Structural unit: definition, functions, management. Head of a structural unit How to create a structural unit - procedure

educational institutions

Typical sample

I APPROVED

___________________________________ (initials, surname)
(name of organization, pre- ________________________
acceptance, etc., its organizational (director or other official)
legal form) official person, authorized
what must be asserted
nal instructions)
" " ____________ 20__

Job description
head of a structural unit
educational institutions
(training and consulting center, section,
laboratory, office, etc.)
______________________________________________
(name of organization, enterprise, etc.)

" " ______________ 20__ N_________

This job description was developed and approved by
based on an employment contract with __________________________________________
(name of the position of the person for whom
______________________________________________________________ and in accordance with
this job description has been compiled)
provisions of the Labor Code of the Russian Federation and other regulatory
acts regulating labor relations in the Russian Federation.

1. General Provisions

1.1. Head of a structural unit of an educational institution
belongs to the category of managers.
1.2. For the position of head of a structural unit of the institution
education, a person with higher professional education is appointed
and work experience in teaching or leadership positions in institutions,
organizations, enterprises corresponding to the institution’s work profile
education, at least 5 years.
1.3. Head of a structural unit of an educational institution
appointed to a position and dismissed by order of the director
institutions on the recommendation of _____________________________________________________.
1.4. Head of a structural unit of an educational institution
must know:
- The Constitution of the Russian Federation;
- laws of the Russian Federation, regulations and decisions of the Government of the Russian Federation and regional
educational authorities on issues of education and upbringing
students (pupils);
- charter of the educational institution;
- Convention on the Rights of the Child;
- pedagogy, educational psychology, achievements of modern
psychological and pedagogical science and practice;
- basics of physiology, hygiene;
- theory and methods of managing educational systems;
- fundamentals of economics, law, sociology;
- organization of financial and economic activities of the institution;
- administrative, labor and economic legislation;
- rules and regulations of labor protection, safety precautions
and fire protection;
- _________________________________________________________________.
1.5. Head of a structural unit of an educational institution
reports directly to _____________________________________________
(to the director of the institution, other official)
and in its practical activities is guided by orders
director of the educational institution and this job description.
1.6. During the absence of the head of a structural unit
educational institutions (business trip, vacation, illness, etc.) his
duties are performed by a person appointed by order of the director of the institution.
This person acquires the corresponding rights and is responsible for
high-quality and timely performance of assigned duties.
1.7. ______________________________________________________________.

2. Job responsibilities
Head of a structural unit of an educational institution:

2.1. Manages the activities of the structural unit.
2.2. Organizes the educational process.
2.3. Monitors the implementation of curricula and programs.
2.4. Takes measures to provide methodological support for educational
process.
2.5. Organizes the conclusion of contracts with interested parties
enterprises, institutions and organizations for training.
2.6. Provides staffing for the educational institution
students (pupils).
2.7. Creates the necessary social and living conditions for students
(pupils) and employees of the institution.
2.8. Takes measures to preserve the student population
(pupils).
2.9. Makes proposals to the management of the institution regarding the selection and
placement of personnel.
2.10. Ensures the development and strengthening of the educational and material base
institutions, safety of equipment and inventory, compliance
sanitary and hygienic requirements, rules and regulations of labor protection and equipment
security.
2.11. _____________________________________________________________.

3. Rights
Head of a structural unit of an educational institution
has the right:

3.1. Get acquainted with the draft decisions of the institution’s management,
relating to the activities of the department.
3.2. Participate in the discussion of issues related to the work performed by him
job responsibilities.
3.3. Submit proposals for consideration by the management of the institution on
improving the performance of a structural unit.
3.4. Interact with managers of all (individual)
structural divisions of the institution.
3.5. Involve specialists from all (separate) structural
units to solve the tasks assigned to it (if this
provided for by the provisions on structural divisions, if not - with
permission from the head of the educational institution).
3.6. Sign and endorse documents within your
competencies.
3.7. Make proposals for rewarding outstanding employees,
imposing penalties on production and labor violators
disciplines.
3.8. Demand that the management of the institution provide assistance in
performance of their official duties and rights.
3.9. ______________________________________________________________.

4. Responsibility
The head of a structural unit of an educational institution is responsible for
responsibility:

4.1. For improper performance or failure to fulfill their duties
duties provided for in this job description, in
within the limits determined by the labor legislation of the Russian Federation.
4.2. For offenses committed in the course of exercising their
activities - within the limits determined by administrative, criminal and
civil legislation of the Russian Federation.
4.3. For causing material damage - within the limits specified
labor and civil legislation of the Russian Federation.
4.4. ______________________________________________________________.

The job description was developed in accordance with ________________
(Name,
_____________________________.
document number and date)

Head of structural unit (initials, surname)
_________________________
(signature)

" " _____________ 20__

AGREED:

Head of the legal department

(initials, surname)
_____________________________
(signature)

" " ________________ 20__

I have read the instructions: (initials, surname)
_________________________
(signature)

We bring to your attention a typical example of a job description for a manager (director, manager, chief) of a structural unit, sample 2019. should include the following sections: general regulations, job responsibilities of the head (director, manager, chief) of the structural unit, rights of the head (director, manager, chief) of the structural unit, responsibility of the head (director, manager, chief) of the structural unit.

Job description of the head (director, manager, chief) of a structural unit belongs to the section " Qualification characteristics of positions of managers and specialists of higher professional and additional professional education".

The job description of the head (director, manager, chief) of a structural unit must reflect the following points:

Job responsibilities of the head (director, manager, chief) of a structural unit

1) Job responsibilities. Manages the activities of a structural unit of an educational institution of higher professional and additional professional education: branch, institute, representative office, office, laboratory, administration, department, division, preparatory courses (departments), student bureau, workshop, training station (base), interdepartmental (interfaculty) educational laboratory and other structural units (including separate structural units), within the limits of the powers granted. Organizes current and long-term planning of the activities of a structural unit, taking into account the goals, objectives and directions for the implementation of which it was created, issues the necessary orders, and monitors the implementation of planned tasks. Coordinates the activities of employees of the structural unit, creates conditions for their work. Takes measures to create the necessary social and living conditions for students and employees of the educational institution, makes the necessary proposals for their improvement. Participates in the selection and placement of personnel, in resolving issues of improving the qualifications and professional skills of employees, forming the structure and staff of an educational institution. Takes part in the development and strengthening of the educational and material base of the educational institution, equipping it with modern equipment, educational literature, manuals and technical teaching aids, ensuring their safety, replenishment and effective use. Organizes and conducts educational and methodological (scientific, scientific and methodological) seminars (meetings, conferences) and other events. Coordinates the preparation, review and publication of educational and methodological documents, the implementation of research, scientific and methodological work. Ensures timely preparation of established reporting documentation.

Organizes the work and interaction of the structural unit with other structural units of the educational institution and interested organizations within the limits of the powers granted. Within the limits of authority, manages the activities of the academic council of the structural unit, represents its interests in the academic council of the head educational institution. Provides reports on work on educational, scientific, research, scientific, methodological and other activities carried out in accordance with the regulations on the structural unit. Provides measures to create favorable and safe working conditions, compliance with labor protection and fire safety regulations.

The head (director, manager, chief) of a structural unit must know

2) The head (director, manager, chief) of a structural unit, when performing his official duties, must know: laws and other regulatory legal acts of the Russian Federation relating to the field of higher professional and additional professional education, regulating educational, scientific, production and economic and financial and economic activities of educational institutions; priority directions for the development of the educational system of the Russian Federation; local regulations of the educational institution, its structural division; fundamentals of pedagogy, educational psychology; basic information about the development of education in foreign countries; theory and methods of managing educational systems; basics of tax, economic and environmental legislation; financial and economic activities of the educational institution; fundamentals of civil, administrative, labor, budget, economic legislation; basics of management, personnel management, projects; labor protection and fire safety rules.

Requirements for the qualifications of a manager (director, manager, chief) of a structural unit

3) Qualification requirements. Higher professional education in the specialty “State and municipal administration”, “Management”, “Personnel management” and work experience of at least 3 years or higher professional education and additional professional education in the field of state and municipal administration, management and economics and work experience of at least 3 years.

For heads of branches (institutes) - higher professional education, an academic degree, work experience in teaching positions or management positions in organizations in the field of professional activity corresponding to the activities of the educational institution, at least 5 years.

Job description of the head (director, manager, chief) of a structural unit - sample 2019. Job responsibilities of the head (director, manager, chief) of a structural unit, rights of the head (director, manager, chief) of a structural unit, responsibility of the head (director, manager, chief) of a structural unit.

This section of the NCC website is dedicated to working forms of personnel documentation that regulate the relationship between the employee and the organization. The proposed texts are real, previously approved, working personnel documents that were prepared by employees of our personnel center and Mrs. Olga Vitalievna Zhukova.
If you like the style, you can take these sample job descriptions as instructions, further modifying them to suit the individual needs of your enterprise, or you can place an order and entrust this task to the employees of our personnel center.

Job Description of the Manager

separate structural unit (OSB)

1. General Provisions:

1.1. Appointment to the position of Head of the OSP and dismissal from it are made in accordance with the order of the General Director of LLC “A” (hereinafter referred to as the Company).

1.2. In his activities, the Head of the OSB reports directly to the General Director of the Company.

1.3. The activities of the Head of the OSP are regulated by this Instruction, instructions and orders of the General Director and the Legislation of the Russian Federation.

1.4. All employees of the OSP are subordinate to the Manager.

1.5. Persons with higher education and management experience may be appointed to the position of Manager.

2. Responsibilities:

2.1. Manages the economic and financial activities of OSP in the field of logistics, storage and sales of products under supply contracts, as well as transport and administrative services.

2.2. Provides:

— efficient use of material and financial resources, reducing their losses,

— acceleration of the process of turnover of invested funds,

— accounting of labor costs and timely payment of wages to OSP employees.

2.3. Organized by:

— participation of departments and services subordinate to him in drawing up long-term plans for the delivery, storage and sale of the Company’s products, for establishing direct and long-term relationships with regional buyers,

— work of warehouse facilities, creation of conditions for proper storage and safety of material assets,

— compliance with the company’s personnel policy in the field of staffing.

2.4. Takes measures:

— to expand the economic activities of the OSB,

— to ensure the fulfillment of tasks and obligations for the supply of the Company’s products to regional buyers (in terms of quantity, quality, assortment, timing and other terms of delivery),

— on the rational use of all types of transport,

— to improve the organization of loading and unloading operations.

2.5. Controls:

— logistics support for OSB,

— proper use of working capital and targeted use of financial credit,

— fulfillment of the plan for the sale of the Company’s products.

2.6. Manages the development of measures:

— on resource conservation and integrated use of material resources and valuables,

— to improve the economic performance of the OSB,

— to maximally equip the loading and unloading service with the necessary mechanisms and devices,

— to prevent overexpenditure of financial and material resources,

— addressing information security issues,

— to improve the moral and psychological climate in the team.

2.7. Supervises the work of departments and services subordinate to him.

3. Must know:

3.1. Resolutions, instructions, orders, other guidance and regulatory materials of higher and other bodies relating to the activities of the PCB,

3.2. Profile, specialization, features of the OSB structure,

3.3. Prospects for the technical and economic development of OSB,

3.4. The procedure for developing and approving plans for the economic and financial activities of the OSB,

3.5. The procedure for maintaining records and drawing up reports on the economic and financial activities of the OSB,

3.6. Organization of financial work, logistics, transport services and product sales,

3.7. Organization of loading and unloading operations,

3.8. The procedure for developing working capital standards, consumption rates and inventories,

3.9. The procedure for concluding and executing business contracts,

3.10. Economics, organization of production, labor and management,

3.11. Fundamentals of the Legislation of the Russian Federation,

3.12. Rules and standards of labor protection, safety, fire protection.

4. Responsibility:

The head of the PCB is personally responsible for:

4.1. For the activities of the PCB as a whole and for the performance by individual employees of the functions defined in job descriptions;

4.2. For ensuring the uninterrupted operation of departments and services of the OSB in organizing the technological process of goods distribution;

4.3. For unreasonable overexpenditure of financial and material resources;

4.4. Financial responsibility for the safety of inventory items in the warehouse and in the OSP office;

General Audit Department on the appointment of the head of a separate division.

For the timely provision of reliable information on the results of the work of the PCB;

4.6. For violation of norms and rules of labor protection, safety regulations, industrial sanitation and fire safety;

4.7. For the safety and confidentiality of information entrusted to him by the Company.

5. In case of production necessity, the company reserves the right to correct the job description.

Return to Manager Responsibilities

Responsibilities of the head of the department:

— manages, in accordance with current legislation, the production, economic and financial and economic activities of a separate division, bearing full responsibility for the consequences of decisions made, the safety and effective use of the enterprise’s property, as well as the financial and economic results of its activities;

— organizes the work and effective interaction of all structural divisions of a separate division, directs their activities to the development and improvement of the trading process, taking into account social and market priorities, increasing the efficiency of the enterprise, increasing sales volumes and increasing profits, the quality and competitiveness of products sold, their compliance with standards in order to conquer the workwear market segment and meet the needs of counterparties for relevant types of products;

— complies with orders and internal work schedules established by the management of the enterprise, local regulations of the enterprise and requires their implementation from subordinates;

— observes and monitors compliance by employees of a separate unit with labor protection and safety regulations and standards;

— observes fire discipline and requires compliance with it from all employees, incl. strictly ensures that there is no smoking in retail and warehouse premises;

— maintain cleanliness and order in the premises of a separate unit;

- ensures, within its competence, the implementation by a separate division of business plans approved for a separate division by the enterprise, all obligations to employees of a separate division, including regarding mandatory fees to state extra-budgetary funds;

— organizes production and economic activities based on the widespread use of progressive forms of management and labor organization, reasonable standards of material, financial and labor costs, studying market conditions in order to comprehensively improve the quality of trading activities, economic efficiency, rational use of existing reserves and economical use of all types of resources ;

— in agreement with the management of the enterprise, takes measures to provide a separate unit with qualified personnel, the rational use and development of their professional knowledge and experience, the creation of safe and favorable working conditions for life and health, and compliance with the requirements of labor protection legislation;

— allows new employees to work after formalizing their employment relationship with the enterprise and conducting safety training;

— tests the skills of new employees, conducts their internship;

- ensures the correct combination of economic and administrative methods of management, unity of command and collegiality in discussing and resolving issues, material and moral incentives for increasing operational efficiency, application of the principle of material interest (in agreement with the management of the enterprise) and the responsibility of each employee for the work entrusted to him and the results of the entire work team of a separate unit;

— ensures compliance with labor discipline, promotes the development of labor motivation, initiative and activity of employees of a separate unit;

- resolves issues related to the financial, economic and production activities of the enterprise, within the limits of the rights granted to it by the management of the enterprise, and, in agreement with the management of the enterprise, entrusts the conduct of certain areas of activity to other officials - his deputies;

— ensures compliance with the law in the activities of a separate division and the implementation of its economic relations, the use of legal means for financial management and functioning, strengthening contractual and financial discipline, regulating social and labor relations, ensuring the investment attractiveness of the entire enterprise in order to maintain and expand the scale of business activity ;

- holds a planning meeting twice a day: in the morning - to distribute assignments for the working day, in the evening - to summarize the work for the day;

— draws up a time sheet of hours worked by employees;

- daily, at 17:30, informs the _______________________ of the enterprise about the results of the work for the day;

— carries out analysis and assessment of financial risks, develops measures to minimize them, ensures control over compliance with financial discipline, timely and complete fulfillment of contractual obligations and receipt of income, the procedure for processing financial and business transactions;

— represents the interests of the enterprise in government and management bodies.

Must know:

— legislative and regulatory legal acts regulating the production, economic and financial-economic activities of both the enterprise as a whole and a separate division, resolutions of regional and local government authorities and management, defining priority directions for the development of the economy and the corresponding market segment;

— basics of tax and labor legislation;

— a system of economic indicators that allow a separate division and the enterprise as a whole to determine its position in the market and develop programs for entering new markets;

— the procedure for concluding and executing business and financial contracts;

— market conditions;

— rules and regulations of labor protection.

ECSD - Head (chief) of a separate (structural) division of the organization

Conclusion of contracts by separate divisions

When concluding civil contracts by separate divisions of a legal entity, many questions arise in practice.

Currently, arbitration courts, when resolving disputes arising in the process of execution of contracts concluded by branches, representative offices and other separate divisions of legal entities, proceed from the fact that the heads of these separate divisions, if they have properly formalized powers, have the right on behalf of the legal entity and within the limits given to them authority to enter into relevant agreements. In this case, the authority to conclude contracts can only flow from a power of attorney, but not from the Charter of a legal entity or from the Regulations on a structural unit. If there is a power of attorney issued by the head of a legal entity, and a properly executed agreement concluded by the head of a separate division cannot be declared invalid only because it does not indicate that it was concluded on behalf of the legal entity and under its authority.

Example of a job description for a Branch Manager

In this case, the agreement is considered to be concluded on behalf of a legal entity.

Representative offices and branches are not legal entities; their managers are appointed by the legal entity and act on the basis of its power of attorney (Clause 3 of Article 55 of the Civil Code of the Russian Federation).

It must be borne in mind that the corresponding powers of the head of the branch (representative office) must be certified by a power of attorney and cannot be based only on the instructions contained in the constituent documents of the legal entity, regulations on the branch (representative office), etc., or appear from the situation, in which the head of the branch operates.

When resolving a dispute arising from an agreement signed by the head of a branch (representative office) on behalf of the branch and without reference to the fact that the agreement was concluded on behalf of a legal entity and by its power of attorney, it is necessary to find out whether the head of the branch (representative office) had at the time of signing the agreement the corresponding powers expressed in the regulations on the branch and the power of attorney. Transactions made by the head of a branch (representative office) in the presence of such powers should be considered completed on behalf of the legal entity.

It is also necessary to take into account that the head of a branch (representative office) has the right to entrust the performance of actions for which he is authorized by a power of attorney to another person in compliance with the rules provided for in Art. 187 Civil Code of the Russian Federation.

More articles on the topic

Head of a separate division

The last month of the year in all organizations, as a rule, passes not only under the auspices of preparation for a corporate New Year's event. Almost all services and structural divisions are in one way or another involved in the development of one of the most important local regulations of any enterprise - the staffing table. The secretary also gets it.

In general, the staffing table is a document that mostly relates to the accounting and personnel departments. But if the organization is small and does not have its own lawyer, in such cases it is most often the secretary who manages personnel issues. And there’s no way to get out of this, you have to bear this burden together with the chief accountant, and it’s good if together, on an equal basis.

In the course of the activities of any enterprise, questions constantly arise with the names of positions, the construction of an organizational structure and the correct configuration of the relevant structural units. Meanwhile, all of the above issues must be taken into account and correctly resolved right now, when drawing up the staffing table for the next year.

Price issue

According to clause 3, part 2, art. 19 of the Labor Code of the Republic of Belarus (hereinafter referred to as the Labor Code), one of the mandatory conditions of an employment contract is the provision on the employee’s labor function, which means work in one or more professions, specialties, positions, indicating qualifications in accordance with the employer’s staffing schedule, functional responsibilities, job description instructions. This norm of the Labor Code also establishes that the names of professions, positions, specialties must correspond to qualification directories, approved in the manner determined by the Government of the Republic of Belarus.

As practice shows, not all employers understand the meaning of the above requirements of the Labor Code, and many do not even imagine the consequences that violations of this norm can lead to. And the consequences can be tangible for both the employer and the employee. And, it should be assumed, it is precisely in order to protect the rights of the employee that the state considers it necessary to strictly regulate these issues. After all, such a seemingly harmless thing as an incorrect job title can, for example, violate the employee’s right to fair remuneration for his work, not to mention the fact that the employee in the future may have problems with calculating length of service - as a general ( upon retirement) and in a certain specialty (profession).

For the employer, the consequences of violating the norm of clause 3, part 2, art. 19TC can result in large fines. The legislation does not provide for special sanctions for incorrect job titles. However, paragraph 4 of Art. 9.19 of the Code of the Republic of Belarus on Administrative Offenses (hereinafter referred to as the Administrative Offenses Code) establishes the employer’s responsibility for other violations of labor legislation, except for the violations provided for in Art. 9.16–9.18 and parts 1–3 art. 9.19 Code of Administrative Offences, causing harm to an employee,- overlay a fine in the amount of 4 to 20 basic units. Thus, it can be assumed that if, as a result of an incorrect job title, the employee suffers any harm, as discussed above, there are grounds for applying the specified sanction to the employer.

Therefore, for those who have not previously focused attention on such issues and considered them insignificant, we strongly recommend that when drawing up the staffing schedule for 2013, they conduct a thorough audit of the job titles of their employees and bring them into compliance with the requirements of the law. It should be remembered that according to Part 2 of Art. 32 TK name of profession, position is recognized as an essential working condition. Therefore, if there is a need to make appropriate changes to the staffing table and (necessarily!) work books, employees must be notified of this no later than one month in advance.

General requirementsto job titles

According to the National Classifier of the Republic of Belarus “Professions of workers and positions of employees” (OKRB 006-2009), approved by Decree of the Ministry of Labor and Social Protection of the Republic of Belarus dated October 22, 2009 No. 125, all employees are divided into three categories: managers - category code 1, specialists - category code 2, other employees (technical performers) - category code 3. In turn, the document containing job responsibilities, qualifications and other requirements for each position is the Unified Qualification Directory of Employee Positions (hereinafter referred to as the UCSD). Instructions for the application of the ECSD are contained in a document such as the General Provisions of the Unified Tariff and Qualification Directory of Employee Positions, approved by Resolution of the Ministry of Labor and Social Protection of the Republic of Belarus dated January 2, 2012 No. 1 (hereinafter referred to as the General Provisions of the ECSD).

It is important to know that the application of all the documents mentioned above, contrary to widespread misconception, is mandatory in organizations, regardless of their organizational and legal forms, in which labor relations are based on an employment agreement (contract).

Before “calling” any of your employees some sophisticated position, be sure to make sure that such a position is in the directories, so that later, for example, upon retirement, it does not turn out that your employee worked as a nobody and had no name.

When determining the name of a position, it is necessary to distinguish the concept of “position” from the concept of “specialty”. Job title - This is the official position of the employee, determined by the range of his duties, official rights and the nature of his responsibility. While speciality is a type of professional activity that requires certain knowledge, skills and competence acquired through training and practical experience.

In all cases, the employee’s position is assigned its basic (standard) name according to OKPD (for example, engineer, economist, doctor, foreman, etc.), and, if necessary, its full name. Under basic job title is understood as the main title of the employee’s position, which is contained in the OKPD and is defined in the corresponding qualification characteristics. Full job title employee - this is the specific name of the employee’s position, clarifying the nature of the labor function performed by him, specialty, field of activity, mode and (or) place of work, etc. It is established by adding additional information to the basic title of the position, as well as the names of derivative positions according to Table 11 of the OKPD . In this case, the corresponding addition to the basic job title can be placed directly in it, after it, as well as before it.

If an employee performs two or more job functions, the job title is established taking into account the largest share of work performed within a particular function. In exceptional cases Double job titles may be established: artist-fashion designer, secretary-assistant, etc. The condition for establishing such double names is the presence of the components of these names in the OKPD and the performance by employees within these functions of work (responsibilities) that are related in content and equal in complexity within the same specialty and qualifications.

Let's consider the features that should be taken into account when naming employee positions in commercial organizations.

Heads of organizationsand their deputies

Clause 6 of the General Provisions of the ECSD establishes that the category “Managers” (category code - 1) includes employees who, within certain powers, carry out organizational and administrative (leading, organizing, directing, coordinating and controlling) functions in relation to the organization, the corresponding structural (separate) ) divisions, employees, areas of activity.

The titles of management positions are classified depending on the object of management:

- heads of the organization- these are persons who directly manage the organization (director, manager, etc.);

- executives of the organization- persons appointed in the prescribed manner as deputy heads of the organization, with certain administrative functions and areas of work, who have the right, within the limits of their powers, to carry out actions on behalf of the organization, to represent its interests in relations with other organizations, including judicial ones (deputy director, chief engineer etc.).

The title of the manager's position depends on the level of management, organizational structure, nature of authority, responsibility and other factors (head of the organization, head of a separate unit, head of a structural unit, other managers, their deputies). In this regard, it should be borne in mind that such, for example, a position as CEO, is established for heads of organizations that have subsidiaries and separate divisions (branches, representative offices) in their structure, and without them the position will be simply called director. Therefore, if your boss, wanting to elevate his status, called himself inappropriately, try to somehow tell him about it.

We often come across the question: how many deputies can a manager have? The legislation does not establish clear requirements in this regard. Typically, the number of deputy heads of an organization is established by the employer depending on the number of types and areas of activity carried out, structural divisions, the number of employees and functions performed.

Please note that the ECSD does not contain such job titles as financial director, commercial director, sales director, HR director, etc. Therefore, if you have the above positions on your staff, then they should be renamed deputy directors (general director, manager, chief, etc.) for the corresponding area of ​​activity.

According to current legislation, there can be only one director in an organization - the head of a legal entity or a separate structural unit (representative office, branch). And no commercial, financial, etc.

It should be taken into account that the presence in the staff, for example, of two positions such as Deputy Director for Commercial Affairs and Deputy Director for Sales, is clearly illogical, since the functional responsibilities of such deputies, if not identical, then largely overlap. In this case, it is worth reviewing the structure of the organization, as a result of which it will be revealed that one of the deputies, in terms of his functional responsibilities, management level, and competence, corresponds to a position no higher than the head of the structural unit.

Managersstructural divisions

Heads of structural units are persons appointed by the head of the organization to manage the activities of the structural unit (chief, foreman, manager, etc.), as well as their deputies.

Before deciding on the name of the position of the head of a structural unit, you should clearly build the organizational structure of the enterprise, bring it into strict compliance with the requirements of current legislation, taking into account the areas of activity of these units and the degree of their interaction (interdependence). A few years ago, legislation established a clear requirement according to which, when creating structural units, it was necessary to take into account the following controllability standards:

- management, service could be created if they had in their staff at least 7

- Department could be created if there were in its staff at least 4 staff positions, including the position of manager;

- sector (bureau, group) could be created if there were in its staff at least 3 staff positions, including the position of manager.

In management (service) - departments, sectors (bureaus, groups);

In a department there are sectors (bureaus, groups).

Otherwise, you will have a complete bacchanalia in your organizational structure.

When building an organizational structure, it is necessary to remember that not only the salaries of some employees depend on it, but also enterprise manageability. In this regard, we note that it is not at all necessary for an organization, as is often the case, to have several departments related in their functions, for example, sales departments: an active sales department, a telephone sales department, an Internet sales department, a regional sales department, etc. In this case, there should be one sales department, but it can be divided into sectors (bureaus, groups) based on the specifics of each work (telephone sales sector, active sales sector, etc.).

For heads of structural divisions of the organization Job descriptions, as a rule, are not developed. Their rights, duties, powers and responsibilities are indicated in the relevant regulations on the structural unit.

Provided that the employee has subordinate functional structural units for the type of activity of the organization specified by the job title, it is possible to establish a job title with the word “chief” in front (chief mechanic, chief power engineer, chief economist, etc.). The exception to this rule is positions "Chief Engineer" And "Chief Accountant": the first is the deputy head of the organization, and the second can be called the chief, without having employees or a structural unit subordinate to him.

Clause 6 of the General Provisions of the ECSD also establishes that The position “manager” belongs to the category of managers and, if necessary, may provide for the presence of subordinate workers. This position, as a rule, is introduced if there is no need to create a separate structural unit.

Stop making people laugh and calling every salesperson or consultant a manager. Remember: a manager is a leader!

Specialists

According to clause 7 of the General Provisions of the ECSD specialists- these are employees performing analytical and constructive functions, possessing special knowledge, skills, abilities and experience in a certain type of professional activity, having a higher (specialists of the highest level of qualifications) or secondary specialized (specialists of an average level of qualifications) education, confirmed by the types of documents established by law . The same norm determines that the name of the basic position “specialist” is used when establishing the full title of the position only in cases where the employee, in order to perform his job duties, needs knowledge acquired in the scope of higher or secondary specialized education, and the content of his job responsibilities is not provided for by the job responsibilities qualification characteristics of other specialist positions contained in ECSD releases. In this case, the job title is written as "specialist in...", "specialist in the field of...".

Clause 5 of the General Provisions of the ECSD stipulates that establishing the title of a position "senior" possible for specialist positions for which qualification categorization is not established, but a derivative position "leading"- for positions of specialists of the highest level of qualification, for which qualification categorization has been established. The specified names of derivative positions can be used provided that the employee, along with performing the duties provided for the position held, exercises functional, coordination or methodological management of subordinate performers or is assigned the functions of managing an independent area of ​​work (if it is not practical to create a separate structural unit).

Job title using derivative "main"(category code - 2) is established for specialist positions, provided that this is provided for by the corresponding qualification characteristics contained in the ECSD.

In the characteristics of specialist positions, ECSD provides for within the same position without changing its name, intra-job qualification categorization: no category, second, first category. Certification is required to assign categories to specialists. However, this topic deserves special attention, and we will try to return to it in one of the upcoming issues of the magazine.

An effective department head is one who fulfills the tasks assigned to the department. This is someone who is ready to take responsibility.

To be an effective leader, a person must have a number of characteristics:

• Competence is the strength, ability, ability to do something.
• Management is influencing someone to achieve the desired result.
• Managerial competence is the ability to influence subordinates to achieve the desired results.
• Competence is a basic characteristic of an individual associated with the criteria for effective and/or successful action in professional or life situations.

The ratio of professional (related to the specialty area in which a person works) and managerial skills (the ability to lead) among managers.

If we go from the very bottom, starting with a senior employee in the company, 90% of your success depends on professional skills. And further up the career ladder, management skills are increasingly valued.

It is enough for a manager to understand the subject industry at the level of an average employee, understanding the structure and how it works. And when we reach top management, the director should not be the best specialist, but should be a “manager”. His task is to find specialists: the best chief accountant, the best financier, the best salesperson. And set them a competent task and motivate them to achieve.

Takeaway: The higher you climb the career ladder, the more management skills you need.

Managerial skills

Let's look at the necessary skills that you need, even if you have 1 employee under you.

• Basic management skills:
  • time management (time management). This is the first skill to start with. When you have several people subordinate to you, and everyone has an 8-hour working day, you must effectively organize everyone's entire work process. For example, 5 subordinates - organize work for 40 hours, 20 subordinates - 160 hours;
  • delegation of responsibility. Many bosses make the mistake of delegating authority without delegating responsibility. If a particular employee does something, he is responsible for it;
  • interpersonal effectiveness. This is the ability to communicate;
  • operational leadership - the ability to infect other employees with enthusiasm, the belief that we can exceed the plan, for example.
• Operational management skills(more than 7 subordinates):
  • search and selection of personnel (interviews are the task of the personnel department) - drawing up job descriptions, who you need;
  • training and supervision - the manager must understand how to “grow” his staff, how to monitor employees based on the results of training;
  • control and evaluation of performance - control in order to give a “reverse move” in time if an employee does something wrong;
  • meeting management - develops the interpersonal effectiveness of the leader. If at the basic level we assigned tasks individually to employees and monitored execution, now you have many subordinates, and it is unrealistic to control each of them. Proper holding of meetings will allow you to assign tasks to all employees in a short time and receive feedback from everyone;
  • project management is the achievement of a previously known result, which has the following characteristics: timing, volume, quality, budget allocated for it.

• Organization management skills(department, directorate level):
  • planning - what the department will do next year, six months, quarter;
  • organization of execution. It is necessary to ensure interaction between divisions and departments, to see what material resources are needed;
  • control - control of results;
  • development. The head of the department does not know what his department will do next year - this is decided by the director of the area. It is the head of the department (director) who knows what awaits us in the next 3 years, determines what additional skills and knowledge are needed, i.e. in what direction to develop the department.
• Organizational Development Skills(General Director level):
  • strategic planning - planning the company’s activities for 5-7 years in advance;
  • organizational planning - what additional departments, divisions, workshops are needed, or which ones need to be reduced;
  • strategic leadership - the ability to create a vision for workers of what the company will achieve in a year, two, three;
  • management of organizational culture.
• Organizational Change Skills(level of company owners). These are mergers and acquisitions of organizations.

Goal setting according to S.M.A.R.T.

The first tool a leader will need is the ability to set the right goal, so that we can correctly formulate thoughts, set goals for subordinates (when we delegate tasks), for ourselves, when we determine the scope of work, for managers, when we want to ask for something.

And one of the most effective goal-setting tools is goal setting according to S.M.A.R.T.

• Specific- specific. The goal/task must be unambiguous and unambiguous, i.e. formulated in such a way that the employee understands what exactly we want to do.
• Measure– a measurable goal (accessible). There must be a clear criterion that will allow you to understand whether you have achieved or not achieved your goal. Parameters can be quantitative (interest, money, pieces) and qualitative (better service, more positive reviews, business reputation and popularity on the Internet, uninterrupted operation of equipment).
• Achievable- a feasible, realistic goal. An overestimated goal is demotivating: if an employee considers the goal impossible, then most likely he will not make sufficient efforts to achieve it.
• Result Oriented- result-oriented goal. An employee must understand what result he must achieve, and not what activity to engage in.
• Time Bounded- a goal limited in time, i.e. having a deadline.

If the task that you formulate as a leader has these 5 components, then it is impossible to understand it otherwise.

When a customer gives you a task that you cannot complete, do not tell him “impossible.” The main thing is the question of price.

SWOT analysis

The first step is to evaluate existing assets. This is all that you have, both tangible and intangible resources. And which ones are “strong” for you and which ones will lead to possible risks.

Yours strengths that exist now (and in the case of the head of a department, this could be modern software, qualified personnel, the latest technologies, unique intangible assets - inventions, brands), they give you opportunities.

For example, having qualified personnel allows you to take on complex tasks, difficult contracts and gives you the opportunity to complete them in a timely and efficient manner, receiving satisfied customers and additional orders.

And vice versa, weak sides(low-skilled personnel, unmotivated workers, poor technical support) - this entails risks and threats.

For example, low-skilled workers are always a threat to missed deadlines or loss of product quality, which can lead to conflict with the customer and complete loss of the contract.

A competent SWOT analysis will help strengthen the work of a manager.

This analysis can be used to assess the strengths/weaknesses of an entire department, an individual employee or a team. And then draw conclusions to minimize threats and make the most of opportunities.

Stages of SWOT analysis

SWOT analysis is carried out in 2 stages. It starts with an audit of the external environment, and then an audit of the internal environment.

Stage 1 - external environment audit:

• Market trends. This is the market in which we are present. Each company produces a certain product/commodity. And we look at what the market trends are: demand for a certain segment is growing/decreasing, the number of competitors is decreasing/growing, a fashion for a product has appeared, etc.
• Buyer behavior. How does he make a purchasing decision, what criteria are most significant for him. There is a time when a buyer prefers a business-class product, placing higher demands on it (this often happens when the buyer’s income increases). Conversely, the product is cheaper and of lower quality when incomes fall.
• Sales structure. How goods are sold in the regions, how the company’s sales services work.
• Competitive environment. Impact on the market of consumers and suppliers, threat of substitute products, various barriers to entry into the market.

All these 4 points are required when conducting a SWOT analysis, the following points are optional and depend on the type of activity of the unit.

• Legislation and political environment. The activities of some departments are strictly regulated (for example, the introduction of a sanctions list of products for import into Russia).
• Economic situation of the country, region. Major changes in the country's economy (increasing VAT to 20%, raising the retirement age), which may directly or indirectly affect the company's activities.
• Socio-demographic factors. Growth or reduction of personnel in the company.
• Changing technologies. New technologies can turn your product into useless junk. Training employees on new technologies.
• International environment.
• Ecological environment.

Stage 2 - audit of the internal environment:

• Personnel assessment: qualifications, motivation, future potential of the employee, loyalty to the company’s activities.
• Assessing your sales system. Is anyone else ready to promote our services besides our company?
• Product portfolio. This is the range of products or services that a company offers. For example, if a company sells only 1 product, demand has decreased - the company goes bankrupt. And if there are many products, then changes in demand in one segment can be replaced by another.
• Main competitors. We are looking for our competitive advantages, why our company is better than theirs. We find the weaknesses of competitors.
• Analysis of pricing policy. Even if our product has a lot of advantages, but it costs 2-3 times higher than that of competitors, we will always lose. It is necessary to compare prices with competitors; prices must be competitive and not inflated.

Technological map method

This tool allows you to develop projects, create job descriptions, properly prepare a motivation system, and develop the organizational structure of a department.

We use the method of technological multiples for descriptions of business processes. The main difference between the method and many others is accessibility. All other methods require either a clear knowledge of methodologies or knowledge of software products.

The method of technological maps is needed in order to ensure unambiguous understanding. Therefore, when you are planning to work with another department and you need to clearly understand who is doing what, to whom it is passing it on, in what time frame, what methods are critical - this method will come to your rescue.

When you distribute functionality within a department, when you coordinate your actions with management, when you manage a project or some unique (non-serial) product. In this case, you need a technological map.

High practicality method. It can be used to solve any problems in the company.

Availability. All you need is a pen and a piece of paper; you don’t need any special knowledge or skills.

Notation system

• Circle(oval). Any process/function, because something that answers the question “What are we doing?” or “What are we going to do?”
• Rectangle denotes a product. The result of our actions, what we managed to do.
• Arrows- cause-and-effect relationships.
• Rhombus— necessary resources. To perform the action you need additional. resources (other people's assets - legal services, telephone communications, Internet). Resources precede the next action on the process map.
• Closed line(red on our map) of any form, combining several processes, is an area of ​​responsibility. The area of ​​responsibility always begins with the product and ends with the product. Which employee is responsible for what?

Thanks to the use of these designations, the manager develops a “product” mindset. He begins to think not in terms of processes (what a particular employee did today), but in “results” (what results the employee achieved today - concluded several contracts, sent 40 commercial proposals, sold 50 products). Those. understanding comes that if there are no results, you need to change something in your activities.

Organizational structure of the enterprise

Linear structure divisions. Those. there is a manager and specialists. The head of the sector (senior employee) appears when the number of your specialists is more than 7.

All employees are in the same position and work according to the same job description. This is where the main advantage of this system comes from: specialists are easily interchangeable. If one goes on vacation or gets sick, then we can easily assign his responsibilities to another employee, since he himself knows this work well and does similar work himself.

The main disadvantage. All issues that need to be agreed upon or clarified are addressed to the head of the department. And we often see a situation where without a manager the work “stands still”, only he personally decides all the main issues of the company. Therefore, the manager needs to pay attention to “cultivating” a full-fledged replacement.

When you have products with double subordination, there will be functional structure.

We have functional, highly qualified employees (strictly for a separate function): marketing specialist, specialist. for service, special Development, lawyer. And there are employees who are directly involved in the operational process.

And all employees in the company can receive advice (or coordinate their actions) from highly specialized workers, improving the quality of their work.

In the absence of a manager, he can be replaced by a specialist. employees - an accountant resolves all issues regarding payments and documents, a lawyer resolves disputes with customers and suppliers, a serviceman repairs equipment.

The main disadvantage: situations are possible when specialists simultaneously receive several different tasks, one from each service (in the diagram above there are 3 different tasks).

Linear-functional organizational structure of the enterprise. Within the company, routine and project work and solving complex problems can occur in parallel. There are different processes, and their execution requires different functionality.

Each department head has his own team: the head of the testing sector has his own specialists, the head of the production sector has his own, etc. Each specialist is responsible for his own initial/final product.

From the point of view of work productivity, this scheme is effective, because specialists have a narrow specialization, they can only do their own thing, and due to this, their qualifications grow faster.

The head of the enterprise/department may be absent from the site, because Sector heads are each responsible for their own work.

Often this enterprise scheme operates in two cases:

1. At the stage of market growth. The workload of the enterprise is constantly growing, and all employees are constantly overloaded with work. Therefore, the costs of additional personnel are justified.
2. Highly profitable business.
3. In government agencies, when expenses for “idle” workers are not considered. The main task is not to make a profit, but to perform other functions.

The main disadvantage: the scheme is the most expensive in terms of personnel costs. This reduces the motivation of employees and, as a rule, the person's output rate decreases. For example, a specialist is “idle” in the summer, and during the season, when there is a lot of work, he demands additional payment for overtime.

Divisional organizational structure. The same parallel processes, but they differ in product and application.

A division for product “A” and a division for product “B”, and then there are specialists, they have the same functions, but different knowledge.

This could be a division by region, its own division in each region of the country (for example, the sale of agricultural machinery: the “West” and “East” divisions. And a specialist who works in a given region must understand what kind of agricultural equipment is needed, how it is equipped, who are the main consumers).

Pros and cons of this structure, as in the linear-functional one. Those. our specialists are professionals in their field, the manager can entrust his management function to the heads of departments/divisions.

The main disadvantage: personnel costs. You need to hire all the specialists, sometimes they are not always 100% loaded with work.

As the business grows, in order to organize employees, the company comes to the conclusion that it needs division by function and control over products. Those. in fact, there is a layering of a linear-functional scheme onto a divisional one.

Arises.

The head of the department has divisional subordinates (pharmaceutical products and security services). And then functional managers appear (head of the training department and head of the sales sector).

Within a department, a matrix structure makes sense if the number of employees is more than 20; within the company - when there are more than 300 employees.

Main advantages: savings on personnel, easier recruitment.

Main disadvantages: large document flow, because Both vertical and horizontal obligations of each link are clearly stated. This scheme does not accept a personal approach.

Employee motivation

Let's consider a multifactorial model of motivating your employees.

• The need to form long-term relationships. The fewer employees in a company, the closer the relationship.
• The need to gain recognition from people. It is important for them to be recognized for their achievements. If testing reveals such people among your employees, the ideal option for the company is to hold competitions among departments with summing up the results, certificates of honor, a challenge cup for the best department, plaques of honor, and the title of “employee of the month.”
• The need to set very difficult goals for yourself. Their interest in work is determined by the complexity of the problem being solved. Such employees are the best candidates for complex, non-standard tasks.
• The need for influence and power. If an employee is highly professional, he is a mentor of the work group. If personal qualities are developed, such an employee can be entrusted with social work. If he has the beginnings of despotism, then power cannot be given to him or he can be isolated from the team (offered solo work).
• Need for variety. Such people find it difficult to focus on only one work process. These are prime candidates for multitasking.
• The need to make decisions independently: “I decide how to do it.” It is important for such employees to set a goal, and the employee decides for himself how to achieve this goal.
• Need for improvement. There are employees who want to grow professionally, personally, and career.
• A number of employees have a need for interesting, socially useful work. It is important for the worker to understand that what he is doing is significant, that this is not a meaningless job. He wants to understand how it benefits (the business, the company, the society). The manager needs to carry out explanatory work on why this is important. That you don’t just rearrange pieces of paper, but create a catalog, thanks to which our employees can quickly find the information they need. You don't just wash the floors, you create comfort for our employees.