Regulations of the commercial department of a construction company. Regulations for interaction between structural divisions. Terms, definitions and abbreviations

At a certain stage of its development, an organization has to regulate its main business processes, i.e. describe the progress of their implementation in local regulations. A document such as a regulation covers the process step by step, which is being worked on in several departments at once. It is unlikely that the secretary will be entrusted with the development of regulations for a complex production process, but it is quite likely for office work.

This article examines the regulations as a type of document, its structure and basic details, and also provides an example of the regulations for one of the most important processes in a preschool educational institution - monitoring the execution of tasks according to documents.

REGULATIONS AS A DOCUMENT

Our dictionary

Regulations in a commercial organization is an organizational and administrative document that describes a specific business process step by step from the moment it begins to completion.

The regulations are strictly individual and can only apply to the organization that has approved them for itself. Thus, when drawing up instructions for office work, GOST R 6.30-2003 “Unified documentation systems” is usually used. Unified system of organizational and administrative documentation. Requirements for the preparation of documents" and Methodological recommendations for the implementation of GOST R 6.30-2003. Based on these documents, internal instructions are created both in a small store and in a federal-level JSC. But, for example, the procedure for passing internal documents established in one organization may be completely unsuitable for another.

Having read the regulations, a new employee of the department must understand what his tasks are and promptly get involved in the process.

Typically, business process regulations are developed by representatives of a consulting company invited to the organization. But they cannot do it without the help of workers who carry out these processes every day.

When several structural units are involved in a business process (this process is called end-to-end), one regulation can replace lengthy internal correspondence. After all, an employee of one department cannot obey the head of another, so why should he take the baton and carry out some actions without the order of his immediate supervisor? Under normal conditions, department heads have to enter into correspondence. If there is a regulation, then employees of different departments are involved in the implementation of the process without waiting for instructions “from above”.

What processes are subject to regulation?

Having separate regulations for all work processes is undoubtedly very convenient. However, this medal also has a flip side, namely:

regulation requires serious financial investments: good consultants are expensive, as is the working time of their own employees;
any process is constantly evolving: new technical working conditions appear, new, differently trained people come to carry it out, and the process diagram drawn up today may change beyond recognition in a year. This also needs to be monitored, which means new costs;
the approach to performing a process where “a step to the side is tantamount to running away” does not encourage employees to show initiative, and no one, ultimately, will be able to optimize the process better than those who directly work on it;
The implementation of the regulations is almost guaranteed to entail resistance from workers, both direct participants in the process and numerous “sympathizers.” Overcoming resistance is a whole stage of implementing regulations, requiring both time and material resources.

Thus, standard processes are primarily subject to regulation. They will always be carried out in the organization, regardless of the external situation. The list of processes that are subject to regulation in a particular organization is compiled strictly individually, based on many factors.

STRUCTURE AND CONTENT OF THE REGULATIONS

As a rule, the regulations consist of the following main sections:

General provisions.
Terms, definitions, abbreviations.
Description of the process.
Responsibility.
Control.

Chapter
General provisions	Purpose of the regulations ( This regulation determines the procedure...); scope of application: objects or employees of the organization that are affected by the regulation; regulatory documents on the basis of which the regulations were developed (if any); procedure for approving, amending and canceling regulations
Terms, definitions, abbreviations	Definition of terms and explanation of abbreviations used in the text of the regulations. The terms are listed in alphabetical order. Each of them is written on a new line in the singular, and its definition is indicated through a dash without the word “this”. It is advisable to use legislative acts, state standards and other regulatory documents as a source of definitions
Process description	Step-by-step description of the process. For convenience, this section is divided into subsections, each of which corresponds to the next stage of the process. The section indicates the workers involved in the execution, describes the action and the result
Responsibility	Responsibility of participants in the process for failure to comply with regulations (disciplinary, administrative, criminal). The latter concerns usually complex production processes associated with risks to the health and life of workers
Control	Indication Full name the official responsible for monitoring the implementation of the regulations, as well as, if necessary, means of control

BASIC DETAILS OF THE REGULATIONS

The main details of the document include:

name of the organization;
date and number of the document, place of its preparation;
approval stamp;
name of the document;
document text;
application (if any);
visa approval.

By the way

The requirements for the registration of the listed details are established by GOST R 6.30-2003. Methodological recommendations for the implementation of GOST R 6.30-2003 explain and specify the procedure for the implementation and application of this standard.

BUSINESS PROCESS MODEL

A business process model can serve as an annex to the regulations. It is customary to depict it graphically (see diagram), but it is also permissible to draw up a table and even describe the process verbally. Graphic models of business processes are created using special software.

What at first glance seems like an intricacy of lines and geometric shapes, in fact represents a strict order of actions when performing a particular process, in our case, the office work process. The business process diagram is much easier to understand than the text of the same regulations. It clearly shows who starts each stage and where, how they finish it, and who passes the baton to in working on the process.

The graphic model of the business process “Approval of a draft document” presents such key parameters of the business process as inputs and outputs, clients and participants. Each new employee, looking at the model, will quickly become involved in the execution of his process at a certain stage and will know how to behave in any work situation associated with it.

PROCEDURE FOR WORK ON THE REGULATIONS

Working on regulations is no different from working on any other organizational and administrative document: first, a draft document is drawn up, which is agreed upon with interested officials, then it is approved by the head of the organization or a person authorized by him. Finally, the participants in the process get acquainted with the regulations against signature and receive copies of them.

Regulations can be approved in several ways:

directly (the manager signs the document with his own hand);
indirectly (by issuing an order) (see Example 1). In this case, the registration data of the order will be included in the approval stamp.

Example 1

Order on approval and entry into force
business process regulations

(LLC "Perspective")

ORDER

07/23/2014 No. 456-Pr

Moscow

On approval and implementation of business process regulations

In order to improve the paperwork procedures of Perspektiva LLC

I ORDER:

1. Approve and put into effect from 01.08.2014 the regulations for the following business processes:

1.1. Registration and accounting of documents.

1.2. Control of document execution.

1.3. Storage and retrieval of documents.

2. Appoint administrative director A.V. Legostaev responsible for fulfilling the requirements specified in clause 1 of this order.

3. To the head of the office Parshina V.K. ensure that employees of Perspektiva LLC are familiarized with this order against signature and submit copies of the approved regulations to the structural divisions of Perspektiva LLC by July 30, 2014.

4. I reserve control over the execution of this order.

General manager Maksimov YES. Maksimov

The following have been familiarized with the order:

Legostaev A.V. Legostaev 24.07.2014

Parshina V.K. Parshina 24.07.2014

P.A. Karpenko

23-78

The regulations for the business process “Control of document execution” are given in Example 2.

Example 2

Regulations for the business process “Control of document execution”

Limited Liability Company "Perspective"
(LLC "Perspective")

REGULATION No. 7
business process “Control of document execution”

1. General provisions

1.1. The business process regulations “Control of execution of documents” (hereinafter referred to as the Regulations) determine the procedure for monitoring the execution of tasks based on documents in Perspektiva LLC (hereinafter referred to as the Organization).

1.2. The requirements and rules of the Regulations apply to all structural units of the Organization.

1.3. The Regulations are approved, amended and canceled by order of the General Director of the Organization.

1.4. Employees of the Organization are required to know and comply with the requirements of the Regulations. All newly hired employees of the Organization must be familiarized by the heads of structural divisions with the established procedure for monitoring the execution of documents in the Organization.

2. Terms, definitions, abbreviations

2.1. The Regulations use the following terms and definitions:

Document- information recorded on a medium with details that allow it to be identified.

Exercise- instructions from the manager.

Task- see task.

Executor- an employee of the Organization who is entrusted with the execution of a task.

Control- a set of actions that ensure timely execution of the document.

Responsible executor- an employee from among the performers who has the right to coordinate the work of other performers. The resolution indicates first.

Resolution- details containing the official’s instructions for the execution of the document. Includes the surnames, initials of the performers, the contents of the order (if necessary), due date, signature and date.

Supervisor- the official making the resolution.

Due date- calendar date of task completion. The period for execution of the document begins from the day of its registration in the office of the Organization and is calculated in calendar days. Documents are subject to execution within the following typical deadlines:

From a specific date of execution - within the specified period, if the document was received by the Organization no later than three days before the expiration of the specified period;

Without indicating a specific execution date and special notes - within 30 days;

Without specifying a specific date, marked “Urgent” or “Immediately” - within three days;

Without specifying a specific date, marked “Promptly” - within 10 days.

3. Process description

3.1. Submitting a document for control.

3.1.1. All registered documents requiring execution are subject to control.

3.1.2. The basis for placing a document under control is the resolution of the General Director of the Organization or his deputy.

The resolution states:

Executor of the document;

Task deadline;

If necessary, the content of the task.

3.1.3. Having received the document with the resolution, the secretary of the general director or the secretary of the deputy general director (hereinafter referred to as the Secretaries) prepare a scanned copy of the document with the resolution. The scanned document is placed in the “Under Control” folder.

3.1.4. A copy of the document file is attached to the email message sent to the contractor.

3.1.5. In the email message parameters, you set the deadline for completing the task and enable the option to notify the task author about its receipt.

3.1.6. After receiving an email with a task, the executor sends a notification of its receipt to the task author.

3.1.7. If the performer receives a task, the content of which is beyond his competence, he is obliged to notify the author of the task about this within one working day from the receipt of the task. The author of the task, having received such a notification, submits a document to the manager for a second resolution.

3.2. Completing the task.

3.2.1. The contractor fulfills the task assigned to him within the time period established in the resolution.

3.2.2. If the last day of task execution falls on a non-working day, the document must be executed on the next working day.

3.2.3. If it is not possible to complete the task within the time period established in the resolution, the contractor is obliged to report this to the manager before the deadline expires and explain the reason for the delay. If the reason is valid, the manager can extend the deadline for completing the task.

3.2.4. If the deadline for completing a task was extended by the manager, the author of the task changes the deadline for its completion in the electronic document card.

3.3. Report on the completion of the task.

3.3.1. Having completed the task, the executor generates a completion report, which is sent to the author of the task in the form of an electronic message. The assignment report must be informative and contain a specific description of the actions and measures taken. If a document was required to complete a task, its registration data is indicated in the task completion report.

3.3.2. Having received a report on the completion of a task, the task author sets the status “Completed” in the electronic document card. The document is removed from the “Under Control” folder and placed in the file.

3.3.3. If the author of a task has not received a report on the completion of the task within the time period specified in the resolution, he sends an email request to the executor with a request to indicate the reason for the failure to complete the task. The author of the task reports to the manager about failure to complete the task, attaching explanations from the performer. If the reason is valid, the manager can extend the deadline for completing the task.

3.3.4. If the deadline for completing a task has been extended by the manager, the author of the task changes the due date in the electronic document card.

3.4. Generating a report on task completion.

3.4.1. Secretaries generate a monthly report on the completion of tasks based on documents, which they present to the manager.

The report states:

The total number of tasks assigned for the reporting period;

Number of completed tasks;

Number of tasks with extended deadlines;

Number of tasks not completed on time.

If there are tasks not completed on time, the names of the performers of these tasks are also indicated.

4. Responsibility

Employees of the Organization, regardless of their positions, bear disciplinary liability for improper execution or failure to comply with the requirements of these Regulations.

5. Control

Control over the implementation of the Regulations is carried out by the administrative director of the Organization.

Mandatory for every participant in the process. This set of rules is a closed system that is designed to regulate legal or other relations between participants in certain procedures.

Regulations are necessary to streamline the work of government agencies. Within one institution there may be several types of regulations. For example, internal regulations of a government body (includes internal rules), regulations for holding meetings (description of this procedure), regulations for the nomination, consideration and signing of a particular type of document.

We need regulations in business too. All financial transactions (conclusion of transactions, termination, merger of companies) are carried out in accordance with certain rules. Moreover, regulations in this area, as a rule, have a document format. This circumstance allows entrepreneurs, in the event of controversial situations, to defend their rights and recognize the agreement as illegal, based on a violation of the established regulations.

Regulation is no less important in the production sector. The quality of products and the safety of the work process depend on compliance with technical regulations.

There are also various regulations in public activities. First of all, these include regulations for events, which contain clear instructions for their implementation. Such a set of rules can include any information down to the smallest details, such as the color of the presenter’s suit, types of stage decorations, etc.

Scientific events are also strictly regulated. This helps to pre-determine the speaking time of each participant, the order of discussion and voting.

The general order, approach and uniformity of requirements, both in the activities of government bodies and in the activities of legal entities and individuals constituting the state itself, are preserved and supported thanks to the norms and rules established by normative and regulatory documents. Submission to these norms and rules is the civil and legal obligation of any person and any enterprise living and operating in the territory of the Russian Federation.

Instructions

The main normative regulatory document of the Russian Federation is the Constitution - the fundamental law. Of course, it does not spell out all legal situations, but its main provisions set a general approach to rule-making. Any other document - from presidential decrees and government regulations to norms and regulations established by constituent entities of the Russian Federation and even individual enterprises - is tested for compliance with the Constitution. Those norms that establish other legal acts must not violate the rights of citizens and their interests, which are constitutionally protected.

After the Constitution, the main regulatory documents are the Civil and Labor Codes, which concern all legal entities and regulate their relationships, regardless of the type of activity and form of ownership. The rest of the regulatory normative documents were also developed in order to provide for all possible situations that arise in the course of civil legal relations and establish order, eliminating discrepancies and contradictions.

To make it easier to navigate these documents, they are divided into areas and industries of application. Such regulations establish regulations - rules, requirements and restrictions relating to a particular type of activity. For example, they regulate urban planning activities or shared-equity construction with the participation of investors, establish rules for lending or other financial activities.

Work regulations are a document designed to clearly describe the functional responsibilities of each employee in order to avoid difficulties with their understanding of their purpose and to prevent repeated briefings of new employees.

You will learn:

What are working regulations?
Why does the organization need it?
How to write and implement work regulations.
What mistakes are often made when writing regulations?

Why do we need work regulations?

The regulations specified in the document are the fundamental document for the enterprise, on the basis of which the work process is built. The work regulations are a kind of metronome, thanks to which the musicians perform melodies harmoniously and clearly, and the entire team and each individual performer work harmoniously at the enterprise.

An example of the text of the regulations was prepared by the editors of the magazine “Commercial Director”.

The term “coherence” implies the following:

Each employee aims to achieve set goals, which together lead to the achievement of a common result;
All employee actions are synchronized;
The process continues seamlessly, even if there is a change in management or the dismissal of one of the employees.

The team begins to work harmoniously as a result of the creation of a single set of concepts, accepted general requirements for the inputs and outputs of established subprocesses, the availability of information about the progress of processes, and temporary or periodic synchronization of actions.

Work regulations are a combination of rules on decision-making by performers in different situations into one document. It should be noted that such top-level documents reflect the general principles of the enterprise, goals and decision-making boundaries, while lower-level documents contain ready-made solutions that can be achieved as a result of a set of actions. All this allows us to find the optimal “intellectual load” that will be assigned to the final performers. They will no longer need to waste time thinking about simple actions; they will be able to direct all their efforts to solving more important and highly specialized problems.

Thanks to the use of standardization, the average level of employee competence increases noticeably, which leads to an overall increase in quality and a reduction in the cost of processes. Standardization leads to the effect of “lean production”.

From the point of view of the law, work regulations simplify internal interactions between departments or employees in an enterprise, significantly facilitating the task of management and reducing the bureaucratic threshold. At an enterprise where there is no application of work regulations, and there is only one option for interaction between departments - through management, the initiator draws up an official letter to the manager, who, after signing, sends it to another manager. And so on until the letter reaches directly the person whose employees must complete the work initiated in the letter. This can be avoided if the regulation gives employees the opportunity to interact directly with various departments of the enterprise.

The working regulations at the enterprise include:

Mandatory processes subject to regulation based on current legislation;
Typical processes that require specific instructions for action;
Processes that require the participation of a large number of employees or the processing of a significant amount of information;
Processes that require large financial investments;
Processes of increased importance for clients;
Processes that require extreme transparency.

Most often, company management prefers to regulate processes such as:

Customer service and developing relationships with them;
Supplying the enterprise with all the necessary resources: financial management, management accounting, working with contractors and suppliers, budgeting, personnel policy, working with equipment;
Maintaining the functioning of the enterprise itself: implementation of security systems, document management, coherence of management and control bodies.

Head of sales department: how to become an excellent manager

How to develop rules for communicating with clients

The introduction of service standards will allow a company to increase revenue and customer satisfaction with its products or services. Find out how to implement it and what to include in it in the article in the electronic magazine “Commercial Director”.

Types of working time regulations in production

Regulations that regulate all activities of the enterprise as a single legal entity (charter, mission, founders’ agreement, internal regulations, etc.);
Regulations aimed at regulating the work of personnel (regulations on departments, workplace models, job descriptions, contracts, etc.);
Regulations providing information support (paperwork, documents, classifiers, standard data banks, etc.);
Regulations that regulate the procedure for working with equipment in the workplace (placement, passport, operating instructions, etc.);
Regulations that allow you to visualize the management process (matrix of functions, graphical processes, technological maps, etc.).

Team building as a way of ideal personnel management

Do you need work regulations in the office?

Many distracting actions from the main work process are increasingly pushing managers to draw up strict regulations for the working day. What do you need to take into account when doing this?

The Labor Code of the Russian Federation informs us that every employee has the right to a break during the working day lasting at least 30 minutes, but no longer than two hours. This time is not considered working time, and its duration is regulated solely by the employer.

As a rule, many organizations allocate 1 hour of time for lunch, and since it is not paid, the employee can spend it at his own discretion. It turns out that with the main break time, which usually begins 4 hours after the start of work, everything is less clear, but with the periodic absences of employees for “smoke breaks” and other “five-minute periods” the situation is more serious and requires a more thorough investigation.

90% of office work involves working on computers. The law recommends that in order to prevent fatigue of employees working on personal computers, it is necessary to alternate their activities, changing work on a PC to work without it.

If the format of the enterprise’s activities requires constant interaction with a PC, then it is necessary to organize breaks of 10-15 minutes every hour. This will help reduce neuro-emotional tension, relax the visual muscles and provide resistance to physical inactivity. Even a walk around the office, a short relaxation in the employee lounge, a glass of water or a cup of tea will help relieve the work day.

It so happens that in any team, employees are divided into 2 categories: workaholics and lazy people. The first are obvious workers and leaders of production; they take the initiative with responsibility and joy; having completed their part of the work, they switch to helping their underperforming colleagues, and solve the problems of the enterprise in addition to those prescribed to them by the work regulations. The latter do as much as the regulations provide, but more often – less. Having completed the work within the limits of their duties, they spend time on social networks, drink tea a lot and communicate with each other.

You can limit the break time for employees who work in offices at computers from 59 to 90 minutes if the working day is 8 hours. Basically, information about breaks is indicated in the regulations of enterprises in the form of labor regulations or orders from the director. Each new employee is notified of the rules for recording working hours upon signature. If rules and regulations change, the team must be officially notified about this. In the event of a one-time failure to comply with work regulations, the employee must be subject to disciplinary action. Continued violation will result in dismissal.

Working time regulations must provide for written indication of break times. It is advisable to strictly indicate the duration and periods of breaks during the working day. In order to control the time employees are absent from the workplace, there are special time tracking programs. These can be applications installed on an employee’s PC, or professional software in the form of corporate information systems. The elementary way has always been and remains a sticker on which the break time is indicated.

It is even more difficult to develop regulations for smoking employees. The employer is faced with a dilemma: should the time for “smoking breaks” be counted in the total time of breaks? And how can we counteract the frequent absences from the workplace of heavy smokers?

There are many practices to combat this phenomenon. Here are examples of some of them:

Introduction of a smoking ban on the premises of the enterprise. Application is not always effective due to the risk of delays due to “running around the corner.”
Increasing wages for employees without bad habits. This is a great motivator. In addition, lowering the salaries of smokers will be a violation of civil rights.
Increasing the working day of smokers during smoking breaks. This option is quite viable. All that remains is to set up a time tracking program.

How to suppress resistance if employees do not want to accept work regulations

Eight tough but working ways to suppress staff resistance are suggested by the editors of the Commercial Director magazine.

Working regulations: pros and cons of implementation

Written documentation of any repetitive actions of employees, deadlines for completing various tasks;

The workload of managers regarding issues of explaining responsibilities to staff is reduced. Such regulations will be especially effective in those enterprises where there is a frequent change of employees in the same positions, shift work;

Thanks to a well-written description of the work process, it is possible to minimize disagreements between employees and eliminate management interference in the work process before the regulations are approved. This process works like this: let’s say there is a regulation that is approved by the general directors and does not raise any questions. But, if questions arise and have a significant basis, then we change the work regulations. Thus, the organization’s activities become predictable;

When drawing up regulations at an enterprise, you can step-by-step analyze existing business processes and prevent duplicative actions and unnecessary details, thereby saving enterprise employees from the need to do “empty” work, simply because it was “the way it was done.” After all, everyone knows that wasted time by an employee means a lack of profit or a waste of the organization’s money;

A regulation is a detailed process or a set of measures taken, laid out on the shelves, taking into account all the nuances. The procedure for its implementation can be carried out once, and subsequently amendments and additions can be made if necessary;

It is enough to implement a system of regulations in the main processes of the enterprise in order to easily determine the structure of activities and simplify the process of managing and monitoring results;

The application of regulations is complicated during a crisis, when an enterprise is not going through its best moments;

You need to understand that the introduction of strict regulations, like any established framework and standards, often suppress the manifestation of creativity and initiative in some processes (for example, in sales). The reason is easy to explain. When an employee has his actions outlined point by point, he does not have to invent something new and his own. But, however, no regulation by itself will answer all questions. With its help, an employee can only learn to navigate a frequently recurring situation;

Work regulations drawn up poorly can harm existing business processes in an enterprise and even increase costs. Many managers are fixated on the centralization of everyone and everything in the enterprise. For example, in one of the capital's enterprises they introduced regulations requiring that all document flow be carried out through their central office. This was aimed at streamlining document processing processes and reducing the rates of local specialists, that is, it was initially planned to reduce costs. But in practice, the opposite happened: subsidiary offices in the regions sent all documentation to the head office for acceptance, which extremely slowed down their work. At the central office, a situation of increased workload has developed, which led to the need to increase staff and other unnecessary expenses. Thus, the set goal was not achieved; the result turned out to be exactly the opposite.

Before developing work regulations in production, you need to put things in order

Dmitry Kim,

General Director of the company "Apatit-Electromashservice", Apatity (Murmansk region); Candidate of Sociological Sciences

Relatively recently, in June 2012, our company embarked on a path of change. First of all, the organizational structure of the company was subject to change. We formulated goals in Smart format, developed internal corporate values, chose the direction of team formation, opened our own university, and established communications within our organization. We are currently developing a new system of motivation and remuneration and are faced with the fact that the level of tasks does not correspond to administrative regulations. We already see the pros and cons, we understand how it would be better to change the existing document flow system.

Perhaps, like any enterprise, we have our own standards. Having familiarized ourselves with them in detail, we realized that they are all of the same type and do not reflect the essence of process management. Two types of regulations for management activities have been identified:

Management structure regulations. These are standard documents that help streamline interactions between managers when performing their assigned tasks. This type is provided for by law and includes all the documents necessary for the enterprise: regulations, staffing, job descriptions, safety instructions, etc. At our enterprise it was impossible to even remember the list of all these papers, let alone their execution!
Regulations of management processes. These documents define the procedures for performing various types of operations. Their appearance is often due to the occurrence of a problem in the enterprise or a too expensive way to solve it. They appear rarely, although they significantly bring results and simplify the work.

Structure and details of the working regulations

As a rule, the regulations consist of the following main sections:

General provisions.
Terms, definitions, abbreviations.
Description of the process.
Responsibility.
Control.

A more detailed description of the contents of the sections is given in the table:

Chapter
General provisions	Purpose of the regulatory document (This regulation defines the procedure...); Scope of its application: objects or employees of the organization that are affected by the regulation; Regulatory documents on which the new regulation is based (if any); The procedure for approving or canceling the regulations; Making changes and amendments.
Terms, definitions, abbreviations	Definition of terms used; decoding of abbreviations and abbreviations used in the text of the regulations. Terms should be ordered alphabetically. Each of them is written on a new line in the singular, and its definition is indicated through a dash without the word “this”. It is recommended to use legislative acts, state standards and other regulatory documents as sources for definitions.
Process description	Step-by-step description of the process. For convenience, this section is divided into subsections, each of which defines the next stage of the process. The section identifies the workers involved in the implementation, describes the actions of each and the results
Responsibility	Participants in the process are responsible for failure to comply with the provisions of the regulations (disciplinary, administrative, criminal). The latter refers to complex production processes associated with risks to the health and life of employees.
Control	Indication Full name an official who is appointed responsible for monitoring the implementation of the regulations, and, if necessary, the means of control are indicated.

The main details of the document include:

Name of the organization;
Date and number of the document, place of its preparation;
Approval stamp;
Name of the document;
Document text;
Application (if any);
Visa approval.

All of the above details must be completed in accordance with the requirements of GOST R 6.30-2003.

What to indicate in the work regulations appendix

An ideal option as an annex to the regulations would be a business process model. It is usually depicted in the form of a flowchart, but it is also possible to display the main parameters in a table or even verbally describe the process. A graphical representation of a business process model is created using computer applications.

Initially, this diagram resembles an intricacy of lines and geometric shapes, but upon closer examination it becomes clear that the scheme encrypts a strict order of actions for performing various processes. Specifically, the diagram depicts the office work process. Visualization of the diagram is in most cases easier to perceive and understand than text documentation. The diagram clearly shows the beginning of each stage, the interaction between the stages, and how it all ends.

Our schematic model of the business process about “coordination of a draft document” highlights such important parameters of the business process as inputs and outputs, clients and participants. If a new employee becomes familiar with this scheme, he will immediately be prepared to perform certain functions at a certain stage and will know how to behave in a situation related to this process.

Work regulations relieve the manager of the need to engage in petty control

Denis Rogalev,

General Director of the Techno plant, Ryazan

At the beginning of my leadership at the enterprise in 2010, we produced about 100 thousand tons of finished products per year, which was significantly lower than the plant’s productivity stated in the passport (it is equal to 180 thousand tons per year). We had to raise the bar and increase the plant's capacity. To do this, we developed new descriptions of processes, with the help of which we managed to identify problem areas on site by managers and immediately eliminate them by creating regulations for organizing workplaces.

It took us almost six months to finalize the regulatory documents. All this time we worked in a mode of increased discomfort. But after 6 months of developing solutions, appointing responsible people, defining clear deadlines for implementation, we came to the main conclusion and created work standards under which the manager did not need to control every step of the people subordinate to him. This contributed to the recording of working time and control over the execution of work.

I had to create each new process description from scratch, although I did not have the proper experience at that time. We started by describing standard operating procedures, implementing lean manufacturing, and after a while most of the processes returned to normal. With experience, the creation of regulations follows a clear algorithm of actions, and in the last year alone, 15 new standards have been launched at our plant.

How to develop work regulations: step-by-step instructions

Step 1. Determine the subject of the regulation.

Step 2. Identify the person responsible. One employee should be responsible for the regulations and will be responsible for implementing this process.

Step 3. Hold a team meeting. If a work process is regulated in which the interests of several departments collide, then it is important to launch it correctly - to hold a meeting of key participants in the process. The employee responsible for the work regulations must explain how important the issue under discussion is for the company and how best to resolve it. It is necessary to listen to the opinions of all interested employees and take into account their wishes.

Step 4. Describe the process. The scope of the description depends on the specific business process. If this process is not complex, and the employee who is responsible for it has a detailed understanding of all the stages of its implementation, then it is better to instruct him to draw up regulations on his own. After this, he must discuss it with the rest of the meeting participants.

If the process is complex, then each participant must do their part of the work. Afterwards, all materials are compiled into one document and discussed.

Step 5. Discuss future regulations. The basic text of the working regulations should be presented to all group members for discussion with a view to its subsequent adjustment. Each participant expresses his opinion, makes comments, puts forward proposals and justifies them.

Step 6. Approve the regulations. After discussion, the text can be adjusted and then approved by the General Director. The regulations are approved in two ways:

Directly (the manager signs the document with his own hand);
Indirectly (by issuing an order). In this case, the registration data of the order will be included in the approval stamp.

Write clear instructions

Alexander Gruzdev,

CEO and owner of the Vihar company, executive director of the VG Ultra company, Moscow

Our company has a position of quality director (or quality manager), who is responsible for drawing up regulations. It adheres to the following stages in compilation:

Definition of work processes;
Building a diagram of processes and their interactions with each other;
Detailed description of processes;
Drawing up the text of the regulations.

A quality specialist studies the work routines of employees in various departments to create descriptions of standard situations, for example: “The gas station must be inspected using the following technical means... Upon completion, a detailed report must be written.” A quality service specialist must have a complete understanding of all work processes, know the job responsibilities of enterprise employees, and have the appropriate level of qualifications and professionalism.

We pose pressing questions and try to form a picture of the process

Leonid Volkov,

independent member of the board of directors of JSC Concern Chuvashgossnab, Cheboksary

The algorithm for developing regulations in our company consists of several stages:

Defining the final goal. We are trying to identify additional competitive advantage obtained through the implementation of business process regulations. The set goal should be extremely clear to every employee in the organization. Otherwise, following the regulations will become an additional burden and turn into an “obligation”.
A comprehensive study of an existing business process helps to identify weaknesses and create the opportunity to optimize business processes.
Business process optimization and design. When designing, we provide for a couple of scenarios: either we leave the old one, or create a new one from scratch, or adjust the existing one.
Documenting the process. The handwritten version of the business process project is transferred to electronic form.
Implementation of a business process. The fundamental factor is that each participant in the work process has an idea of what exactly he should do and how achieving the result will affect his pay.

All stages take place in the form of open discussion. The leading role in creating regulations is given to the head of the working group or the project manager: it is he who will be responsible for the final development and implementation of business processes in real practice. The task of this person is to ask tough questions and be able to present a clear picture of the process, because each participant looks at the same process from his own point of view, and an objective picture can only emerge when everyone is interviewed and listened to. Everyone must be aware of their responsibility in creating business processes. Sometimes companies hire third-party consulting firms to develop work procedures, and this is one of the serious mistakes. Yes, they will be able to describe for you what, to whom and how to do it. But, for the most part, your company’s employees will treat this document as foreign. It will not take into account all the subtleties and nuances of interaction within your enterprise.

Depending on the complexity of the project, its development takes from four months to a year. This is precisely the period when the implementation of the new regulations will produce results.

How to implement work regulations

Once all interested parties have given their consent, a plan of further action must be prepared to launch the regulation. This plan can be an order or an appendix to the order approving the work regulations. Actions include:

Recognition of previous local regulations as having lost their force.
Introducing new local regulations to activate the work of the new regulations;
Development of new local regulations that will be needed to work under the new regulations;
Refinement or implementation of new modules of automated information systems;
Production of new forms of non-unified documents used in accordance with the adopted regulations;
Changes and/or additions to the staffing table;
Searching for candidates for new positions, appointing or transferring employees to new positions;
Training process performers in new work rules;
Explanatory work among the executors of the process;
Support by members of the working group (developers of the regulations) of the work of performers within the framework of the new process (“pilot-industrial operation” of the new regulations);
Adjustment of the text of the regulations based on the results of “pilot-industrial operation”;
Introduction of an adjusted version of the regulations;
Determination of quality control procedures for regulations.

After the working group has decided on measures to implement the new process, the head of the enterprise issues an order to approve and put into effect the new regulations. It should be noted that due to the duration of the activities, the dates of approval and entry into force of the document will vary.

As practice shows, work on the regulations will continue after its adoption and implementation into the work process. This is due to the fact that business is changing, practice reveals pinpoint nuances and errors, details that were not noticed by the working group. In this regard, work on the optimal option continues for a long time. When the volume of changes and additions becomes large enough, a new edition of the regulations should be released. Such a proposal should be made, first of all, by the employee whose responsibilities include monitoring the implementation of the regulations.

Work on the text of the regulations must be carried out by the “holder”, who has the necessary knowledge both in the essence of the regulated process and in the principles of working on texts of a local and regulatory nature.

What role does the general director play in regulating processes?

The participation of the company's chief executive in the regulatory process depends on:

From the subject of the regulations. When developing regulations for revising prices or making changes to the product range, the participation of the general director is necessary, since important decisions can be made and responsibilities can be redistributed.
On the efficiency of execution of the described process. If it is necessary to document an established process, the CEO should not delve into the essence of the issue. But, if a key issue regularly gets out of control, then it is important for the manager to monitor the approval of this regulation and monitor the process of its implementation.
From stakeholders. In situations where regulations governing the interaction of several divisions of an enterprise, whose managers are equal in status, are being discussed, and important strategic issues are being discussed (for example, pricing, where lawyers, sellers, manufacturers, suppliers, etc. are involved), then make decisions on The general director must comply with this regulation.

9 common mistakes in work procedures

The regulations are divorced from practice. It is very important to entrust control over the creation of regulations to a person who is directly related to the work process at the enterprise. Let's say that when a company has grown to a large size, management may allow the creation of a special department that will deal with business development. It is this department that is entrusted with the creation of regulations. Such a department sets the task of describing everything that happens at the enterprise, but for what purpose this is done is not important to them. When regulations are written by people who are not involved in the actual work process, then the person actually managing this process will not act according to the drawn up scheme. That's why the regulations don't work.
There is no flexibility in the regulations. Many people try to describe in as much detail as possible the processes involved in drawing up regulations. This occurs due to ignorance of the difference between writing regulations and describing processes. But, if the task is to automate processes, then such detailed descriptions are designed to help people. When exactly does the need for regulation arise? When a large number of workers take part in a real process, the actions duplicate each other, but everyone interprets them in their own way (deadlines, responsibility, etc.). The drawn up working regulations are aimed at eliminating all discrepancies and disagreements: the action is such and such, once a month, such and such is responsible, etc. And we need to take into account the need to provide performers with a certain freedom of action so that they can make decisions in certain situations (not to answer the client within an hour, but to do it immediately if the situation requires it).
No incentives. In the absence of a high-quality motivation system, no regulation will help. If the document states that the financial department must put its visa in the contract within two days, then this entry can be interpreted in two ways. In the first case, the financier may not take any action before the evening of the second day; in the second case, the agreement must be endorsed by the financiers under any circumstances, but it is better to do this faster. Thus, people must be motivated to comply with the regulations.
Large amount of text. The optimal document size is no more than 5-7 pages.
Complexity of the text, long compound sentences. It is preferable to reduce phrases to specific and understandable sentences.
Synonyms are used in terms and names. It is important that the term once mentioned is used throughout the text.
Abbreviations are used without decoding. Unacceptable. Any abbreviation requires decoding (in parentheses or as a footnote).
Specific performers are not identified. It is very important to know the people responsible for implementing a particular regulation.
Not all steps are described. There are times when actions that are frequently repeated during work seem obvious. But they still need to be described in detail, since the regulations will be intended for beginners as well.

Information about the author and company

Alexander Gruzdev, General Director and owner of the Vihar company, Executive Director of the VG Ultra company, Moscow. VG Ultra is the official representative of the Belarusian company Belatra in Russia, a manufacturer of software and processor devices for slot machines. The company was founded in 2005 and has a staff of eight people.

Leonid Volkov, independent member of the board of directors of OJSC Concern Chuvashgossnab, Cheboksary. OJSC Concern Chuvashgossnab was created on the basis of the Gossnab of the Chuvash Autonomous Soviet Socialist Republic. The company has an 80-year history. The main activities are wholesale trade in construction and finishing materials and management of office and warehouse complexes. The company's turnover in 2006 amounted to $25 million. Staff: 190 people.

Denis Rogalev, General Director of the Techno plant, Ryazan. LLC "Plant "Techno" Field of activity: production of thermal insulation materials; the largest of six plants for the production of mineral wool products of the TechnoNikol company. Number of personnel: more than 400.

Dmitry Kim, General Director of the company "Apatit-Electromashservice", Apatity (Murmansk region); Candidate of Sociological Sciences. LLC "Apatit-Electromashservice" Field of activity: mechanical engineering, repair of electrical machines, maintenance of mining and processing equipment, quarry equipment; the company is part of the Phosagro Group of Companies. Territory: head office - in Apatity, branch - in Kirovsk (both - Murmansk region). Number of personnel: 1200 (in 2013).

In the management system of any enterprise, during its operation there is always a large number of periodically repeating functions, processes, and actions for making management decisions. At the same time, as a rule, there are many different options for implementing the same management action or process.

In order to clarify and define the requirements for expected performance results, methods for achieving them, that is, in order to determine the “rules of the game” that every employee should know at his workplace, it is necessary to develop documents and manage them. In our company, such documents are, as a rule, regulations, standards, and regulations.

Regulations (standard, regulations) are a set of rules that determine the operating procedure of an organization.

WHY DO YOU NEED REGULATIONS (STANDARD, REGULATIONS)?

If the company did not provide employees with work regulations, this means that it allowed them to be guided by their own ideas about what should and should not be done. The actions prescribed in the document are fundamental for the enterprise, on the basis of which the work process is built.

The main purpose of introducing regulations (standards, regulations) in a company is to convey to employees in a simple and accessible form our vision of performing specific work and achieving specific results. The main goal is to set the rules for doing business in your workplace.

WHO NEEDS REGULATIONS (STANDARD, REGULATIONS)?

Do senior management need regulations? - Yes, it is necessary.

The regulations bring clarity to the structure of the company, make the technology of product production and service provision clear at each workplace. And, therefore, it makes it clear to control the product production process. Personnel motivation is based on the results of production processes, and not on the processes themselves. For example, a mechanic is not paid to repair equipment, but to ensure that the equipment does not break down between maintenance.

DOES A MIDDLE MANAGER NEED REGULATIONS (STANDARD, REGULATIONS)? - CERTAINLY.

He understands how to organize work at his level. After all, it is in the regulations that the requirements for the results of activities are established, the sequence of work, the areas of responsibility are distributed, and the necessary deadlines are determined. There is no possibility of making a mistake or breaking the technology.

DOES A SIMPLE CONTRACTOR NEED REGULATIONS (STANDARD, REGULATIONS)? - AGAIN, YES.

The performer should not “rack his brains” over what they want from him - he should only comply with the regulations. And if he cannot fulfill it for any reason, he must report to his supervisor.

Thus, the regulation (standard, regulation) simplifies internal interactions between employees or departments. At its core, a regulation (standard, regulation) is the consolidation of successful actions in a company.

Any regulation (standard, regulation) must contain the following:

participants
distribution of responsibilities
correct sequence of actions - description of the process
deadlines
requirements for the result
quality requirements.

The regulations (standard, regulations) must be extremely simple, understandable and accessible to every employee. The optimal document size is no more than 5-6 pages. It is important that the term once mentioned is used throughout the text (do not use synonyms). Any abbreviation used in the text must be deciphered. It is very important that the regulations describe all the steps - even if the actions repeated during the work seem obvious.

One of the important advantages of regulation (standardization) is the reduction of costs for training and education of personnel, minimization of the “human factor” in the implementation of standard production operations, minimization of disagreements between employees, formation of a knowledge base - formalization of personnel experience.

For us, as a company certified for compliance with GOST ISO 9001, the development of regulations and standards for production activities is a strictly mandatory thing.

Today, when the company is introducing a new format for process management, activity management through the prism of Key Process Owners (KPO), it is necessary to review all stages of production and management for their standardization. And, if necessary, develop new regulations and standards that will increase labor efficiency, including management.

All approved regulatory documents of the TMS Group company are accumulated in the automated system 1C: Document flow, - internal documents - regulations. Any employee, if necessary, can come in and familiarize himself with the document that interests him.

Alexander Pechersky, General Director of IKF "Alt", St. Petersburg

When can you do without regulations?
What should the regulations contain?
What is the role of the General Director in regulation
Possible problems when developing regulations
What is the policy and algorithm for developing regulations at JSC Concern Chuvashgossnab
How the activities of the Vihar company are regulated

At many enterprises, management is trying to create regulations for all processes. You shouldn't do this. Write regulations only for the most important procedures, as well as for those with which problems arise. Any General Director knows where his main inconsistencies lie. This is where we need to start.

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Also in the article you will find 4 key competencies of the company that need to be adopted.

As a rule, regulations are needed when there is a need to describe the interaction of several departments. The purpose of the regulations is to describe any business process in the company.

Any regulation is created based on the following questions:

sequence of actions in the process;
participants, their roles;
responsibility of participants;
timing of actions taken;
principles of process adjustment.

We are a small company, and there is no need for total regulation. The rules are drawn up only for the most important systems: motivation (a complex system that describes who can receive what reward and for what) and certification. To optimize simpler processes, there are reminders - descriptions of the best ways to build relationships in a team, the roles of managers and consultants. The memo is not binding, but provides information for your information. We were pushed to this form of work by new employees who do not yet know what is going on with us, and how everything should be done.

Management regulations: how to make life easier for yourself and your employees

General Director speaks

Alexander Gruzdev,

In our company, regulations have been developed for all processes, since we have applied a process approach in accordance with the ISO 9000 standard, which is a strictly mandatory thing. After all, for example, checking gas substations requires extremely careful work and well-organized actions. The service department employees have the most stringent regulations - after all, they check the technical condition of gas substations, electrical distribution boards (substations), water and (or) pumping substations, etc. Violating the rules for checking technical condition can lead to serious problems. Therefore, almost every employee has his own instructions, thanks to which he clearly understands his place in the process. The regulations according to which our service department operates are mainly taken from GOSTs or other regulations, which already describe actions for all occasions; only a few of them have been tightened taking into account the modern situation and the higher level of technological development.

The work of other departments (customer service department, secretariat) is not so strictly regulated, but a description of the procedure for their actions also exists. When creating a regulation describing a process, all departments are affected, therefore the regulations have several levels:

Regulations for the process.

Regulations for departments.

Instructions for specific employees.

The practitioner tells

Leonid Volkov,

The experience of our company shows that, first of all, regulations must be drawn up for those business processes that are end-to-end in nature and aimed at creating products and services for consumers and profit for the company. These business processes affect the work of not one, but several departments, both main and auxiliary. If we do the opposite - we develop work regulations for each division separately, then it will be the individual divisions that work well, and not the entire company as a whole.

In our company, we conditionally divide regulations into the following types:

Technological. Dedicated to internal operational business processes: how to serve the client efficiently and at the same time with minimal costs, receiving maximum profit from the current operation. The General Director is responsible for developing such processes.

Strategic. Aimed at the systematic development of the company, its sustainable development in the long term. The board of directors is responsible for their development.

First, three technological regulations were created for earning divisions (commercial department and commercial real estate management department):

Standards for servicing buyers of construction and finishing materials (mainly concern the earning division - the commercial department, but also affect the work of auxiliary departments - the legal department, the security service).

Standard for working on the “one-window” principle with tenants and visitors of office and warehouse complexes managed by our company (this standard primarily regulates the work of the commercial real estate management department, but it also affects the work of all other auxiliary departments - administrative, economic and service departments , security services, accounting - relating to interaction with tenants);

Standard of service for VIP clients (service according to the usual standard in this case turned out to be unacceptable, in addition, high competition requires dividing our clients into ordinary and VIP).

In the last year, our company has focused mainly on developing strategic regulations. They are needed for the company to constantly find new niches in the market, while strategic risks are minimized. In particular, the “Regulations for searching, deciding, launching and implementing new projects” have proven to be quite effective. It concerns the main owners, members of the board of directors and top management. On the one hand, stimulating them (both financially and using other forms of incentives) to constantly search, select, launch and implement new projects, on the other hand, these regulations discipline them, describing the decision-making process for new projects, as well as their stages implementation. Such a set of rules will allow the company to look for new opportunities for business development and at the same time insure against the risks associated with the initiation of a new project without thorough preliminary development. In this case, by new projects we mean both investment projects, new business directions, and a changed nomenclature of the product line.

Algorithm for developing regulations

Definition of the subject of the regulation.
Determining who is responsible. The key employee responsible for implementing this process should be responsible for the regulations.
Meeting. If a process is being regulated in which the interests of many departments collide, it is important to launch it correctly - to hold a meeting of key participants in the process. The person in charge must explain how important the process under discussion is for the company and how best to organize it. It is imperative to listen to the point of view of all interested employees and take into account their wishes.
Description of the process. Depends on the specific business process. If this process is not very complicated and the employee responsible for it has a good understanding of all the stages, drawing up the regulations can be entrusted to him. Then he must discuss the resulting document with the other participants. If the process is complex, each participant must describe his part of the work. Materials are collected and then discussed together.
Discussion. The basic text should be provided to all working group participants for discussion and correction. Each participant expresses his opinion, makes comments, puts forward proposals and justifies them.
Statement. After discussion, the text is adjusted and then approved by the General Director.

General Director speaks

Alexander Gruzdev, General Director and owner of the Vihar company, executive director of VG Ultra, Moscow

All regulations in our company are developed by the quality director or quality manager. The main stages of their compilation are as follows:

Definition of processes.

Drawing a diagram of processes and their interactions with each other.

Description of processes.

Writing regulations.

The quality specialist gets acquainted with the work routine of employees of various departments, but the description of the process does not imply clear instructions: “turn on the gas analyzer”, “approach the gas substation”, etc. He rather outlines standard situations, for example: “The gas station must be inspected at using the following technical means, a corresponding report is written upon completion of the inspection.” The job description may say the following: “If the gas leak indicators are higher than such and such a value, inform the chief engineer; if the indicators are higher than this value, turn off the substation and inform the chief engineer if the indicators are normal, continue the inspection.” Therefore, a quality service specialist must have an understanding of all processes, and therefore an appropriate level of qualifications, as well as sufficiently broad powers.

The practitioner tells

Leonid Volkov, Independent member of the board of directors of OJSC Concern Chuvashgossnab, Cheboksary

The algorithm for developing regulations in our company consists of several stages:

Defining the final goal. We determine what additional competitive advantage can be obtained through the implementation of a business process and its regulation. The goal should be clear to every employee of the company. Otherwise, compliance with the regulations will only become an additional burden and obligation.

Comprehensive study of the existing business process, identifying bottlenecks, identifying optimization opportunities.

Business process optimization and design. When designing, we provide for several scenarios: maybe it would be better to leave the old one, maybe design it from scratch, maybe adjust the process sufficiently.

Documenting the process. Transfer of the designed business process to paper and electronic media.

Implementation of a business process. It is very important here that each participant in the process knows what he needs to do, and also has an idea of how achieving the final result will affect the payment for his work.

Each stage takes place in the form of open discussion. The main role belongs to the work group leader or project manager: he is responsible for the development and implementation of business processes. The task of this person is to pose pressing questions and try to form a clear picture of the process: each department looks at the same business process from its own point of view, and an objective picture can only be obtained when everyone is interviewed. Everyone should feel: the business process turned out this way because he himself decided so. Many companies make the mistake of hiring a consulting company to develop business processes. Yes, they can describe what to do and who should do it, but by the company’s employees, especially middle and lower level managers, the processes established in this way will be perceived as alien.

The development of regulations (depending on complexity) takes from four months to a year. This is the period when the regulations begin to produce results.

Role of the General Director

The participation of the company's chief executive in the regulation process depends on the following reasons:

Subject of the regulations. If this is a regulation for revising prices or making changes to the product range, the participation of the General Director is necessary - during development, important decisions can be made and responsibilities can be redistributed.

The efficiency of the described process. If the process is established and only needs to be recorded, then the General Director does not need to delve into the issue. If a key process constantly fails, the manager needs to monitor the approval of the regulations and monitor their implementation.

Stakeholders. If we are talking about regulations governing the interaction of several departments, the heads of which are equal in status, and we are talking about a strategically important process (for example, pricing, in which lawyers, sellers, production workers, buyers, etc. participate), then accept decisions on this regulation must be made by the General Director.

You can often hear the following complaint: the process is described, regulations are developed, but department heads do not communicate them to their employees. The document just sits on the shelf. Why is this happening?

Regulations are divorced from practice

It is very important who in the company knows how to draw up regulations. For example, the company grew and grew and grew to unimaginable sizes, and the management decided to create a development department, which was tasked with documenting all processes. Such a department sees itself with the task of describing everything possible, but does not think about why. When regulations are written by people who are not involved in the implementation of the process, the person actually managing it will not work according to the drawn up scheme. That's why the regulations don't work.

Lack of flexibility

Everyone is trying to approach the regulations from this point of view: to describe the process in as much detail as possible. This happens because many people confuse the task of creating regulations with describing processes. However, if the description is drawn up for subsequent automation of the process, then the regulations are intended to help people.

When does the need for regulations arise? When many people are involved in the process, the actions are repeated, but everyone interprets them differently (deadlines, responsibility, etc.). The work process recorded in a special document should remove all questions and discrepancies: this is done, once every two months, so-and-so answers, etc. At the same time, it is necessary to provide the performers with reasonable freedom of action so that they can navigate the situation (not answer certainly to the client within two hours, and to do this immediately, if necessary).

No incentives

If the motivation system is not built, no regulations will save you. If the document says that the financial department must endorse the contract within two days, this can be understood in two ways. In one case, the financier has the right not to take any action before the evening of the second day, and in the other, that the contract must be endorsed within two days under any circumstances, but it is better to do this as quickly as possible. People must be motivated to comply with the regulations.

5 pressing problems that internal corporate communications will solve

The practitioner tells

Leonid Volkov, Independent member of the board of directors of JSC Concern Chuvashgossnab, Cheboksary

Business processes proceed regardless of whether they are recorded in any documents (standards), whether control is exercised over them or not. Therefore, the algorithm for developing regulations is very important. It is necessary to pay attention to several nuances.

Often, the development of a business process begins with each employee describing his work process, and subsequently either the boss, or hired independent consultants, or the development department brings all the work processes together, files them in a folder - and the result is a beautiful document. This approach is wrong. He does not solve the company's problems, but preserves them. We can draw the following analogy: let’s say a grandmother is preparing soup, and no one asks the question whether it is good or bad. A person comes, writes down the recipe and files it in a folder. This does not affect the cooking process in any way, nor does it affect the taste of the dish. The point of developing regulations is not to fix them in a document, but to improve them, to find the optimal recipe for business success.

There are two different approaches to developing business processes - bottom-up or top-down. Bottom-up: first, business processes are described at the lower level, then at the middle level, and then at the upper level. From top to bottom: first, business processes are described and optimized at the top level of the company’s management (board of directors and top management), then at the middle, and then at the bottom. Our practice shows that the second option is optimal. This is due to the fact that as you move from the top level of management to the lower levels, the complexity of developing and optimizing business processes increases, and the strategic importance decreases. First, you need to come to an agreement at the top, and only then start “chopping wood” at the bottom. Otherwise, the cost of resolving the issue may be too expensive.

No matter how perfect a business process is, it will not work if there is no motivation system associated with achieving indicators. Hired employees work for money, so along with the optimization of business processes, the remuneration system must be adjusted. It would be a good idea to immediately develop criteria by which the improved process can be monitored (for example, the standard of customer service could be assessed by customer satisfaction, measured on a point scale).

Regulations should not be immutable; they need to be constantly improved depending on changes in the current situation, the stage of development of the company and new strategic guidelines. Thus, in the practice of our company, the need for changes in technological regulations is discussed every six months, in strategic regulations – annually.

Alexander Pechersky has held the position of General Director of IKF “Alt” since July 2002. He joined the company in 1999. Management experience – 7 years. Education – St. Petersburg State University, Faculty of Management.

Research and consulting firm "Alto" established in 1992. Specialization – consulting in the field of determining development strategy and improving management efficiency. The company helps company executives make difficult decisions that determine the development of their business in the long term. More than 200 consulting projects have been implemented. Since 1996, the company has been conducting research on successful management. Staff – 25 people.

Vihar Company is engaged in servicing cottage villages in the Moscow region, namely: servicing gas, electrical, water supply networks, organizing security and video surveillance, repairing and maintaining roads and road surfaces, cleaning the territory, garbage removal, and also has a 24-hour response repair team. The company was organized at the end of 2006 on the basis of the Kotovo cottage village. Number of personnel – 30 people.

VG Ultra Company– the official representative of the Belarusian company Belatra in Russia, a manufacturer of software and processor devices for slot machines. The company was founded in 2005 and has a staff of eight people.

OJSC "Concern "Chuvashgossnab"" created on the basis of the Gossnab of the Chuvash Autonomous Soviet Socialist Republic. The company has an 80-year history. The main activities are wholesale trade in construction and finishing materials and management of office and warehouse complexes. The company's turnover in 2006 amounted to $25 million. Staff: 190 people.