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Job description head of a structural unit of an educational organization[name of educational organization]

This job description has been developed and approved in accordance with the provisions of the Federal Law of December 29, 2012 N 273-FZ “On Education in Russian Federation", section "Qualification characteristics of positions for education workers" of the Unified Qualification Directory of Positions of Managers, Specialists and Employees, approved by Order of the Ministry of Health and Social Development of Russia dated August 26, 2010 N 761n, and other legal acts regulating labor relations.

1. General provisions

1.1. The head of a structural unit of an educational organization (hereinafter referred to as the head of a structural unit) belongs to the category of managers and is directly subordinate to [name of the position of the immediate manager].

1.2. A person with a higher education degree is appointed to the position of head of a structural unit. vocational education in a specialty corresponding to the profile of the structural unit, and work experience in the specialty corresponding to the profile of the structural unit for at least 3 years.

1.3. For the position of head of a structural unit in accordance with the requirements of Art. 351.1 of the Labor Code of the Russian Federation, a person is appointed who does not have or has not had a criminal record, who has not been or has not been subject to criminal prosecution (with the exception of a person against whom criminal prosecution was terminated on rehabilitative grounds) for crimes against life and health, freedom, honor and dignity of the individual (for with the exception of illegal placement in a psychiatric hospital, slander and insult), sexual integrity and sexual freedom of the individual, against family and minors, public health and public morality, the foundations of the constitutional order and state security, as well as against public safety.

1.4. The head of a structural unit is appointed to the position and dismissed from it by order of [name of the position of the head].

1.5. The head of a structural unit must know:

Priority directions for the development of the educational system of the Russian Federation;

Laws and other regulations legal acts regulating educational, physical culture and sports activities;

Convention on the Rights of the Child;

Pedagogy;

Achievements of modern psychological and pedagogical science and practice;

Psychology;

Fundamentals of physiology, hygiene;

Theory and methods of managing educational systems;

Modern educational technologies productive, differentiated training, implementation of a competency-based approach, developmental training;

Methods of persuasion, argumentation of one’s position, establishing contacts with students (pupils, children) of different ages, their parents (persons replacing them), work colleagues;

Cause diagnostic technologies conflict situations, their prevention and resolution;

Basics of working with word processors, spreadsheets, by email and browsers, multimedia equipment;

Fundamentals of economics, sociology;

Methods of organizing the financial and economic activities of an educational organization;

Civil, administrative, labor, budget, tax legislation as it relates to the regulation of activities educational organizations and educational authorities at various levels;

Fundamentals of management, personnel management;

Fundamentals of Project Management;

Internal labor regulations of an educational organization;

Labor safety rules and fire safety;

- [other knowledge].

2. Job responsibilities

Head of structural unit:

2.1. Manages the activities of the structural unit.

2.2. Organizes current and long-term planning of the activities of a structural unit, taking into account the goals, objectives and directions for the implementation of which it was created, ensures control over the implementation of planned tasks, coordinates the work of teachers, educators and other teaching staff in the implementation of educational plans and programs, development of the necessary educational and methodological documentation.

2.3. Provides quality control educational process and objectivity in assessing the results of educational and extracurricular activities of students, pupils, ensuring the level of training of students and pupils that meets the requirements of the federal state educational standard.

2.4. Creates conditions for the development of working educational programs of the structural unit.

2.5. Provides assistance to teaching staff in mastering and developing innovative programs and technologies.

2.6. Organizes work on preparing and conducting final certification, educational work for parents.

2.7. Organizes methodological, cultural and extracurricular activities.

2.8. Monitors the academic workload of students (pupils, children).

2.9. Participates in recruiting the student population (pupils, children) and takes measures to preserve it, participates in drawing up the schedule training sessions and other types of activities of students (pupils, children).

2.10. Makes proposals for improving the educational process and management of an educational organization.

2.11. Participates in the selection and placement of teaching and other personnel, in organizing the improvement of their qualifications and professional skills.

2.12. Takes part in the preparation and certification of teaching and other employees of the organization.

2.13. Ensures timely preparation of established reporting documentation.

2.14. Takes part in the development and strengthening of the educational and material base of the organization, equipping workshops, educational laboratories and classrooms with modern equipment, visual aids and technical teaching aids, preserving equipment and inventory, equipping and replenishing libraries and methodological rooms of educational and methodological and fiction, periodicals, in methodological support of the educational process.

2.15. Monitors the state of medical care for students and pupils.

2.16. Organizes the conclusion of agreements with interested organizations for personnel training.

2.17. Takes measures to ensure the creation of the necessary social and living conditions for students (pupils, children) and employees of the educational organization.

2.18. Complies with labor protection and fire safety regulations.

2.19. [Other job responsibilities].

3. Rights

The head of a structural unit has the right:

3.1. All social guarantees provided for by the legislation of the Russian Federation, including:

For annual basic extended paid leave;

To provide compensation for expenses for living quarters, heating and lighting [for those living and working in rural populated areas, workers' settlements (urban-type settlements)];

To pay additional expenses for medical, social and vocational rehabilitation in cases of damage to health due to an accident at work and occupational disease.

3.2. Get acquainted with draft management decisions related to the activities of the unit.

3.3. Participate in the discussion of issues related to the work performed by him job responsibilities.

3.4. Submit proposals for improving the activities of the structural unit for consideration by management.

3.5. Interact with the heads of all (individual) structural divisions of the organization.

3.6. Involve specialists from all (individual) structural divisions in solving the tasks assigned to him (if this is provided for by the regulations on structural divisions, if not, with the permission of the head of the organization).

3.7. Sign and endorse documents within your competence.

3.8. Make proposals to reward distinguished employees and impose penalties on violators of labor discipline.

3.9. Require management to provide assistance in the performance of their official duties and rights.

3.10. [Other rights provided for Labor legislation Russian Federation].

4. Responsibility

The head of a structural unit is responsible for:

4.1. For violation of the charter of an educational organization.

4.2. For non-fulfillment or improper fulfillment of the duties provided for in these instructions - within the limits determined by the labor legislation of the Russian Federation.

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

4.4. For causing material damage to the employer - within the limits determined by the current labor and civil legislation of the Russian Federation.

The job description has been developed in accordance with [name, number and date of document].

Head of HR department

[initials, surname]

[signature]

[day, month, year]

Agreed:

[job title]

[initials, surname]

[signature]

[day, month, year]

I have read the instructions:

[initials, surname]

[signature]

[day, month, year]

Constitution of the Russian Federation; -laws of the Russian Federation, decisions of the government of the Russian Federation and federal educational authorities on issues of education and upbringing of students/pupils/;

Theory and methods of managing educational systems;

Organization of financial and economic activities of the institution;

Administrative, labor and economic legislation;

Rules and regulations of labor protection, safety and fire protection.

2. Job responsibilities.

Manages the structural unit and is responsible for its work;

Disposes, within the limits of his powers, of the property assigned to the structural unit

Determines the strategy, goals, and development objectives of the institution;

Organizes the educational process;

Carries out the development, approval and implementation of the main educational program taking into account FGT; - ensures the implementation of educational plans and programs of the institution;

Creates conditions for improving the professional skills of employees of the institution, labor protection, social protection;

Organizes and coordinates methodological, diagnostic and advisory assistance to families in matters of raising preschool children /pupils/;

Carries out the selection and placement of teaching staff;

Organizes the conclusion of agreements with interested enterprises, institutions and organizations for personnel training;

Provides picking educational institution students /pupils/;

Monitors the state of medical care (pupils);

Creates the necessary social and living conditions for students/pupils/ and employees of the institution;

Takes measures to preserve the student population;

Represents the institution in municipal, public and other bodies and institutions;

Provides rational use budgetary allocations, as well as funds coming from other sources;

Ensures the development, strengthening, accounting of the educational and material base of the institution, the safety of equipment and inventory, compliance with sanitary and hygienic requirements, labor protection and safety rules and regulations.

3.Rights.

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

Submit proposals on the activities of the structural unit for consideration by the director;

Receive from managers and specialists of the institution the information necessary to carry out their activities;

Involve additional for its activities provided for by the Regulations;

Develop staffing schedule;

Establish bonuses and additional payments to employees of the institution;

Sign documents within your competence;

Demand that the management of the institution provide assistance in the performance of their official duties.

4. Responsibility.

Head of a structural unit of an educational institution is responsible:

For failure to comply with the “Regulations on a structural unit”

For the protection of the life and health of children;

For the observance of the rights and freedoms of students and employees of the institution during the educational process;

For protecting the child from all forms of physical and psychological violence;

For the implementation of educational programs;

Responsible for proper organization children's nutrition;

Monitors the organization of food delivery, compliance with the rules for their storage and use, the organization of work in the catering unit, the correctness of menu layouts, - compliance with sanitary and hygienic requirements when preparing and distributing food, and conducts inspections of the organization of meals for children in groups.

For failure to fulfill or improper performance of their duties provided for in these instructions, in accordance with current legislation;

For offenses committed during the period of its activities, in accordance with current civil, administrative and criminal legislation;

For causing material damage - in accordance with current legislation.

· Convention on the Rights of the Child;

· pedagogy, children's, age and social psychology;

· psychology of relationships, individual and age-related characteristics of children and adolescents, age-related physiology, hygiene; methods and forms of monitoring the activities of pupils;

· pedagogical ethics;

3.9. To other rights provided for by the legislation of the Russian Federation.

4 Responsibility.

4.1. In accordance with the legislation of the Russian Federation, a physical education instructor is responsible for:

· poor quality or incomplete implementation educational program in accordance with the basic plan and schedule of the educational process;

· life and health of students of an educational institution during the educational process;

· violation of the rights and freedoms of the child;

· failure to perform (improper performance) of one’s official duties as provided for in these instructions, within the limits determined by the current labor legislation of the Russian Federation;

· offenses committed in the course of their activities within the limits determined by the current administrative legislation of the Russian Federation.

4.2. For the use, including one-time use, of educational methods related to physical and (or)

mental violence against the child’s personality, the teacher is relieved of his position in accordance with the labor legislation of the Russian Federation and the Law of the Russian Federation “On Education”.

4.3. For violation of safety rules during the operation of audio, video and sports equipment, fire safety, labor protection, sanitary and hygienic rules, a physical education instructor is held administratively liable in the manner and in cases provided for by the administrative legislation of the Russian Federation.

4.4. For culpable infliction of damage to an educational institution or participants in the educational process in connection with the performance (non-performance) of their official duties, the physical education instructor bears financial liability in the manner and within the limits established by the labor legislation of the Russian Federation.

4.5. a physical education instructor bears civil liability for harm caused to the person or property of citizens, as well as to an institution or causing moral harm by actions that violate personal property rights, as well as in other cases provided for by the civil legislation of the Russian Federation.

I have read the instructions:

state budgetary educational institution of the Samara region, basic secondary school No. 19 of the city of Novokuibyshevsk, urban district of Novokuibyshevsk, Samara region

(structural unit " Kindergarten"Golden Key"

Agreed: Approved:

Chairman of the trade union by order dated January 1, 2001.

Committee of State Budgetary Educational Institution of Secondary School No. 19 Director of State Budgetary Educational Institution of Secondary School No. 19

"______"______2012 Novokuibyshevsk

_______________ ____________

JOB DESCRIPTION NO.

MUSICAL DIRECTOR

1 .General provisions

1.1. The music director belongs to the category of teaching staff, is appointed and dismissed by the school director.

Qualification requirements.

Higher professional education or secondary vocational education in the field of training “Education and Pedagogy”, professional knowledge of performance techniques musical instrument no work experience requirements

1.2. The music director reports directly to the head of the structural unit, senior teacher.

1.3. In his activities, the music director must be guided by:

the Constitution and federal laws of the Russian Federation, decrees of the President of the Russian Federation, decrees of the Government of the Russian Federation, other regulatory legal acts of the legislative and executive powers of the Russian Federation;

The Law of the Russian Federation “On Education”, other regulatory legal acts regulating education issues;

Model regulations on an educational institution;

The charter and local legal acts of the educational institution, the internal labor regulations of the institution, the rules of labor protection and fire protection; orders and instructions from the manager; this job description; employment agreement (contract);

Regulatory documents and teaching materials regarding the work being performed.

Must know:

Priority directions for the development of the educational system of the Russian Federation; laws and other regulatory legal acts regulating educational activities;

Federal State Requirements (hereinafter referred to as FGT) for the structure of the basic general education program of preschool education, order of the Ministry of Education and Science of the Russian Federation dated January 1, 2001. Sh 655, registered by the Ministry of Justice of Russia on January 1, 2001. registration number 000

Convention on the Rights of the Child; pedagogy and psychology; age-related physiology, anatomy; - sanitation and hygiene; individual characteristics children's development, musical perception, emotions, motor skills and musical abilities of children of different ages; - methods of persuasion, argumentation of one’s position, establishing contact with students of different ages, their parents (persons replacing them), teaching staff; - musical works of children's repertoire; when working with children with developmental disabilities, the basics of defectology and appropriate methods of teaching them; - modern educational musical technologies, achievements of world and domestic musical culture; - basics of working with a personal computer (text editors, spreadsheets), e-mail and browsers, multimedia equipment, music editors; - internal labor regulations of the educational institution; labor protection and fire safety rules

2. Job responsibilities.

2.1 Carries out development musical abilities and emotional sphere, creative activity pupils. Forms their aesthetic taste using different types and forms of organization of musical activity. 2.2.Participates in the development of the educational program of the educational institution. 2.3. Coordinates the work of teaching staff and parents (persons replacing them) on the issues of musical education of children, determines the directions of their participation in the development of musical abilities, taking into account individual and age characteristics pupils, as well as their creative abilities. 2.4 Determines the content of direct educational activities (musical) taking into account physical training, age, preparedness, individual and psychophysical characteristics of pupils, using modern forms, teaching methods, educational, musical technologies, achievements of world and domestic musical culture, modern methods assessing the achievements of students. 2.5.Participates in the organization and conduct mass events with pupils within the framework of the educational program of the educational institution (musical evenings, entertainment, singing, round dances, dancing, puppet and shadow theater shows and other events), sports events with pupils, provides them musical accompaniment. 2.6. Consults parents (persons replacing them) and educators on training issues

pupils for their participation in mass, festive events. Ensures the protection of the life and health of students during the educational process. 2.7. Participates in the work of pedagogical, methodological councils, and other forms of methodological

work, in holding parent meetings, recreational, educational and other events provided for by the educational program. 2.8. Complies with labor protection and fire safety regulations.

or secondary vocational education in the field of training “Education and Pedagogy”, professional knowledge of the technique of performing a musical instrument without presenting requirements for work experience.

3. Rights.

The musical director has the right:

3.1. Get acquainted with the draft decisions of the school director regarding his activities.

3.2. Refuse to carry out orders from the administration of an educational institution in cases where they contradict professional ethical principles or the main objectives of its work.

3.3. Require the administration of the educational institution to create the conditions necessary for the performance of professional duties.

3.4. Independently determine specific tasks for working with children, teachers and parents; highlight priority areas of activity in a certain period; choose and use modern methods of music education, teaching aids and materials in accordance with the program implemented in the educational institution.

3.5. Participate in the work of the Council of Teachers (if elected to its composition).

3.6. Speak at methodological associations, pedagogical councils, parent meetings, conferences at various levels.

3.7. Improve your skills.

3.8. To other rights provided for by the legislation of the Russian Federation.

4. Responsibility.

4.1. The musical director is responsible (in the manner established by the legislation of the Russian Federation):

For poor quality or incomplete implementation of the educational program in accordance with the basic plan;

For the life and health of pupils during the educational process;

For failure to perform (improper performance) of one’s official duties as provided for in these instructions, within the limits determined by the current labor

Single qualification directory positions of managers, specialists and other employees (EKS), 2019
Section “Qualification characteristics of positions of education workers”
The section was approved by Order of the Ministry of Health and Social Development of the Russian Federation dated August 26, 2010 N 761n

Head (manager, chief, director, manager) of a structural unit

Job responsibilities. Manages the activities of a structural unit of an educational institution: an educational and consulting center, a department, a department, a section, a laboratory, an office, an educational or training workshop, a boarding school at a school, a dormitory, an educational facility, industrial practice and other structural units (hereinafter referred to as the structural unit). Organizes current and long-term planning of the activities of a structural unit, taking into account the goals, objectives and directions for the implementation of which it was created, ensures control over the implementation of planned tasks, coordinates the work of teachers, educators and other teaching staff in the implementation of educational plans and programs, development of the necessary educational and methodological documentation. Provides control over the quality of the educational process and the objectivity of assessing the results of educational and extracurricular activities of students, pupils, ensuring the level of training of students, pupils that meets the requirements of the federal state educational standard. Creates conditions for the development of working educational programs of the structural unit. Provides assistance to teaching staff in mastering and developing innovative programs and technologies. Organizes work on preparing and conducting final certification, educational work for parents. Organizes methodological, cultural and extracurricular activities. Monitors the academic workload of students (pupils, children). Participates in recruiting the student population (pupils, children) and takes measures to preserve it, participates in drawing up a schedule of training sessions and other activities of students (pupils, children). Makes proposals for improving the educational process and management of the educational institution. Participates in the selection and placement of teaching and other personnel, in organizing the improvement of their qualifications and professional skills. Takes part in the preparation and certification of teaching and other employees of the institution. Ensures timely preparation of established reporting documentation. Takes part in the development and strengthening of the educational and material base of the institution, equipping workshops, educational laboratories and classrooms with modern equipment, visual aids and technical teaching aids, preserving equipment and inventory, equipping and replenishing libraries and teaching rooms with educational, methodological and fiction literature, periodicals publications, in methodological support of the educational process. Monitors the state of medical care for students and pupils. Organizes the conclusion of agreements with interested organizations for personnel training. Takes measures to ensure the creation of the necessary social and living conditions for students (pupils, children) and employees of the educational institution. Complies with labor protection and fire safety regulations.

Must know: priority directions for the development of the educational system of the Russian Federation; laws and other regulatory legal acts regulating educational, physical education and sports activities; Convention on the Rights of the Child; pedagogy; achievements of modern psychological and pedagogical science and practice; psychology; basics of physiology, hygiene; theory and methods of managing educational systems; modern pedagogical technologies for productive, differentiated learning, implementation of a competency-based approach, developmental learning; methods of persuasion, argumentation of one’s position, establishing contacts with students (pupils, children) of different ages, their parents (persons replacing them), work colleagues; technologies for diagnosing the causes of conflict situations, their prevention and resolution; basics of working with text editors, spreadsheets, email and browsers, multimedia equipment; fundamentals of economics, sociology; methods of organizing the financial and economic activities of an educational institution; civil, administrative, labor, budget, tax legislation in terms of regulating the activities of educational institutions and educational authorities at various levels; basics of management, personnel management; basics of project management; internal labor regulations of an educational institution; labor protection and fire safety rules.

Qualification requirements. Higher professional education in a specialty corresponding to the profile of a structural unit of an educational institution, and work experience in a specialty corresponding to the profile of a structural unit of an educational institution for at least 3 years.

educational institutions

Typical sample

I APPROVED

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

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

" " ______________ 20__ N_________

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

1. General provisions

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

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

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

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

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

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

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

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

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

" " _____________ 20__

AGREED:

Head of Legal Department

(initials, surname)
_____________________________
(signature)

" " ________________ 20__

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

Introduction

Financial incentives are a complex various kinds material benefits received or appropriated by personnel for individual or group contributions to the organization’s performance through professional work, creative activity and required rules of behavior.

Consequently, the concept of material incentives includes all types of monetary payments that are used in the organization, and all forms of material non-monetary incentives. Today, in domestic and foreign practice, they are used the following types direct and indirect material payments: salary, bonuses, bonuses, profit sharing, additional payments, deferred payments, participation in share capital.

The central role in the system of material incentives for labor belongs to wages. It remains the main source of income for the vast majority of workers, which means wages and in the future will be the most powerful incentive to improve the results of labor and production in general.

Functions and tasks of the head of a small structural unit in organizing its activities.

IN upper echelons management (directorate) issues of a strategic nature are resolved: personnel policy, strategy and tactics for its implementation, tasks for the development of methodological and regulatory materials (documents), control over their implementation and general management of all HR departments are carried out.

At the level of individual production facilities in the association, personnel management work is mainly of an operational nature. The division of personnel management functions between the directorate staff and the heads of individual production structures should be quite clear, eliminating parallelism in work, which increases responsibility for results.

The functions of personnel management at the workshop level are performed by line managers of the workshop (shop manager, foremen, foremen), as well as specialists from workshop management structures (economists, organizational engineers, standard setters), public organizations(primarily the trade union). Line managers participate in the recruitment of personnel, and foremen, together with specialists, provide conditions for highly productive work and the use of employees according to their abilities.

The main priorities of coordination: coordination, balance, equilibrium, insurance, redundancy, controllability. Coordination is carried out on the basis of information with the help of organizational structures, as well as through the creation of working groups, information systems, and the appointment of a coordinator.

By its nature, coordination activities are:

Preventive, i.e. aimed at anticipating problems and difficulties;

Eliminating, i.e. designed to eliminate interruptions that occur in the system;

Regulating, i.e. promoting the preservation of the existing work pattern;

Stimulating, i.e. improving the performance of a system or existing organization even in the absence of specific problems.

To perform this function the following are used:

– all kinds of documentary sources (reports, memos, analytical materials);

– results of discussion of emerging problems at meetings, meetings, etc.;

– technical means of communication that help quickly respond to deviations in the normal course of work in the organization.

With the help of these and other forms of communication, interaction is established between the subsystems of the organization, resources are maneuvered, and unity and coordination of all stages of the management process (planning, organization, motivation and control) are ensured.

IN general function coordination can be divided into two main directions.

1. Coordination of activities between structural divisions.

2. Coherence between departments and services of the enterprise by establishing rational connections between them, for which the following activities must be carried out in the organization:

Finding out the reasons for deviations from planned targets;

Determination of composition additional work and the order of their implementation;

Determining the composition of reserves allocated by the organization to perform additional work;

Redistribution of duties and responsibilities between officials;

Promptly taking measures to eliminate deviations.

In organizations focused on long and fruitful work, coordination is seen as a complement and expansion of the organization's functions. In the process of implementing this function, top-level managers often carry out mainly only the coordination of external relations. In other cases, for example, when forming program-oriented systems such as creative groups, coordination becomes the main organizing function, because in these systems it is not strict formalization that is required, but only the coordination of creative efforts, focus on ideas, and their motivation. A working group is, as a rule, a temporary team formed to solve a specific short-term problem with the involvement of representatives of various services. The advantage of such a group is the possibility of its formation in a short time, which makes it possible to quickly resolve emerging issues.

Coordination through information systems involves the exchange of information within and between departments using a computer network. Such an information system allows for the preparation and electronic distribution of reports, memos, bulletins and other documents.

Collaboration individual employees who are aware of the need to combine efforts will be most effective only if each of them clearly understands their role in the collective effort and how their roles are interconnected, therefore, the following types of interdependence of enterprise divisions are distinguished:

1. Nominal interdependence. The units united by this interdependence contribute to the common cause, but are not directly related to each other. (Allied plants that provide a wide variety of materials and semi-finished products, for example, an automobile plant, make a general contribution to the production of automobiles, but are independent and not directly related to each other. The degree of coordination of their activities is minimal.)

2. Sequential interdependence. With this type of communication, the work of departments involved in subsequent stages of work depends on the work in previous stages. Sequential interdependence requires greater coordination than nominal interdependence, especially in later stages of production.

3. Mutual interdependence. With this relationship, the input factors of production of one department become the result of the work of another, and vice versa.

The problems of ensuring effective coordination of the activities of all departments of the organization are directly related to the level of development of communications and the need to maintain constant information exchange. When a production manager conveys instructions or other information via communications, he must be confident that his message will be correctly understood and received in a timely manner. The reverse process of information transfer - from subordinate to manager - is also important. At this stage, there are failures; lower echelons do not always know what information management needs to make certain decisions. This is serious problem, since the source of information for decisions is actually high level are the lowest levels of the organization.

Coordination activity is carried out using certain mechanisms, among which there are such as informal non-programmed, programmed impersonal, programmable individual and programmable group coordination. To carry out coordination, enterprises can use one or more of these approaches (mechanisms).

Informal non-programmed coordination. Often coordination is carried out voluntarily, informally, without prior planning on the part of the enterprise, since it is practically impossible to anticipate, program or interconnect all activities. Therefore, organizations rely to some extent on voluntary coordination on the part of their employees.

Informal coordination is built on mutual understanding, common attitudes and psychological stereotypes that dictate the need for joint coordinated work and interaction. A wide division of labor causes the emergence of certain production, economic and social problems, for the solution of which informal coordination is used. However, there are a number of conditions, the observance of which should increase the effectiveness of voluntary coordination. Such conditions, in particular, are:

The employee must know his tasks and the tasks of the department;

The employee should clearly understand what is required of him;

The employee must feel part of the organization and consider the tasks facing it as his own.

Often this involvement is the result of careful selection and orientation of employees. With an increase in the size of the enterprise and significant changes in personnel, informal coordination must be replaced with programmable one. At the same time, no enterprise can function without (in one form or another) voluntary coordination.

Programmable impersonal coordination. If the appropriate conditions for informal coordination have not been created, or if the organization is too complex for informal communication to be effective, then the manager can apply standard operating methods and rules. Significant time savings can be achieved by establishing a way to solve frequently recurring coordination problems in the form of a procedure, plan, or course of action. An example of this approach is deadlines for the implementation of plans. Programmed methods of impersonal coordination are used in medium and large enterprises and almost all small organizations.

Individual coordination. Employees do not always understand the tasks and directions of work in the same way. Everyone interprets them as they see it. In addressing such differences, two approaches to individual coordination are used.

The first approach is due to the fact that coordination, as a rule, is carried out by a manager to whom at least two divisions are subordinate. He assesses the situation and uses his influence to ensure that units resolve common problem. If this fails, he uses his authority and establishes a procedure for future interaction. To the extent that the solution is seen as fair and realistic, it removes the problem of coordination.

The second approach is the activity of a specially appointed coordinator. In particularly difficult areas, the coordination work is so extensive that it becomes necessary to establish a separate position. Here are just a few varieties of the second approach to coordination:

Product Manager, i.e. a person acting as a link between all production services, which contributes to the growth of product sales and profits;

Project manager, i.e. a person who acts as a liaison between all departments throughout the entire duration of the project;

Customer representative, i.e. a person acting as a link between all services and the regular customer;

Special Bureau, i.e. a division that coordinates the receipt and distribution of all information for clients and customers.

Of course, maintaining a special coordinator and his staff may cause an increase in direct administrative costs. Coordinators in these situations have enough disabilities influence the course of business. This approach is not used often, but can be effective when time is tight and costs are almost irrelevant.

Programmable group coordination. Coordination issues can also be resolved through group meetings, whether regularly meeting committees or specially created commissions. During the discussion, personal preferences, group interests, and the objectives of the organization should be taken into account. Based on these discussions, agreed decisions are made. Commissions are often the only means of coordinating various business functions and uniting managers working in different departments. Here a useful exchange of views takes place, decisions are made regarding several departments. Everyone can express their opinion on the decision being made, but no one can make it on their own, without taking into account the opinions of their colleagues.

At different styles management there are significant differences in the ways of distributing tasks and workers to achieve the goals of the enterprise. As the enterprise expands, the management structure becomes more strictly regulated. If the enterprise is large, operates using unchanged technology, on a stable market, it, as a rule, seeks to formalize its organizational structure. An authoritarian management style is characterized by a greater degree of formalization, greater standardization, and division into divisions by technology or function. It provides for high hierarchical structures, not large areas controllability and significant centralization. Coordination in this case is carried out along the management hierarchy, based on the charter and procedures of the organization, as well as the strategy adopted by it. In the liberal style, coordination is carried out by informal methods using group coordinators. It is dominated by decentralization, large areas of control and lower hierarchical structures. With a liberal management style, more attention is paid to the manifestation of the creative abilities of employees. All organizational styles have some degree of formalization and standardization, but the liberal one tries to reduce them to a minimum and structure the enterprise according to goals. Democratic style control is characterized by many possible combinations of different styles.

Thus, thanks to the coordination function:

– ensures the dynamism of the enterprise;

– harmony of interrelations between structural divisions is created;

– maneuvering of technological and labor resources within the enterprise is carried out in connection with changes or clarification of tasks.

Related information.