention and Patenting.

Production divisions

These are departments, workshops and services that directly create goods in large quantities for their sale to end consumers. These include:

1. Logistics department.
2. Service for procurement and external cooperation.
3. Production and dispatch department.
4. Capital Construction Division.
5. Auxiliary production workshops.
6. Energy and mechanical department.
7. Department of the Chief Power Engineer.
8. Chief Designer's Department.
9. Production shops (assembly, machining and the like).
10. Special design bureau.
11. Repair and construction workshop.
12. Energy shop.
13. Mechanical repair shop.

These are the structural divisions of an organization. There are also different types of implementation: departments, laboratories, services and bureaus. Each approach has its own advantages, which is why it is chosen. Now let's look at a small example of the functioning in which the structural divisions of an educational organization will operate. How do they function? What is the basis of the communication system within the organization itself when transferring data between different structural divisions?

Example in the educational sector

Let's take a large university as the subject of the study. This organization is suitable due to its scale, numerous divisions and the very wide range of activities carried out. So, first let's highlight the administrative divisions. Each university has management components (rector’s office, dean’s office), human resources department, accounting department, and system administrator service. There may also be separate research institutes and centers.

Further division goes to the level of departments. Each of them leads 4-6 groups. And if there is distance learning, then 8-12. Thus, student groups are the smallest numerical divisions in large universities. These educational institutions have built a literally perfect (on paper) interaction. So, the rector’s office receives information from the Ministry of Education in general terms. Then he transfers it to the dean's offices in the planning departments, which break down all the necessary material into required amount hours, take care to provide audiences and avoid conflicts. This information subsequently goes to the department, which can make its proposals.

Conclusion

As you can see, structural divisions implement the principle, which ultimately allows them to obtain higher efficiency from their activities. To bring this indicator to the highest possible level, care should be taken to ensure that each person has clearly defined workplace instructions, which indicate the responsibilities and capabilities of each person. For effective cooperation and interaction, it is necessary to ensure that information is transmitted quickly and without delay.