Can heads of structural divisions. Head of a structural unit: taking on the position

Accounting and taxes 05.02.2023

Accounting and taxes

In his famous book “The Effective Manager”<*>Peter F. Drucker entitled the first chapter: “Efficiency can be learned.” In conclusion, he confidently says that “Efficiency must be learned.”

<*>Drucker P.F. "Effective Manager" - M.: Williams Publishing House, 2000. - 534 p.

The assumptions and conclusions he made are not based in a vacuum, since scientific and technological progress involves not only the introduction of new equipment and technologies, but also the presence of a high level of competence among both heads of production departments and personnel managers. The task of the latter is to provide methodological assistance in mastering modern management systems and methods for both beginning and current enterprise managers.

From this position, we will consider those problems that directly concern the team of the unit.

The role of the team in the effective functioning of the unit

The effectiveness of the production activities of a structural unit is largely determined not so much by the efforts of its individual employees, but by the effectiveness of their joint work.

The team bears the burden of responsibility for a certain area of the production process and resolves most practical issues itself, without waiting for detailed instructions from the manager. A department can operate at a high standard and still stumble at every step, wasting time and missing out on opportunities. In the latter case, in order to achieve the set goals, it is necessary to make a qualitative transition from a team of individuals to a coherent and cohesive team.

It is known that the diversity of knowledge and skills of each employee of a department does not always contribute to increasing the performance of the entire department; Moreover, it can lead to a number of problems.

To increase efficiency, employees need to master the science of teamwork, learn to unite and concentrate efforts, rather than scatter them. This task is not easy, since representatives of different cultures who adhere to specific working methods are usually invited to work in a department, which requires certain approaches to organizing their joint activities.

Team members must clearly understand the overall task assigned to the unit and consider themselves as part of a single whole. They must have the ability to work individually while being subject to strict team discipline.

The team of the unit must agree to accept the administrative and social aspects of the work process, establishing the procedure for distributing tasks, determining the list of skills that need to be developed by its members, and the procedure for making and adjusting decisions. Essentially, the team of the department needs to agree on how it will carry out work assignments, how exactly the skills and abilities available to each will be combined to solve the assigned tasks, how mutual trust will be formed and conflicts resolved.

The practical implementation of the above largely depends on what choice the department head makes when determining the department's management strategy, as well as on the help he receives from HR managers.

Place of the head of the department in the structure of the organization

The head of a department is usually classified as a middle manager<*>. His position is at the intermediate levels of the power pyramid, since he is responsible for the activities of the most important business units, divisions and departments of the organization.

<*>Daft R.L. Management. - St. Petersburg: Publishing House "Peter", 2000. - P. 35.

Middle management is sometimes called the “Golden Mean” of the organization, since it is responsible for the implementation of the tasks adopted by top management.<*>This obliges the middle manager to maintain good relationships with peers, promote teamwork and resolve conflicts, and restructure the unit. In other words, the department manager is required to use a complex of conceptual, human and technical skills.

<*>Mintzberg Henry. Rounding Out the Manager's Job. Stoan Management Review, Fall 1994. pp. 11 - 26.

Selection of the head of the department

Let's consider the tasks that a personnel manager faces when selecting a department head. Naturally, first of all, he must establish that the applicant has strong and positive qualities.

The HR manager must understand that focusing only on the weaknesses of a candidate for the position of head of a department will only lead to mediocre results. Relying mainly on “impeccable” (whole personality, mature person or disciplined person) people who have only advantages and no shortcomings will indicate mediocrity, if not incompetence of the HR manager.<*>

<*>Drucker P.F. "Effective Manager" - M.: Williams Publishing House, 2000. - P. 65 - 78.

Based on the diversity of knowledge, experience and abilities, even the most brilliant person may seem illiterate. There is no such profession as a “good person”. The whole question is what makes it good, says P. Drucker. Therefore, setting tests to determine the aptitude of an applicant for the position of head of a department will allow the enterprise to obtain much greater returns.

It should be noted that often the task of an HR manager comes down to filling an existing vacancy, and not to selecting a specialist who has the ability to perform this job. This kind of action can lead to finding the “most flexible” specialist who does not pretend to be anything. However, in practice it usually turns out to be mediocre.

How should a personnel manager select an applicant for the position of head of a department without adapting jobs to individual characteristics?

The main rule here is to assign an appropriate level of responsibility to the existing position and increased demands on the applicant.

It is necessary to try to identify, if possible, all of a person’s abilities and further help ensure that these positive qualities are embodied in high production results.

Program for improving leadership parameters and practical management skills

It is necessary to begin working with a candidate by identifying and correctly using his potential. The HR manager must prepare a monitoring program that will enable the future head of the unit to painlessly enter the enterprise team, continue to improve the level of his competence, organize the process of improving the qualifications of the unit’s employees, establish interaction with them, etc.

Let us consider a version of such a program in detail (Fig. 1).

Fig.1. Improving leadership parameters and monitoring effective management of a production unit

Two areas should be the most important:

improving leadership parameters and practical management skills. Improving the parameters of leadership and practical management skills involves the work of the head of the unit on mastering management skills, mastering the latest methods of personnel assessment, working on oneself and working with specialists of the unit, as well as mastering management methods at the initial stage of working with the team. This also includes the formation of a personal career.
monitoring the effective management of the division's production activities.

Self-management

Self-management or the leader’s work on himself is one of the most important parameters of the scheme.

In the course of “working on oneself”, the leader must:

1. Determine approaches to department management. Modification of approaches to department management suggests that in the process of taking on a position, a manager may encounter areas of responsibility unknown to him and, therefore, find himself in an uncomfortable situation. In this case, it will be natural for him to strive to turn to previous experience and find a solution there.

In some cases, a certain tension may arise in work, which can be relieved with the help of an HR manager or by attending qualified training on methods for solving management problems.

The knowledge gained will help to form a balance of relationships in an unknown area of management, strengthen confidence in the correct vision of the problem and allow you to move forward along an updated path of understanding problems.

It should be noted that the very name “department manager” already contains a concept that presupposes the presence of a variety of functional management parameters. Therefore, confidence in how the manager imagines the problem of management activity is of great importance. The idea he has formed must be literally “sifted through a sieve of doubts,” removing a number of details and excesses and focusing attention on the most important aspects of the problem.

During the initial period of work in a new company, the head of a department needs to devote as much time as possible to visiting the factory floor or production area with mandatory contact with subordinates engaged in production activities. Otherwise, there is a high risk of difficulties arising in the implementation of production plans adopted by the team due to the loss of the allotted “credit of trust”.

Considering the fact that the process of taking up a position is necessarily accompanied by a period of adaptation to a new job, a new enterprise, new people, the manager is given the opportunity to make mistakes. Their range is quite wide - from incorrect assessment of their subordinates and determination of their abilities to errors in choosing the optimal strategy and key priorities.

And here the key role of the HR manager should manifest itself, who must convince the new manager that at this stage of mastering the role of a leader this is not shameful. However, it is important to focus the department manager’s attention on the mistakes made, so that in the future he can build the work process correctly.

Experience shows that mistakes and learning from them are the most important aspect of any business process. However, the slogan “the more mistakes, the faster you can learn” would be frivolous. You need to understand that all errors must be analyzed, and the results of the analysis must serve as the basis for improving your activities.

2. Identify the most difficult issues that a manager may encounter in his work. The list of the most difficult positions, as a rule, includes determining the direction of management activities, exploring unfamiliar elements of the internal environment, actions to improve such parameters as sincerity, determination, building respect from subordinates, the ability to be equal with colleagues, etc.

In addition, immediately after taking office, the manager is faced with such an element of management as hiring employees. For this process, the correct justification of the reason for hiring new employees to the department is of great importance. The manager’s task is to convey it and explain it to the future employee (why he is hired, what the department needs from him, etc.).

In practice, this can be the fastest way to gain the trust of a hired specialist.

3. Formulate tasks for the first few months of activity as a leader. One of the most important tasks of the head of a department after taking office should be to “say goodbye” to his old baggage. You need to leave everything and start with a “clean sheet of paper” (or “a blank computer screen”) and focus all your attention on the new job. The head of the department should ignore even such a temptation as unnecessary conversations on the phone. Priorities for the first working day should be:

drawing up a work plan, meeting with a secretary or assistant to establish business relationships;
familiarization with the most important materials and requesting missing information for a better understanding of the unit’s activities;
developing guidelines for drawing up a personal action plan for the first week and first month;
establishing good relations with staff.

During the first working week, the manager must hold meetings with managers and key specialists and obtain from them as much information as possible to get an idea of the situation in the department.

Based on the analysis, it is necessary to identify production tasks for which brainstorming is necessary and a certain form of assistance is required. The list of tasks for the first week also includes forming your own opinion about what should be key in the ongoing production strategy.

Making the first decision is of great importance for subsequent work. Therefore, the HR manager must orient the head of the department to ensure that he is confident in the stability of the “climate” in the department and in the consistency of the measures taken with related production departments of the enterprise.

In principle, a leader must exclude any steps that run counter to the main strategy of the enterprise and to the detriment of his leadership. Otherwise, the chances of gaining trust among subordinates will be significantly reduced.

It is advisable to form the internal climate in the department from the very beginning of its activities. And here, if necessary, radical changes can be made, especially if it is necessary to eliminate an emerging conflict situation. However, most of the time, moving towards change must be based on carefully considered and thoughtful decisions.

Radical and rapid changes are necessary when redistributing financial and material resources, that is, in areas that essentially do not affect the personnel of the unit. A manager, for example, can stop the development of a project if he understands that its implementation in the future is impossible. Carrying out changes related to disruption of the usual rhythm of work of a team of subordinates is always associated with great difficulties, since there is always a chance of loss of work efficiency and a decrease in the level of respect and trust. Therefore, positive communication between a manager and his subordinates is of great importance. Clarifying issues related to the need to accept certain changes will help increase the level of tolerance to them among team members.

4. Practice managing your working time. Working time management requires the manager to accept as dogma such concepts as:

significance;
urgency;
establishing time priorities and time frames for elements of the working day;
strict accounting of time spent.

It is believed that two important elements must be present in working time management: the level of significance of the task being solved (project, type of activity) and the urgency of solving the problem (project, type of activity).

The manager is obliged to improve the method of spending working time every day, while showing flexibility and trying to avoid minor production issues “falling out of attention.”

5. Choose a management style. Choosing a management style for a unit is the correct determination of the sequence of actions that must be performed by the manager in order for all members of the unit to actually become subordinate to the manager.

The manager, as the leader of the team, must have a strong character, however, adaptation to the internal environment and the current situation may require him to change the level of manifestation of the strength of this character. On the one hand, the internal environment can force the manager to be more democratic in relation to individual employees, which is especially important when it is necessary to extinguish an impending conflict. However, certain situations can force a manager to show autocratic traits, which is especially typical for situations where the team is fighting for survival and the speed of decision-making becomes a critical factor. At the same time, in any situation it is necessary to maintain consistency in the manifestation of one’s character, to be extremely truthful, and to avoid personal criticism when setting tasks and in the process of their implementation.

6. Decide on your personal life style. Understanding and perception by the head of a department of the general culture of the enterprise, the mandatory establishment of appropriate limits on the manifestation of inclinations of one’s character is one of the important conditions for conflict-free entry into a new team and gaining authority among employees of the department. The HR manager should recommend that the future manager take a close look at the company’s culture and, if it is revealed that it does not correspond with the applicant’s existing life balance, it is better to refuse a positive decision on his employment.

Integration

The manager’s actions to integrate with the department’s team can be schematically represented as follows (Fig. 2).

Fig.2. The manager’s action plan in the process of his integration with the department’s team

At the initial stage, the main task is to isolate the most important elements of integration and then focus attention on them. Subsequently, measures must be determined to organize the functioning of the unit, taking into account the tasks assigned to it.

The list of the most important must include the development of the decision-making process with mandatory interaction with the employees of the department and their orientation towards the accepted management style.

The leader must shape the corporate atmosphere in advance, which requires bringing his leadership style to the level required by the situation, both current and future.

Often, improving the situation in one area comes at the expense of another. An example is the acceleration of the delivery process of finished products, which, on the one hand, contributes to sales growth, but, on the other hand, leads to a decrease in activity in the development of new technological solutions and, accordingly, to a decrease in consumer confidence. Therefore, timely data analysis is necessary to determine vital priorities. Otherwise, there may be a significant decline in the moral character of the manager as the leader of the unit. Essentially, the more transparent the manager’s strategic plans and tactics are and the more clearly the key priorities are outlined, the more obvious the team’s desire to solve the tasks assigned to it will be.

Formation of a long-term vision and unification of goals. The most important point for a department manager is to build confidence that all departments are effectively communicating with each other and “steering the ship” in the same direction. The choice of management priorities that facilitate the coordination of business activities will be very useful here.

Another task is to build the leader's confidence that the division's management fits into the overall company strategy. A contributing factor to solving strategic issues can be employee motivation, which takes into account the set of values that the unit should follow. For example, the compensation payment system should provide for an annual review of the merits of department employees, in particular, the successes they have achieved in the process of education and professional training. In this case, management must demonstrate the ability to stimulate career growth as the level of qualifications of specialists increases.

Formation of information flows. Creating effective information flows in a department and connecting them with the general information field of the company requires the mandatory formation of a philosophy of interpersonal relations. In this regard, the development of managerial ethics and the targeted selection of employees who agree and are able to work together under the conditions of this ethical principle are of great importance.

Individual meetings and conversations are very useful, which contribute to the critical assessment and selection of key employees of the unit. Meetings of the entire team become necessary, which contribute to the formation of the principles of relationships between the manager and the department.

This can only be achieved if clear and precise objectives are formulated in advance. At the initial stage, such meetings with the team are desirable at least once a week. Even if such a meeting lasts only 15 minutes, it will allow you to adjust the tasks that were set at the previous meeting.

Attendance at meetings must be mandatory. Even an employee who is away must be notified of the agenda of the next meeting.

At meetings, the results of the team's production activities should be reviewed with a mandatory summary of the results for the past month of work and quarter (it is advisable to make such a message within the first 10 minutes of the meeting). Particular attention should be paid to the difficulties that arise when solving production problems.

Interaction

The process of organizing interaction with the department’s team involves the manager’s accumulation of experience based on such criteria as the ability to listen, build the necessary relationships, formulate a plan of management actions, assess the capabilities of personnel, organize education and training for key specialists, and sometimes the entire team. In addition, as a leader, he must learn to show firmness, integrity and consistency in decision-making, understand the existing differences in the culture of the company, division and perceive the culture of each subordinate in order to effectively implement all this in the management of the division.

Active listening is of great importance for management activities. With its help, you can build the level of trust that is necessary for the head of a department as a team leader. It is well known that a self-respecting person will not participate in a conversation under uncomfortable conditions. Therefore, the best option for forming an impression of yourself is to demonstrate to your interlocutor or subordinate your intention to do something useful - to resolve the problem that has arisen and show that, in general, it is not difficult.

To establish contact with subordinates, it is important to first draw up a conversation plan that will allow you to conduct it with ease and a smile on your face.

The leader should not be mistaken that he is doing well with his listening style. In the process of contacting a superior, any subordinate will definitely pay attention to the point of view and ideas expressed by the manager, which can become the basis for further production activities. You must always remember that ideas may not be perceived quite correctly and correctly. To prevent this from happening, the interlocutor must be given the opportunity to ask clarifying questions.

During the conversation, it is advisable to pay attention to the source of information - where and from whom this information was received, where the event took place.

When listening to a subordinate, modesty and humanity are important; Arrogance is completely excluded here. Traits such as empathy and thoughtfulness may become topics that employees discuss among themselves after conversations with their manager.

The HR manager must convey all this to the head of the structural unit and convince him that effective listening to subordinates is the most important element in his management activities.

To ensure that the process of actively listening to a subordinate is not a “waste” of working time, it can be recommended that the head of the department conduct conversations while sitting next to his subordinate, and not at his desk - this way a trusting situation is created and more attention is concentrated on the subordinate. It is also necessary from time to time to write down the statements, requests and wishes of a subordinate - this forces the employee to more specifically and accurately express his thoughts in a conversation.

Building relationships (relationships) impossible without such parameters as the level of knowledge of how subordinates live, the presence of skills in maintaining relationships, constant analysis and adjustment of the management action plan, monitoring newly emerging situations, eliminating the manifestation of arrogance in the team and adapting the leadership style to the conditions of the internal and external environment.

The head of a unit can accomplish the task of getting to know his subordinates by conducting surveys during one-on-one meetings, meetings in everyday conditions in the form of guest invitations, during meetings or at lunchtime.

Actions of this kind will allow us to form a real idea of the quality level of the department’s personnel.

Planning measures to achieve trust and respect for staff should include such areas as increasing the efficiency of management activities, mastering methods of building trust, establishing confidence in functional actions, and gaining respect from subordinates. Among the most significant recommendations for improving management efficiency are the following:

preparing subordinates to understand that the head of a department cannot solve a particular problem without their help, and recommendations from key specialists are needed. In case of favorable responses, it is advisable to hold a meeting at which they can voice their advice;
Subordinates should not be allowed to create the illusion that their leader is capable of solving any problem. Therefore, it is necessary to declare your desire to constantly improve and increase knowledge;
When making changes to the production process, there must be confidence that the key specialists of the department have approved them, and that these changes take into account their suggestions. The manager must finalize the positive recommendations of the specialists.

Most subordinates show respect for their leader. However, not everyone is inclined to do this openly, especially in relation to leaders about whom little information is available. Therefore, the task of the department head is to earn this respect by demonstrating competence in solving various problems facing the team and knowledge of all the most important details of the production process.

Effective management. The head of a department should never forget about the importance of the process of increasing the efficiency of his management.

You can set yourself many different tasks. However, they should not conflict with each other. Sometimes the tasks set by the management of the organization need to be considered secondary. In order to determine the order of execution of such tasks, they must be discussed with department employees.

In any case, the manager is obliged to do everything correctly and represent the limits of the power framework within which senior management operates. This will allow you to form an idea of what measures need to be taken in the future.

If you want to change something in the actions of your management, you should respect the governing directives and try to convince him that the proposal submitted to him is consistent with the overall strategic policy of the enterprise.

Even if the idea of the head of a structural unit is “diamond,” the senior manager still needs to be given time to perceive it before it is considered at the general meeting. It must be remembered that a sufficient amount of time is spent moving from the position of defending one’s idea to supporting it by management.

The head of the department must be able to wait and be ready to answer questions asked by management specialists. This is due to the fact that each of these specialists has their own idea of solving the problem. Therefore, the head of the department must be prepared for any development of the situation and have pre-prepared answers.

Communication is important in any case - both when receiving a negative or positive decision on the proposed idea of improving management.

In any case, the head of the unit will be obliged to take upon himself both the care of the unit and the problem of implementing the proposed innovation. At the same time, all team members must understand the need to provide effective support to the head of the unit.

Also listed in detail are the actions of the HR manager that he must take after hiring a new head of a structural unit.

Having received the necessary support, the head of the department will already in the first months of his work gain confidence in his actions, form his own management style and in the future be able to improve it, achieving, together with the team, high results in the implementation of the production program.

Personnel Policy and HR Strategies

Keywords:

1 -1

A structural unit is a structural part of an organization that performs certain production or functional tasks within the framework of the charter and job descriptions of employees.

Legal aspects of the work of structural divisions

A structural unit cannot be considered separately from the enterprise, because it is not endowed with legal or economic independence. In accordance with the legislation, the following features of these structural units can be distinguished:

if the management of the enterprise has decided that it is necessary to create a structural unit, then there is no need or obligation to report this to the registration authorities;
registration with tax authorities, pension and insurance funds is not required;
no separate accounting documents are maintained for the structural unit, and its activities are reflected in the general balance sheet of the organization;
a separate statistical code is not assigned for this link;
It is not allowed to open separate bank accounts for a structural unit.

Regulations on divisions

The activities of the structural unit are carried out on the basis of a special regulation, which is developed by the management of the enterprise in accordance with established legislative norms. The document contains the following main sections:

general provisions that describe the enterprise itself, as well as intentions to create a certain organizational structure;
review of the number and composition of personnel both in general and for each department;
functions that a structural link must perform;
determining the goals of its activities, as well as setting tasks that will ensure their achievement;
appointment of department management, as well as determination of their terms of reference;
description of mechanisms of interaction between structural divisions, as well as with governing bodies;
determining the responsibility of the unit as a whole, as well as the manager and individual employees personally;
the procedure for liquidating a structural link, indicating the procedure, as well as significant reasons.

Requirements for structural units

To ensure continuous effective operation, a structural unit must meet a number of mandatory requirements, namely:

subordination must be centralized, that is, each employee must be accountable directly to the head of a given structural unit, who, in turn, regularly reports to the general director;
the work of the unit must be flexible, with the ability to quickly respond to any changes both within the organization and in the external environment;
the work of each structural unit must be strictly specialized (that is, the unit must be responsible for a specific area of activity);
the workload on one manager should not be too large (no more than 20 people if we are talking about middle management);
Regardless of its functional purpose, the unit must ensure savings in financial resources in every possible way.

Functions of structural divisions

Each structural unit of the organization is called upon to perform certain functions, reflected in the corresponding regulations. Their content depends on the scope and type of activity of the unit. When developing features, management should be based on the following requirements:

the formulation of functions implies the simultaneous setting of tasks to achieve them;
The designation of functions in the document is carried out in descending order (from main to secondary);
the functions of different structural units should not overlap or be repeated;
if a link has certain connections with other structural units, then their functions must be coordinated in order to avoid contradictions;
all functions of departments must have a clear numerical or time expression to ensure the ability to assess the quality of work;
When developing functions, care must be taken to ensure that they do not go beyond the authority or rights of management.

Department management

Like the enterprise as a whole, all its parts need effective management. The head of the structural unit bears direct responsibility for the implementation of this task. It is worth noting that management methods and models can be chosen by local authorities independently or delegated from above.

Depending on the area of activity of the unit, as well as the scope of responsibility of the manager, the latter has the right to delegate some powers to his subordinates. A strict reporting and control system must be observed. The final responsibility for the results of work rests solely with the manager.

Activities should be organized as follows:

at the beginning of the period, the manager carries out planning, which is fixed in the relevant documents;
Next comes continuous monitoring of work results in order to be able to respond to deviations in a timely manner;
at the end of the reporting period, a check is carried out to ensure that the resulting indicators comply with the planned ones.

conclusions

A structural unit of an organization is its main working cell, which performs certain functions regulated by the relevant regulations. It is worth noting that such a structural division is only advisable within a large enterprise, because in small companies powers can be distributed among individual employees.

It is important to organize effective interaction between various structural units. Their functions should not be duplicated or contradict each other. Particular attention is paid to the issue of management organization. The management of a structural unit, although it has broad powers regarding its management, nevertheless undertakes to strictly comply with all orders and requirements of the general director.

Job description of the head of a structural unit

General provisions

1.1 This job description defines the functional duties, rights and responsibilities of the head of a structural unit.

1.2 The head of a structural unit belongs to the category of managers.

1.3 The head of a structural unit is appointed to the position and dismissed from the position in the manner established by the current labor legislation by order of the director of the consumer services plant.

1.4 Relationships by position:

1.4.1	Direct subordination	Director of the consumer services plant
1.4.2.	Additional Subordination	‑‑‑
1.4.3	Gives orders	Employees of the structural unit
1.4.4	The employee is replaced	Deputy head of a structural unit
1.4.5	The employee replaces	‑‑‑

Qualification requirements for the head of a structural unit:

2.1	education	Higher professional education
2.2	experience	At least 2 years
2.3	knowledge	resolutions, orders, orders, other governing and regulatory documents of higher authorities on issues of consumer services for the population; rules of consumer services for the population; standards, the mandatory requirements of which household services must comply with; organization of logistics structural unit (service); profile, specialization and features of the structure of the organization of consumer services for the population; production capacities and human resources of the head of a structural unit (service); technology for providing household services to the population; prospects for technical, economic and social development of the head of a structural unit (service); planning fundamentals, strategic and operational planning; environmental protection requirements; fundamentals of economics, organization of production, labor and management; basics of labor legislation; the procedure for drawing up and agreeing on business plans for production, economic and financial and economic activities of a structural unit (service); office work standards (classification of documents, procedures for execution, registration, passage, storage, etc.); means of computer technology, communications and communications; rules and regulations for occupational health and safety, industrial sanitation and fire protection;
2.4	skills	work in specialty
2.5	Additional requirements	---

Documents regulating the activities of the head of a structural unit

3.1 External documents:

Legislative and regulatory acts relating to the work performed.

3.2 Internal documents:

Charter of the consumer services plant, Orders and instructions of the director of the consumer services plant; Regulations on the structural unit, Job description of the head of the structural unit, Internal labor regulations.

Job responsibilities of the head of a structural unit

The head of a structural unit (service) performs the following duties:

4.1. Determines and sets goals and objectives for the structural unit (service) related to the provision of consumer services to the population.

4.2. Organizes, plans and coordinates the activities of the department (service) aimed at providing a certain set of household services with the greatest socio-economic effect.

4.3. Provides timely and high-quality consumer services to the population.

4.4. Exercises control over the rational use of material, technical and labor resources, reducing costs and increasing the efficiency of consumer services for the population.

4.5. Conducts analysis and evaluates the performance of the unit (service).

4.6. Monitors the quality and efficiency of household services provided by the structural unit (service).

4.7. Carries out the development and implementation of measures to improve the activities of the unit (service), increase the volume and variety of household services provided, and improve their quality.

4.8. Participates in the selection and placement of employees

structural unit (service).

4.9. Monitors the rational use of labor of employees of a structural unit (service) and improves their qualifications.

4.10. Monitors compliance by employees of the structural unit (service) with labor protection and safety regulations and standards when providing household services to the population.

4.11. Ensures the correct execution and timely submission of reports on the results of the activities of the structural unit (service), and the organization of appropriate accounting.

4.12. Performs related duties.

Rights of the head of a structural unit

The head of a structural unit (service) has the right:

5.1. Participate in the discussion of draft decisions of the head of the organization.

5.2. Dispose of the property and funds entrusted to him in compliance with the requirements determined by legislative and regulatory legal acts, the Charter of the organization, and the regulations on the structural unit (service).

5.3. Sign and endorse documents within your

competencies.

5.4. Initiate meetings on organizational, financial and economic issues.

5.5. Request and receive necessary information and documents from other structural divisions (services).

5.6. Conduct quality checks and timely execution of orders.

5.7. Demand cessation (suspension) of work (in case of violations, non-compliance with established requirements, etc.),

compliance with established norms, rules, instructions; give instructions to correct deficiencies and eliminate violations.

5.8. Submit for consideration by the head of the organization proposals on the hiring, transfer and dismissal of employees, on the encouragement of distinguished employees and on the application of disciplinary sanctions to employees who violate labor discipline.

5.9. Participate in discussions of issues related to the duties performed by him.

5.10. Require the head of the organization to provide assistance in the performance of his official duties and rights.

Responsibility of the head of a structural unit

The head of a structural unit is responsible for:

6.1. For improper performance or failure to fulfill one’s official duties as provided for in this job description - within the limits determined by the current labor legislation of Ukraine.

6.2. For offenses committed in the course of carrying out their activities - within the limits determined by the current administrative, criminal and civil legislation of Ukraine.

6.3. For causing material damage - within the limits determined by the current labor and civil legislation of Ukraine.

Working conditions for the head of a structural unit

7.1. The work schedule of the head of a structural unit is determined in accordance with the Internal Labor Regulations established at the consumer services plant.

7.2. To resolve operational issues, the head of a structural unit may be allocated official vehicles.

Terms of payment

The terms of remuneration for the head of a structural unit are determined in accordance with the Regulations on remuneration of personnel.

9 Final provisions

9.1 This Job Description is drawn up in two copies, one of which is kept by the consumer services plant, the other by the employee.

9.2 Tasks, Responsibilities, Rights and Responsibilities can be clarified in accordance with changes in the Structure, Tasks and Functions of the structural unit and workplace.

9.3 Changes and additions to this Job Description are made by order of the director of the consumer services plant.

Head of structural unit
		(signature)	(last name, initials)
AGREED:
Head of the legal department

(signature)	(last name, initials)

00.00.0000

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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 Head.

1.5. Persons with higher education and management experience can 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 the framework of 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 relevant 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.

Structural unit: definition, functions, management

The full title of an employee's position is the specific title of the employee's position, specifying 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 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: fashion designer, secretary-referent, etc.

Organizational management structure

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 of the Labor Code, the name of a profession or position is recognized as an essential condition of work. 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.

Organizational structure of an enterprise: types and schemes

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, for example, a position such as general director is established for heads of organizations that have subsidiaries and separate divisions (branches, representative offices) in their structure, and without them the position will simply be 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.

What would you call the position...

It is worth noting that such a structural division is only advisable within a large enterprise, because in small companies powers can be distributed among individual employees. It is important to organize effective interaction between various structural units. Their functions should not be duplicated or contradict each other.
Particular attention is paid to the issue of management organization. The management of a structural unit, although it has broad powers regarding its management, nevertheless undertakes to strictly comply with all orders and requirements of the general director.

Head of structural unit

The structure of a company is the composition and relationship of its internal links and departments. Organizational Management Structures Different organizations have different types of management structures. However, there are usually several universal types of organizational management structures, such as linear, line-staff, functional, line-functional, matrix.
Sometimes, within a single company (usually a large business), separate divisions are separated, the so-called departmentalization. Then the created structure will be divisional. It must be remembered that the choice of management structure depends on the strategic plans of the organization.

Structural subdivision

Info

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 liability 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 of the Code of Administrative Offences, causing harm to an employee - imposition of 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.

5. main structural divisions of the organization

Structure development is usually done from the top down. Stages of organizational design:

divide the organization horizontally into broad blocks;
establish the balance of powers for positions;
define job responsibilities.

An example of constructing a management structure is the bureaucratic model of an organization according to M. Weber. Organizational structure of the enterprise The ability of the enterprise to adapt to changes in the external environment is influenced by how the enterprise is organized and how the management structure is built.

The organizational structure of an enterprise is a set of links (structural divisions) and connections between them.

Attention

Activities should be organized as follows:

at the beginning of the period, the manager carries out planning, which is fixed in the relevant documents;
Next comes continuous monitoring of work results in order to be able to respond to deviations in a timely manner;
at the end of the reporting period, a check is carried out to ensure that the resulting indicators comply with the planned ones.

Conclusions A structural unit of an organization is its main work cell, which performs certain functions regulated by the relevant regulations.

Structural unit of the head of the enterprise

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 at least 7 staff positions, including the position of a manager; - a department could be created if it had at least 4 staff positions, including the position of a manager; - a sector (bureau, group) could be created if it had at least 3 staff positions, including the position of a manager.

Structural division of the director

Important

A structural unit is a dedicated management body with independent functions, specific tasks and responsibilities. It can be separate (representative, branch) and internal (does not have all the characteristics of an independent organization). Any structural unit carries out its economic activities on the basis of the approved regulations on these associations, which are developed at the enterprises where they exist.

This document is developed by personnel department employees and department heads. The structural divisions of an enterprise can be as follows:

Directorates are divisions that are formed on a functional basis; they ensure the implementation of certain areas of the enterprise’s activities and manage the organization.

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