INTRODUCTION……………………………………………………………………………….3
I.THEORITICAL PART……………………………………………………………………..…4-16
1. Characteristics of the functional division of labor in the management process………………………………………………………………………………………..4
2. Organizational structure of the personnel management service……………..…6
3. Types of management structures……………………………………………………………...…7
4. Connection of the personnel management system with the goals of the organization…………..…13
5. Integrity of the personnel management system…………………………….....14
6. Participation of the organization’s management in the personnel management process……15
7. Competent and developing personnel management service…………..16
II.PRACTICAL PART……………………………………………………………17-19
1. Comparison of the structure of the personnel management service at various enterprises……………………………………………………………….………...17
2.Tasks of the personnel management service to its individual categories…..…18
CONCLUSION..………………………………………………………………………………….….20
REFERENCES……………………………………………………………………...….21
INTRODUCTION
For the correct construction of an organization's management system, determination of its structure, establishment of the range of rights and responsibilities of departments and individual employees, the definition of management functions and their clear, justified classification is important.
Management functions are specific types of activities that have a unity of purpose, the nature of the work and operations performed, aimed at a certain part of the managed object to achieve the goal. To perform management functions, a management apparatus is created, and separate structural divisions are created to perform one or another specific function (or a number of functions). Most often, the entire function is performed by a larger or smaller number of workers, each of whom performs separate types of work in the process of daily work. Correct allocation of functions allows work that is close and similar in nature to be combined into one management unit, thereby simplifying the structure and facilitating the coordination of the activities of functional units.
The management structure of an organization is one of the basic concepts of management, closely related to the goals, functions, management process, the work of managers and the distribution of powers between them. Structural relationships in organizations are the focus of attention of many researchers and managers. To effectively achieve the goal, it is necessary to understand the structure of work, departments and functional units. The organization of work and people greatly influences the behavior of workers. That is why it is necessary to become familiar from different sides with the structural approach that is used in various organizations to provide the basic elements of activity and the relationships between them. The structural approach involves the use of division of labor, span of control, decentralization and departmentalization.
I. THEORETICAL PART. FUNCTIONAL DIVISION OF LABOR AND ORGANIZATIONAL STRUCTURE OF THE PERSONNEL MANAGEMENT SERVICE
1. Characteristics of the functional division of labor in the management process
Division of labor is one of the main principles of organizing the management process. It is based on the functional, professional, qualification and operational-technological division of labor.
Functional separation labor in the management process is based on the hierarchy of enterprise management functions (research, design, regulatory, planning, technical, organizational, coordination, support, accounting and sales) and is a combination of certain groups, sets of operations that are consistently repeated during their implementation.
Based on the composition and scope of work for management functions, the rational construction of the management system and the number of employees for each function are determined, and organizational regulation documents are developed. The functional division of management processes is important for their organization, since it determines the goals, objectives and directions of activity of management workers.
At the same time, a certain number of intermediate level managers are subordinate to the top manager, each of whom will have control over a permissible number of subordinates. The introduction of second-level managers frees up top-level managers to address more important and long-term issues of development of the entire organization. The decision on the appropriate number of levels in the organizational management hierarchy and the number of subordinates for each manager is one of the central issues in the formation of a management structure. Unlike the linear system, when the manager is responsible for the entire volume of activities of the unit entrusted to him on the basis of unity of command, functional management is based not on general, but on specialized responsibility for a specific function in the organization.
The basis of the functional division of labor in the management apparatus is:
Stages of the decision-making process (planning, control, information processing, etc.),
Stages of the production and economic process (supply, production, sales, etc.) or elements of production (products, technology, etc.).
The need to form specialized functional units depends on many other factors, for example, on the volume of work to perform the function, the degree of its importance for achieving the ultimate goals of production organizations, as well as on the degree of interaction of the organization with the external environment, on the need to set new goals and objectives and on the availability qualified personnel. The key issue in identifying functional services in the management structure is determining their status and relationships with line managers. Therefore, specialists and heads of functional departments must have, first of all, such qualities as competence in their field, the ability to analyze and independently evaluate processes and phenomena, as well as to effectively communicate their conclusions and recommendations to line managers.
The parallel existence of linear and functional management in an organization creates certain problems in the process of its functioning. On the one hand, the principle of unity of command implies the need to establish a formal organizational structure in which each subordinate receives orders and instructions from only one leader and reports only to him. On the other hand, if this principle is taken literally, then employees of functional services should generally only deal with line managers.
Organizational structure of the HR service
Management structure is understood as an ordered set of steadily interconnected elements that ensure the functioning and development of the organization as a single whole. The organizational structure of management is also defined as a form of division and cooperation of management activities, within the framework of which the management process is carried out according to the relevant functions aimed at solving the assigned tasks and achieving the intended goals. From these positions, the management structure is presented in the form of a system of optimal distribution of functional duties, rights and responsibilities, order and forms of interaction between its constituent management bodies and the people working in them.
That is why the organizational structure of any business firm, hospital, bank, government agency or body with any type of activity should be considered from different perspectives and taking into account different criteria.
Its effectiveness and efficiency are influenced by:
1) the actual relationships that arise between people and their work. This is reflected in organizational charts and job responsibilities;
2) current management policies and practices that influence human behavior;
3) powers and functions of the organization’s employees at various levels of management (lower, middle, higher).
With a skillful combination of these three factors, a rational structure can be created in an organization in which there is a real and favorable opportunity to achieve a high level of production efficiency.
3. Types of management structures
3.1. Linear management structure
The essence of a linear (hierarchical) management structure is that control influences on an object can be transmitted only by one dominant person - the manager, who receives official information only from his directly subordinate persons and makes decisions on all issues related to the part of the object he manages. , and is responsible for its work to a superior manager (Fig. 1).
This type of organizational management structure is used in the context of the functioning of small enterprises with simple production in the absence of extensive cooperative connections with suppliers, consumers, scientific and design organizations, etc.
Fig. 1 - Linear management structure.
The advantages of the linear structure are due to its ease of use. All responsibilities and powers are clearly distributed here, and therefore conditions are created for an operational decision-making process, to maintain the necessary discipline in the team.
Among the disadvantages of the linear structure of an organization, rigidity, inflexibility, and inability to further growth and development of the enterprise are usually noted. The linear structure is focused on a large amount of information transmitted from one management level to another, limiting the initiative of employees at lower management levels. It places high demands on the qualifications of managers and their competence in all matters of production and management of subordinates.
3.2. Functional management structure
The functional structure has developed as an inevitable result of the increasing complexity of the management process. The peculiarity of the functional structure is that although unity of command is maintained, special divisions are formed according to certain management fictions, whose employees have knowledge and skills to work in this area of management (Fig. 2).
In principle, creating a functional structure comes down to grouping personnel according to the broad tasks they perform. The specific characteristics and features of the activities of a particular division (block) correspond to the most important areas of activity of the entire enterprise.
Fig. 2 - Functional management structure.
3.3. Linear-functional management structure
The linear-functional management structure is the most common type of hierarchical structure. It is based on the principle of construction and specialization of the management process according to the functional subsystems of the organization (marketing, production, research and development, finance, personnel, etc.). For each of them, a hierarchy of services is formed that permeates the entire organization from top to bottom (Fig. 3).
The line manager (the head of the organization) is generally responsible for the final result, whose task is to ensure that all functional services contribute to its achievement. Therefore, he spends a lot of effort on coordinating and making decisions on products and markets. Many years of experience in using linear-functional management structures have shown that they are most effective where the apparatus
Let's consider the types of social division of labor:
General division of labor involves the process of separating various types of labor activity within the whole society.
Private division of labor is the process of separating various types of activities into industries and sub-sectors.
Unit division of labor means the separation of various types of work within an organization, enterprise, within its structural divisions, as well as the distribution of work between individual employees. 19
There is a classical scheme according to which the division of labor in an organization is carried out in the following forms: technological, functional, professional, qualification.
Technological division of labor - this is the division of the production process into technically homogeneous work; division of the production process into stages, phases, operations.
Within the framework of technological division, operational, objective and detailed division of labor is distinguished.
Operational division of labor involves distribution and specialization to perform individual operations or stages of the technological process by individual workers, placement of workers to ensure their rational employment and optimal loading of equipment.
Subject division of labor assigns to a specific performer a whole range of works that allows the product to be fully manufactured.
Detailed division of labor- This is a specialization in the production of individual parts of the future finished product.
The technological division of labor determines the placement of workers in accordance with production technology and significantly affects the level of content of labor. With narrow specialization, monotony appears in the work; with too broad specialization, the likelihood of poor quality work increases. The responsible task of the labor organizer is to find the optimal level of technological division of labor. 20
Functional division of labor - separation of various types of labor activity and the performance of specific work by relevant groups of workers specializing in performing production or management functions of different content and economic significance.
The functional division of labor in real conditions acts as a division of workers into individual functions.
On this basis, personnel are divided into workers and employees. Employees are divided into managers (line and functional), specialists (workers performing certain economic, legal and other special functions) and technical performers (workers performing clerical functions). In turn, workers can form functional groups of main workers, service workers and auxiliary workers.
main ones, engaged in the direct production of products or performing basic work;
auxiliary ones, who provide the work of the main ones with their labor;
service workers who do not directly participate in the technological process, but create conditions for the work of main and auxiliary workers. 21
The classification of operations that meets the requirements of the division of labor between managers, specialists and technical performers consists of three interrelated groups of functions:
1) organizational and administrative - their content is determined by the purpose of the operation and its role in the management process. Performed mainly by managers;
2) analytical and constructive functions are predominantly creative in nature, contain elements of novelty and are performed by specialists;
3) information technology functions are repetitive in nature and are associated with the use of technical means. Performed by technical performers. 22
Professional division of labor consists in the fact that within each functional group there is a division between workers depending on their professions.
As a result of the professional division of labor, there is a process of separation of professions, and within them, the identification of specialties. A profession is a type of activity of a person who has certain theoretical knowledge and practical skills obtained as a result of professional training. Specialty is a type of profession, the specialization of an employee within the profession. 23
Based on this form of division of labor, the required number of workers in different professions is established.
Qualification division of labor - division of labor of performers depending on the complexity, accuracy and responsibility of the work they perform, in accordance with professional knowledge and work experience. 24
An expression of the qualification division of labor is the distribution of work and workers by category, and employees by position. The division of labor is carried out according to the level of qualifications of workers, based on the required qualifications of the work. This division forms the qualification structure of the organization’s personnel.
In addition to those noted above, there is also a vertical and horizontal division of labor.
Vertical division of labor in an organization results in a hierarchy of management levels. A top-level manager manages the activities of middle and lower-level managers, i.e. formally he has more power and a higher status. 25 With a vertical division of labor, each manager has an area of activity for which he is responsible (sphere of control) or a certain number of workers who are subordinate to him. A so-called control pyramid is formed. In Fig. Figure 1 shows four such levels of workers.
Rice. 1 Vertical division of labor
The diagram shows that there is a high, middle and low level. Top-level (or top-level) managers are general directors and their deputies. The work of senior managers is large-scale and complex. They carry out administrative management and carry out general strategic planning.
The work of middle-level managers is dominated by solving tactical problems. This category of personnel includes managers heading structural divisions and departments of the organization.
Middle-level managers are the conductors of the organization's policies and at the same time exercise direct control over the execution of processes and operations. Some of the most important jobs they perform include:
management and control of the progress of work;
transmission of information from top to bottom and bottom to top;
work planning;
organization of work;
motivating employees;
maintaining internal and external contacts;
preparation of reports. 26
Due to the tendency to delegate authority, middle-level managers often have to solve the problem of developing a policy for the development of divisions; in addition, they bear great responsibility for organizing the work of performers to implement plans for organizational changes, launched from above. 27
Lower-level managers communicate directly with performers (workers). Their responsibilities include solving primarily operational problems. Most often, the work of lower-level managers is routine in nature: decisions related to completing tasks and optimizing the use of resources allocated for this. 28 Therefore, they are the ones who are directly responsible for the work of the performers. Also, the responsibilities of lower-level managers include not only resolving the multitude of issues and tasks that arise here, but also analyzing operational situations and timely transfer of the most important information to the next, middle level for making decisions that are important for other subsystems or the organization as a whole.
In the textbook N.I. Kabushkin’s “Fundamentals of Management Network” states that in the course of the vertical division of labor: “... relationships of subordination are formed - relationships between higher and lower levels of management (i.e., between those who make decisions and those who carry them out). Subordination relationships appear after the top manager makes a decision and transfers it to a lower level for execution. Someone must take on the responsibilities of a captain in order to determine the responsibilities of subordinates, plan, organize, coordinate and control all structures and links of the organization. In such work there are always two aspects: intellectual (preparing and making decisions) and volitional (implementing them).” 29
Horizontal division of labor - This is a division of labor in which the entire volume of work is divided into small groups. This division involves the formation of functional subsystems. Figure 2 shows a classic example. These are functional subsystems such as marketing, production, finance, personnel, and research. In horizontal division of labor, specialists are distributed among different functional areas and are assigned to perform tasks that are important from the point of view of that functional area. 30
Rice. 2 Subsystems of horizontal division of labor
All organizations implement a horizontal division of labor, breaking down all work into its component tasks. Larger organizations accomplish this division by creating departments or divisions, which are further subdivided into smaller units. Management is necessary to coordinate all the tasks of the organization. 31
N.I. Kabushkin notes that “in the process of horizontal division of labor, coordination relations (coordination relations) are embedded in the work collective. They presuppose the coordination of actions of employees and managers of departments that are not subordinate to each other, belonging to the same level of management and carrying out joint activities to achieve a common goal. These relationships are not administrative; All employees are forced to enter into such relationships by the common goal of the organization. An example could be the relationship between heads of departments of one management body or heads of structural divisions of one department.” 32
Based on the above, it should be noted that the division of labor means the simultaneous coexistence of various types of labor activity and plays an important role in the organization of labor, because:
It is a necessary element of the production process and a condition for increasing labor productivity;
Allows you to organize sequential and simultaneous processing of the subject of labor at all stages of production;
Promotes the specialization of production processes (each production is limited to the production of a certain type of homogeneous product) and the improvement of the labor skills of the workers involved in it. 33
Directions for improving the division and cooperation of labor.
Labor cooperation.
Division of labor, its forms and efficiency criteria.
Lecture 5. Division and cooperation of labor.
The organization of labor in an enterprise begins with its division, which, as an element of labor organization, represents the separation of types of activities of workers, the establishment of functions, responsibilities, and scope of action for the workers of each of them, as well as for their groups that form different divisions.
The division of labor according to the form of manifestation is divided into 2 types:
The first type is the division of social labor into various branches of labor;
The second type is the division of labor in the production of any product.
Each type includes types of division of labor. The first type includes 2 types: general and specific, the second type includes a single division of labor.
The general division of labor is the process of separating various types of labor activity within the whole society, i.e. division of labor between various areas of activity and production.
Private division of labor is the process of separating various types of labor activity both across industries, agriculture, and within them - into individual enterprises.
Unit division of labor means the separation of various types of work within an organization, within certain structural divisions, as well as the distribution of work among individual workers.
Depending on the type and variety of work, the division of labor is distinguished: functional, professional, technological and qualification. In addition, the division of labor occurs on a “territorial” basis between large and between small units, as well as within units. All of the above forms of separation coexist, i.e. are present at the same time.
Functional division of labor involves dividing personnel into functionally homogeneous groups, each of which is distinguished by its role in the implementation of the production process, or activity. First of all, employees, workers, MOP, students, and security are highlighted. With the functional division of labor, one of the problems is to justify the feasibility of combining the functions of workers from different functional groups, for example, main and auxiliary workers. It is also necessary here to resolve issues of justifying the level of centralization and specialization of work for individual functional groups.
Professional division consists of dividing workers into professions and specialties. A profession is understood as the type of activity (occupation) of a person who has certain theoretical knowledge and practical skills obtained as a result of professional training. A specialty is a type of profession, a narrower part of it, the specialization of an employee within the profession. In the system of higher professional education, state educational standards distinguish the following professional gradations: qualification, specialty and specialization.
Technological division of labor involves the arrangement of workers by stages, phases, types of work and production operations, depending on the production technology, content and characteristics of the work. Here there are four types of division of labor: subject, detail, operational and by type of work.
With a substantive division of labor, the performer is assigned to perform work related to the manufacture of the finished product.
Detailed division of labor is more common. It consists of assigning a completed part of the product - a part - to the manufacturing worker.
The most common form of technological division of labor is operational division, when a worker performs only one or several technological operations. The operational division of labor is associated with the emergence of a rather complex contradiction between labor productivity and its content. Historically, the process of development of material production went from universal labor to specialized labor. These types of work have their positive and negative sides. Universal labor requires the worker to have versatile skills, equal skill in performing different jobs. As a rule, this work is meaningful, interesting, and full of creative elements. Despite all these positive qualities, such work is not characterized by high productivity. As production became more complex, increasing labor productivity required increasing specialization and a narrower division of labor.
Advantages of specialized labor over universal labor:
1. you can more successfully select a performer to perform work that requires certain individual qualities from him.
2. The training period for an employee to perform a limited range of duties is reduced.
3. The worker quickly achieves mastery, the required speed and accuracy of work.
4. prerequisites are created for more complete mechanization and automation of labor.
5. better opportunities are created to improve the organization of the workplace, equipping it with specialized equipment and tools.
All this contributes to the growth of labor productivity, but at the same time the content of labor decreases; the worker becomes, as it were, an appendage of the machine, one of its parts. Crossing the rational boundary of specialization leads to the fact that the growth of labor productivity stops due to the accumulation of negative aspects of highly specialized labor: interest in work disappears, staff turnover increases, etc.
Technological division of labor by type of work - when none of the listed types of technological division are suitable, for example, welding, painting work.
The qualification division of labor is the distribution of work depending on its complexity between workers of different qualification groups. The skill level of workers is established on the basis of assigning them qualification categories. The first category corresponds to the lowest level of qualification.
To resolve issues of division of labor, the concepts of “borders of division” and “level of division” are used.
The boundaries of division are the lower and upper limits, below and above which, respectively, the division of labor is unacceptable.
The division level is an accepted calculated or actually achieved value that characterizes the state of the division of labor.
There are the following boundaries of the division of labor: technical, economic, psychophysiological and social.
The lower technical limit of the division of labor will be a production operation consisting of one labor technique, the upper technical limit of the division of labor will be the production of the entire product at one workplace.
The lower economic limit of the division of labor will be such a division of the labor process when the reduction in working time spent on performing an operation due to deepening specialization is equalized, and then begins to be covered by an increase in the time spent on transporting the subject of labor from one workplace to another. The upper economic limit is determined by the duration of the production cycle for manufacturing the entire product at one workplace.
The psychophysiological boundaries of the division of labor are determined by the magnitude of physical and neuropsychic stress on the worker during the working day. For physical activity, the lower limit is energy consumption in the amount of 2.5 - 3 kcal/min, the upper limit is 4.5 - 5 kcal/min.
The social boundaries of the division of labor are determined by the level of monotony of work and staff turnover, the attitude of workers to work, and the state of interpersonal relationships. The monotony of labor is regulated by the duration of repeated homogeneous operations during the working day. The limit value is the duration of such operations is at least 30 seconds; the frequency of repetition of heterogeneous elements of the operation must be at least five per 30 seconds.
If the boundaries of the division of labor indicate the limits of acceptable decisions that should guide the organizers of labor and production in this area, then for a specific production situation it is important to find the best option, that is, the optimal level of division of labor, which is calculated based on the use of economic, psychophysiological and social criteria.
The economic criteria for the division of labor are: the cost of working time and material costs for performing work, the degree to which the qualifications of workers are used, and the duration of the production cycle. Level of labor productivity, production costs, enterprise profit. The economic focus of improving the division of labor is to achieve savings in labor and material costs, which, in turn, leads to a reduction in production costs and an increase in enterprise profits.
The psychophysiological criteria for the division of labor are: indicators of human performance, which depends on sanitary and hygienic working conditions, labor intensity, on the distribution of physical loads on different organs and systems of a person, on the magnitude of the combination of physical activity and mental activity. When dividing labor, the option that ensures maximum human performance and best ensures the health of the worker is selected.
Social criteria for the division of labor include team stability, low staff turnover, high labor discipline, satisfaction with the content and working conditions, etc.
Establishing the optimal level of division of labor with such a large number of different criteria is a rather complex task. Here it is important to decide where to start and which groups of criteria to give preference to. The experience that most deserves attention is the experience of optimizing the division of labor, when calculations begin with the use of social, then psychophysiological, and only then economic criteria.
Question No. 2.
Labor cooperation is understood as a system of production relationships between workers during the labor process and their interaction in the department and in the enterprise. The cooperation of labor is inextricably linked with its division. The arrangement of workers should be carried out in such a way that their expedient interaction is achieved by rationalizing routes for moving objects of labor, saving labor costs, and reducing the duration of the production cycle.
The scale of cooperation depends on:
Depth of division of labor - the deeper the division of labor, the wider its cooperation;
State of the art;
Existing technology;
Organizational type of production;
Forms of division of labor;
Forms of organization of production.
Forms of labor cooperation are similar in name to forms of its division. Firstly, cooperation is carried out on a territorial basis: inter-shop, intra-shop or inter-site, intra-site or inter-brigade, intra-brigade cooperation, of course, if the enterprise is divided into shops, shops into sections, sections into teams. If the enterprise or institution has a different structural division, then the forms of division of labor will be named in accordance with it.
Inter-shop cooperation establishes interaction between workshops of different functional or technological profiles.
In addition to territorial characteristics, cooperation is established according to species characteristics. Here there are different forms of cooperation: functional, professional, technological and qualification. In turn, within the framework of technological cooperation, cooperation is divided into subject, detail, operational and by type of work.
It is important to professionally and knowledgeably resolve issues of establishing rational forms of division and cooperation of labor. improvement of these forms is achieved by combining professions and positions, expanding work areas, and using multi-machine or multi-unit services. Development of collective forms of organization and stimulation of labor. The use of methods based on the use of psychophysiological characteristics of people’s perception of a particular production environment, taking into account the socio-psychological factors of the production environment, such as the gender and age composition of the team, the value orientations of workers, the totality of their needs, interests, preferences, and motives of behavior, has great potential.
Question No. 3.
The main directions for improving the division and cooperation of labor:
1. Combination of professions is a form of organizing the work of an employee when, during normal working hours, along with work in his main profession, he also performs work in one or more professions or specialties.
The possibility and economic feasibility of combining professions is determined by the following prerequisites and conditions:
The presence of unused working time among employees;
Mismatch of combined work in time;
Technological and functional similarity of combined work, their close relationship with each other, territorial proximity;
The absence of a negative impact of combined work on the accuracy and quality of their implementation;
The theoretical and practical preparedness of the employee to combine work.
2. Combination of functions is the performance, along with the duties of the main profession, of certain functions previously performed by employees of other professions. While maintaining the profile of his work, the employee partially performs the work of another employee.
Combining professions and functions should not be confused with part-time work. Part-time work is work outside of school hours, i.e. after the end of the main work period.
The combination of professions and functions is developing in the following areas:
A) combination of dissimilar professions, predetermined by the use of multidisciplinary technological equipment;
B) combining the main work with the maintenance of your equipment;
C) combining the main job with the economic maintenance of the workplace;
D) combining dissimilar but interrelated auxiliary work;
D) consolidation of overly fragmented operations, increasing the diversity and content of work.
The volume of work in a combined profession should, as a rule, be less than in the main job;
The combination must ensure normal (no more than a working day in one shift) employment of the employee;
The expansion of combining professions should be limited to the level of worker fatigue not exceeding physiological norms;
The following requirement must be observed between the volume and number of combined works: the greater the volume of combined works, the smaller the number of combinations should be;
The sum of the volumes of combined work, taking into account the time to move from one workplace to another and breaks for rest and personal needs, must be equal to or less than the duration of the work shift, i.e.
Where P i is the volume of work;
n – number of combined works;
T per – time of breaks for rest, personal needs and transitions from one place of work to another when combining professions, min.;
T cm – shift duration, min.
The possibility of involving an employee in combining professions can be characterized by the coefficient K combined:
, where T sv – time free from work in the main profession, min.
3. Expansion of service areas - here there is a combination of work within one profession. This measure can improve the use of working time, release workers whose workday is not fully loaded, and increase the content of work. Often a multi-machine service system is used here, the essence of which is that one or a group of workers simultaneously service several machines.
4. Collective forms of labor organization, in particular, the brigade form of organizing and stimulating labor. In specially organized teams, conditions are created for a change in labor by expanding the production profile of workers and moving them within the team from one workplace to another. Such a movement allows one to overcome the monotony of work, increases its diversity and content, has a beneficial effect on such psychophysiological characteristics of personnel as performance, fatigue, health, improves the economic results of work, and increases its productivity.
INTRODUCTION
1. Functional division of labor in the management process and its
characteristic
3. Characteristics of OJSC Dalsvyaz
4. Characteristics of the distribution of management functions across levels and links of the management apparatus of OJSC Dalsvyaz
CONCLUSION
INTRODUCTION
For the correct construction of an organization's management system, determining its structure, the degree of centralization and decentralization, establishing the range of rights and responsibilities of departments and individual employees, the definition of management functions and their clear, justified classification is important.
Management functions arise from the content of the organization’s activities and are determined by their objects and the composition of the tasks to be solved. Each of the specific control functions provides a targeted impact on a particular object. There is a separation of various functions, such as personnel management, finance, technical support, etc. The specifics of the managed object determine the content of these functions. Management functions are specific types of activities that have a unity of purpose, the nature of the work and operations performed, aimed at a certain part of the managed object to achieve the goal.
To perform management functions, a management apparatus is created, and separate structural divisions are created to perform one or another specific function (or a number of functions). Only in combination do the functions ensure the normal functioning and development of the managed object.
The management function is divided into its component parts: work, operations, elements. Most often, the entire function is performed by a larger or smaller number of workers, each of whom performs separate types of work in the process of daily work. Correct allocation of functions allows work that is close and similar in nature to be combined into one management unit, thereby simplifying the structure and facilitating the coordination of the activities of functional units.
1. Functional division of labor in the management process and its characteristics
Based on the composition and scope of work for management functions, the rational construction of the management system and the number of employees for each function are determined, and organizational regulation documents are developed. The functional division of management processes is important for their organization, since it determines the goals, objectives and directions of activity of management workers.
Compliance with controllability standards is ensured by introducing an additional link in the management hierarchy. At the same time, a certain number of intermediate level managers are subordinate to the top manager, each of whom will have control over a permissible number of subordinates.
The introduction of second-level managers frees up top-level managers to address more important and long-term issues of development of the entire organization. In addition, more attention is paid to the management of ordinary performers, since fewer of them report to each of the second-level managers.
The question of limiting the controllability rate is of great practical importance.
The decision on the appropriate number of levels in the organizational management hierarchy and the number of subordinates for each manager is one of the central issues in the formation of a management structure. When analyzing the controllability standards that have developed in an organization, one should not draw hasty conclusions. There are cases when, in organizations that function very effectively, the sphere of control of some senior managers significantly exceeded the calculated theoretically optimal value. The possibility of overloading top management depends on whether the manager actually exercises real management of all divisions and persons who are subordinate to him, how much time he devotes to each of them, how effective the system of communications and information about the state of affairs in the divisions entrusted to him is. Much depends on the business qualities of deputy senior managers and the degree of their independence. In a number of cases, departments in an organization are subordinated to top management only for reasons of increasing their overall status, but in reality they do not burden the manager with resolving their issues and act relatively independently.
Unlike the linear system, when the manager is responsible for the entire volume of activities of the unit entrusted to him on the basis of unity of command, functional management is based not on general, but on specialized responsibility for a specific function in the organization.
The functional division of labor in the management apparatus is usually based on the stages of the decision-making process (planning, control, information processing, etc.), stages of the production and economic process (supply, production, sales, etc.) or elements of production (products , technology, etc.). The need to form specialized functional units depends on many other factors, for example, on the volume of work to perform the function, the degree of its importance for achieving the ultimate goals of production organizations, as well as on the degree of interaction of the organization with the external environment, on the need to set new goals and objectives and on the availability qualified personnel. The key issue in identifying functional services in the management structure is determining their status and relationships with line managers. If the line manager determines the need for certain actions, the time, place and specific performers of these actions, then the role of functional managers comes down primarily to determining appropriate methods and procedures for carrying out these actions. That is why specialists and heads of functional departments must have, first of all, such qualities as competence in their field, the ability to analyze and independently evaluate processes and phenomena, as well as to effectively communicate their conclusions and recommendations to line managers who have the right to act on the basis of these recommendations . The parallel existence of linear and functional management in an organization creates certain problems in the process of its functioning. On the one hand, the principle of unity of command implies the need to establish a formal organizational structure in which each subordinate receives orders and instructions from only one leader and reports only to him. On the other hand, if this principle is taken literally, then employees of functional services should generally only deal with line managers.
2. Classification and content of management functions
The classification features of management functions are divided into:
a) in the sphere of production and economic activity - the functions of managing production itself and the functions of managing non-production activities;
b) elements of the production process - labor resources management functions (human resources management functions); management functions of equipment and production technology; material resource management functions; financial resource management functions;
c) stages of production - functions of managing the preparation of production (scientific, technical, economic, social), functions of managing the production stage (main and auxiliary service production);
d) levels of management hierarchy - management functions of a site, workshop, enterprise, association;
e) the nature of management functions - basic, specific, auxiliary management functions;
f) the content of management goals - general (basic) management functions (planning, organization, coordination, stimulation, control) and specific (specific and private) management functions (design preproduction management, technological production management, repair maintenance management, capital construction management , management of occupational health and safety, management of sales of products (services), management of labor and wages, management of financial and accounting activities, operational production management, personnel management, management of personnel training, management of technical support of the management system, improvement of the management system, etc. d.).
Currently, the last feature of the classification of management functions is of greatest importance.
These common (basic) functions for management employees reflect the target orientation and the tasks that the management system must solve. General functions are inherent in any management system, characteristic of both general and specialized types of management activities. The management process begins with setting goals (planning) and ends with accounting and analysis of their implementation. Only by the totality of these functions is the goal achieved, for the achievement of which the control system is created, and the normal functioning of the controlled object is ensured. The general functions of management are strictly interconnected and, therefore, the activities of any management employee achieve the highest efficiency when all the main functions are given the necessary attention and each is implemented in accordance with its place and content.
Planning as a management function is to determine the goals (tasks) of the managed object and develop a program of its actions to achieve them. The actions of all other management functions are in one way or another subordinate to the tasks defined in the planned tasks. Therefore, this function is fundamental among other basic functions.
The function of the organization is designed to ensure the implementation of the goal outlined in the plan by establishing proportions between the elements of work activity and the order of their interaction: the formation of managed and control systems; determining the place and role of each employee in the system and distributing them among departments; organizing clear interaction between them; development of documents regulating the activities of the entire management apparatus, individual divisions and employees, in order to ensure the desired flow of the production process and the performance of all functions.
The purpose of the regulation function (coordination, management) is to achieve agreements between various parts of the managed system by establishing the most rational internal and external connections. With the growth of economic, organizational, technical and other connections, the need arises for their streamlining and rational organization. As deviations, failures, and shortcomings are revealed during monitoring, the system also needs to be regulated and brought back to normal.
The control function consists of continuous observation, analysis, assessment of the actual progress of the system and comparison with that established in the program, plan, and identification of necessary actions in the next management cycle. Systems, forms and methods of control are diverse and are determined by the tasks assigned to it and the nature of the functioning of the object. Effective management of any organization is possible only when its activities are reliably and continuously monitored.
The function of accounting and analysis is organically connected with control, which gives credibility to all types and forms of control. This function also consists of characterizing the implementation of the plan and using accounting information to analyze and develop a new plan.
Thus, the general (main) management functions in unity ensure the integrity of the organization’s management process.
3. Characteristics of OJSC Dalsvyaz
Dalsvyaz provides communication services in 7 regions of the Far East: Primorsky, Khabarovsk Territories, Sakhalin, Amur, Kamchatka, Magadan and Jewish Autonomous Regions (JAO). The regional territory is 3.3 million square meters. km. (20% of the territory of Russia), where 6.1 million people live (4.2% of the total population of Russia), including 4.8 million people in the urban population and 1.3 million people in the rural population.
Currently, OJSC Dalsvyaz, in a competitive market, is an operator-supplier of a full range of telecommunications services in the Far Eastern Federal District, serving 1 million 259 thousand subscribers of the local telephone network, providing other modern communication services. The company's telephone network is closely linked to the facilities
OJSC Rostelecom constitutes the regional part of the public network in Russia. Alternative telecom operators have the opportunity to be included in this network.
The company was registered by the Administration of Vladivostok on May 12, 1994. Registration number 5464. Entered into the Unified State Register of Legal Entities on September 6, 2002 by the Inspectorate of the Ministry of Taxes and Taxes of the Russian Federation for the Leninsky District of Vladivostok. Assigned OGRN 1022501276159.
The governing bodies of the Company are the General Meeting of Shareholders, the Board of Directors, the Management Board, and the General Director. The Company's control body is the Audit Commission.
Priority areas of activity are determined by the Company's mission - "Formation and full satisfaction of customer needs for modern communication services in the Far Eastern Federal District."
The main objectives of the Company are:
Providing a full range of telecommunications services;
Implementation of the functions of a reliable operator - a leader providing high-quality communication services available to all categories of users;
Improving the way we serve and interact with clients; comprehensive development of services based on modern technologies;
Creating conditions under which the fullest realization of the abilities of each employee is possible for the benefit of the entire company;
Growth of income and capitalization of the company, creation of favorable conditions for attracting investments.
4. Characteristics of the distribution of management functions across levels and links of the management apparatus of OJSC Dalsvyaz
The organizational structure of the management of OJSC Dalsvyaz is presented in Appendix 1.
The existing procedure for the distribution of functional responsibilities between the structural divisions of OJSC Dalsvyaz is presented in
table 1.
Table 1 Functional table for analyzing the distribution of functions of structural divisions of OJSC Dalsvyaz
| Name and content of management functions | Name and content of management subfunctions | Name and content of procedures and operations | Performers |
||||
| General Directorate | Department management | Department management | Department specialists |
||||
| Forecasting and planning | 1. Establishing the goals and objectives of the organization’s activities 2. Development of strategies, programs and plans 3. Determining the required resources | Mission Statement Vision and Goals Hierarchy of goals Determining priority areas of development Organization's strategic plans Divisional strategic plans Determining Resource Needs Resource Allocation | | | | |
|
| Organization of work | 1. Technical and design training production 2. Financial activities 3. General office work | Introduction of modern technologies Equipment Maintenance Implementation of investment projects Financial management Approval of document forms Preparation of documents, etc. | | | | |
|
| Motivation | 1. Organization of labor and wages 2. Development of motivation schemes; 3. Organization and regulation of labor | Setting salaries Development of a financial incentive program Determining employee needs; Choice of motivation methods, etc. Improving working and rest conditions; Determination of labor norms and standards | | | | |
|
| Coordination and regulation | 1. Legal support 2. Formation of corporate culture 3. Tariff regulation | Preparation of legal documents Conflict resolution Defining the organization's values; Development of organizational culture Tariff development Tariff approval | | | | |
|
The table uses the following conventions: · - direct execution of operations; d – preparation of documentation; +/- - computational and settlement operations; c – approval, approval of documents; k – execution control; and – instructions, consultations, assistance in performing operations, etc.
5. Proposals for improving the distribution of functional responsibilities
In order for an organization to operate effectively, improved management techniques are necessary.
The essence of improvement is that every leader of an organization or another level of management was interested in every employee, in his personal interest. This can be achieved in different ways: improving the moral climate in the team or having the opportunity to retrain personnel, and it can also be material incentives, social success (help for the family, health, morale).
It is necessary for the manager to develop current leadership and management plans, where it is necessary to reflect current and long-term development activities of the organization: improving the style and methods of work, analyzing one’s own mistakes, organizing the work of the team.
In order to reduce staff turnover and secure young specialists in key positions, it is proposed to study the socio-psychological climate of the team to identify the needs of personnel, introduce programs for providing loans to employees, etc.
Increasing importance should be given to the organization of corporate and in-house training.
In order to improve the management structure of the enterprise and increase the efficiency of its functioning, it is recommended:
Implement a set of measures to improve the organization of work at the enterprise, the rational distribution of functional responsibilities, and strengthen the performance discipline of employees;
Make more active use of the funds approved for this purpose to materially stimulate skilled workers and secure them in production;
Streamline the planning of repair and maintenance work, basing it on the results of regular inspections, at least 2 times a year;
Develop your own production in order to reduce the cost of services when performing work, use your own materials to a greater extent;
Intensify efforts to collect payments from the population for services provided.
CONCLUSION
Enterprise management is intended to preserve its mission and is carried out by counteracting the destruction of the enterprise as a result of its interaction with the external environment. Considering the process of enterprise management as a technology, we can imagine it as a set of cycles performed by employees of the management apparatus, based on the division of labor.
Division of labor is one of the main principles of organizing the management process. It is based on the functional, professional, qualification and operational-technological division of labor.
The functional division of labor in the management process is based on the hierarchy of enterprise management functions (research, design, regulatory, planning, technical, organizational, coordination, support, accounting and sales) and is a combination of certain groups, complexes of operations that are consistently repeated during their implementation.
To properly organize each functional process in the management system, it is necessary:
Determine the number, sequence and nature of the operations that make up the process; ·
Select (develop) appropriate methods, techniques (techniques), and technical means for each operation;
Determine the optimal conditions for the process in time and environment.
LIST OF REFERENCES USED
1. GOST 24525.0-80 "Management of a production association and industrial enterprise."
2. Vikhansky O.S., Naumov A.I. Management. – M.: Gardariki, 2002.
3. Business planning: Methods. Organization. Modern practice. - M.: Finance and Statistics, 1997. - 368 p.
4. Mukhin Yu.I. The science of managing people: a presentation for everyone. - M.: Folium, 1995. - 368 p.
5. Fundamentals of Management / Ed. D. D. Vachugova. – M.: Higher School, 2002.
6. Semenov A.K. Nabokov V.I. Fundamentals of management. – M.: INFRA-M, 2003. – 465 p.
7. Khan D. Planning and control: the concept of controlling / Transl. with him. - M.: Finance and Statistics, 1997. - 800 p.
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Work activities are very diverse. There are different types of work activities: a) main, auxiliary. b) manual, automated. c) mental, physical. d) scientific, practical e) simple, complex. f) managerial, performing. g) technical, economic, many others.
Basically, the participants in many circular processes are different enterprises, organizations, firms, and institutions.
All employees of the enterprise contribute their individual labor to the process. Therefore, the work of every person, team of an enterprise, company must be planned and organized in advance.
The better the functions of each workplace and position at a particular enterprise are defined, the more accurately it is possible to establish the range of responsibilities and the content of labor of each category of workers. Here, the correct division of labor allows all participants in the production process to be placed in given jobs, taking into account their personal characteristics and professional business qualities. Division of labor means the separation of different types of labor, assigning them to the participants in this process.
Proper division of labor activities contributes to good growth of professional qualities, underground in production, etc.
Three types of division of labor are considered:
1) General division of labor. (variation of activities across the country, for example agriculture.)
2) Private division of labor. (difference in types of activities within the industry, for example hairdressing salons, stalls)
3) Unit division of labor (difference in types of activities within the enterprise, its divisions).
In enterprises, organizations, firms there are several forms of division of labor: 1) technological division;
2) functional separation;
4) qualification division, etc.
Functional division represents the differentiation of the isolation of the activities of workers according to management functions as in relation to independent areas of activity.
Functional division provides for the separation in organizations of individual works and categories of personnel depending on their content and functions. A large group is represented by working personnel; they can be divided into auxiliary and core. The first workers are busy reproducing the main functions of production, the second workers work to ensure that these functions are carried out fruitfully (repairs equipment, controls materials.)
According to the performance of the function, various categories of personnel are distinguished: a) manager.
b) specialist.
c) employees.
d) technical performers.
d) junior staff.
In modern enterprises, functional separation is the basis for the good use of all categories of personnel.
Increasing a good functional division of labor involves the specialization of workers and employees on the basis of a clear division of the functions of marketing, design, management, production of goods, personnel management, etc.
Thus, the division of labor on a functional basis can proceed from the labor of specific workers assigned to perform a particular operation and up to senior managers directing and controlling specific processes.
Scientific and technological progress leads to the development and improvement of tools - machines, mechanisms, tools, and to progressive changes in production technology. The more production is mechanized and automated, the further away the worker is from the subject of labor and from its direct transformation. The functions of a worker are performed by a machine, automatic machine or corresponding equipment. At the same time, two somewhat contradictory trends appear: on the one hand, the labor process is facilitated, but at the same time it requires a higher qualification of the worker (knowledge of the machine, management skills, study of technology, etc.) for its implementation. On the other hand, the mechanization of labor processes is accompanied by their deep division into small and insignificant labor operations, which leads to monotony of work. As a result, the worker’s fatigue increases, interest in work is lost, and a desire arises to leave this place of work and change the area of application of his work.
Within the framework of the functional division of labor, a change occurs in the functional groups of workers: in general, the number of workers decreases with an increase in the number of employees, and among the number of workers, the share of auxiliary and service workers increases faster than the main ones.
The division of labor on a functional basis, as we found out, is divided into direct manufacturers, auxiliary workers, service personnel and management personnel and specialists.
In general, the process of division of labor includes the definition in activity:
· functional areas;
· functional units;
· actions (sustainable labor functions);
· operations.
To determine these elements of activity, we use the so-called functional-level approach, from the position of which activity is considered as a multi-level system, each level of which has its own elements. Each of these elements implements certain functions in relation to the “higher” level or to the entire activity.
Functional areas of activity combine those elements that are related to the performance of any organizational function - financial, production or personnel management. Typically, in an organization, each of the specified functions has its own structural unit (or manager).
Functional activity units (FAU) are already components of an area of activity that are “responsible” for the implementation of some tasks that are similar in content and complexity. For example, in the activities of a manager or personnel manager, there are several such units: training (training and retraining of personnel, advanced training, etc.), control (monitoring compliance with discipline, labor legislation, etc.), communicative (conducting interviews and interviews with candidates) and others.
Each FED includes certain actions. These are the smallest units of activity that retain all its characteristics. Action is a stable labor function, that is, it is a behavioral act in which the meaningfulness of behavior is preserved - the object is realized (what the activity is directed towards), the goal is comprehended, the procedure is thought through, and the means of its implementation are consciously selected. Continuing the process of division of labor using the example of a personnel manager, in the training unit of his activity the following actions can be distinguished: determining the need for training, developing training goals, drawing up a training plan, etc.
Actions consist of operations - most often of unconscious, automated particles of action. That is, when performing a certain operation, a person practically does not think about its subject and purpose.
