Organization of the work of the head of the structural unit. Job description of the head of the structural unit of the educational organization. Section of the Regulations on the work of the structural unit

A structural subdivision of an organization is a certain part of an enterprise that is focused on performing individual tasks in accordance with job descriptions, the charter and other local regulations. Every employer and specialist should know what a structural unit of an organization is, why they are necessary and how their legal regulation is ensured.

What is a structural unit of an organization - legal regulation

The concept of a structural unit of an enterprise defines it as a separate unit that combines certain jobs and employees occupying them, which has a certain independence within the organization. The division into structural units allows for effective delegation of labor, simplifies the management of personnel and the entire enterprise as a whole. That is why, without division into structural units, effective conduct of activities is possible only in organizations related to small businesses.

Legislation, in turn, does not regulate the activities of individual structural units in any way, does not single out their features and does not provide any legal mechanisms related to this aspect of labor relations. Therefore, employers have the right to independently organize the separation of various teams and structures within the enterprise, without unnecessary restrictions in regulatory and procedural matters.

Branches and subsidiaries are not considered structural divisions of the organization. The key feature of structural divisions lies precisely in the fact that they stand out strictly within the company, are not independent and cannot exist in isolation from the economic entity as a whole.

Accordingly, the structural divisions of the organization cannot have the characteristics of an independent business entity. That is, certain principles must be observed in relation to them:

The employer must not notify the regulatory authorities or trade unions about the creation or disbandment of structural units, their reformatting, until changes are made in the actual workplaces.
Structural divisions are not registered with tax authorities and insurance funds.
Separate financial statements in relation to the structural divisions of the enterprise are not kept. Also, they are not assigned separate statistical codes. The activity of structural divisions is reflected in the general balance sheet of the enterprise.

The legislation does not provide for and does not allow the possibility of opening separate bank accounts for individual structural divisions of the company.

Types of structural divisions of the organization

Since the concept of structural divisions of an organization is not enshrined in legislation, the questions of the name, as well as the specific goals and objectives facing these divisions, may have different answers. But in most cases, established main names are used in personnel records management, which can greatly simplify the creation of an effective system for the distribution of duties and personnel management in an enterprise. So, examples of the names of the structural divisions of the organization, along with their main tasks and functions, may look like this:

In addition, other types of structural units within the enterprise can also be distinguished. So, for production, there is often a division into separate workshops. There is also a division into sectors, sections and groups - these structural units determine specific work and areas of work, as well as the areas of responsibility of employees.

The division into structural divisions in an enterprise implies that many employees can simultaneously be included in various divisions and at the same time be members of several of them. So, for example, a builder-repairer may belong to the overhaul department, which, in turn, will be included in the economic department of the enterprise. At the same time, a colleague of this builder, in a similar position, can work at the first service site with one team, and the builder himself - at another site with other responsible persons.

How to create a structural unit - procedure

The employer, as mentioned earlier, independently decides on the introduction of various structural units and on the regulation of their activities. At the same time, the main document on the basis of which this personnel management system will function is the regulation on the structural unit or another internal document similar in meaning. The content of this provision is not regulated, but traditionally includes:

General information about the enterprise and the planned actions, the purpose of creating organizational structures.
Specific information on the number of employees - both for the enterprise as a whole and for the planned divisions.
Tasks and functions of the created structural divisions.
Direct appointment of leadership in them or the creation of mechanisms for appointing leadership.
The order in which the relationship between different units is carried out.
Determination of the collective responsibility and responsibility of the heads of departments within the organization.
The procedure for liquidation, merger and other actions that change structural divisions.

The regulation on a structural subdivision can be created either one-time, when introducing this system, or supplemented later or adopted anew when creating additional subdivisions. The most convenient way will be when the main document contains only the main principles of the system of structural divisions, and each individual division is put into operation and regulated within the enterprise by separate ones.

The main task of the employer when creating structural units at the enterprise is the most accurate and clear indication of the functions of this structure. So, when specifying functions, you should pay attention to the following nuances:

To avoid the most common mistakes, it would not be superfluous to pay the attention of employers to the main requirements for structural divisions:

Each division should have a clearly defined hierarchical structure that provides subordination in the enterprise.
The legal basis for the activities of the unit should provide this unit with the opportunity to act flexibly and not be fixed in a rigid framework - otherwise there will be no point in the division of labor.
The size of the units should correspond to the capabilities of the leader. At the same time, it is necessary to understand that the optimal size in most cases is the size of structural units from 5 to 20 people, but no more, and no less.

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

Job description of the Head

separate structural unit (OSB)

1. General Provisions:

1.1. Appointment to the position of the Head of the PCB and dismissal from it are carried out in accordance with the order of the General Director of LLC "A" (hereinafter referred to as the Company).

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

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

1.4. All employees of the PCB are subordinate to the Head.

1.5. Persons with higher education and managerial experience may be appointed to the position of the Head.

2. Responsibilities:

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

2.2. Provides:

– efficient use of material and financial resources, reduction of their losses,

— acceleration of the process of turnover of invested funds,

- Accounting for labor costs and timely payment of wages to employees of the PCB.

2.3. Organizes:

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

– work of warehouse facilities, creation of conditions for proper storage and preservation of material assets,

- Compliance with the company's personnel policy in the field of staffing.

2.4. Taking action:

— to expand the economic activities of the OSB,

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

— on the rational use of all modes of transport,

- to improve the organization of loading and unloading operations.

2.5. Controls:

— logistic support of the OSB,

– proper spending of working capital and targeted use of financial credit,

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

2.6. Leading the development of measures:

– on resource saving and integrated use of material resources and values,

— to improve the economic performance of the OSB,

– on the maximum equipment of the loading and unloading service with the necessary mechanisms and devices,

- to prevent overspending of financial and material resources,

- addressing information security issues,

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

2.7. Supervises the work of subordinate departments and services.

3. Must know:

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

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

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

3.4. The procedure for the development and approval of plans for economic and financial activities of the OSB,

3.5. The procedure for keeping records and compiling reports on the economic and financial activities of the OSB,

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

3.7. Organization of loading and unloading operations,

3.8. The procedure for the development of working capital standards, consumption rates and stocks of inventory items,

3.9. The procedure for concluding and executing business contracts,

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

3.11. Fundamentals of the Legislation of the Russian Federation,

3.12. Rules and norms of labor protection, safety measures, fire protection.

4. Responsibility:

The head of the OSB is personally responsible for:

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

4.2. For ensuring the uninterrupted work of departments and services of the OSB for the organization of the technological process of commodity circulation;

4.3. For unreasonable overspending of financial and material resources;

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

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

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

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

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

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

Back to Leadership Responsibilities

Responsibilities of the department head:

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

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

— observes orders and the internal labor schedule established by the management of the enterprise, local regulations of the enterprise and requires their implementation from subordinates;

- observes and controls the observance by the employees of the separate subdivision of the rules and norms of labor protection and safety;

— observes fire discipline and requires its observance from all employees, incl. Strictly monitors that no smoking in retail and warehouse premises;

- maintain cleanliness and order in the premises of a separate subdivision;

- ensures, within its competence, that the separate subdivision fulfills the business plans approved for the separate subdivision by the enterprise, of all obligations to the employees of the separate subdivision, including in terms of mandatory fees to state non-budgetary funds;

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

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

– allows new employees to work after registration of their labor relations with the enterprise and conducting safety briefings;

- checks the skills of new employees, conduct their internships;

- provides the right combination of economic and administrative methods of management, unity of command and collegiality in discussing and resolving issues, material and moral incentives to improve performance, application of the principle of material interest (in agreement with the management of the enterprise) and the responsibility of each employee for the work entrusted to him and the results of the work of all the team of a separate subdivision;

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

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

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

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

- draws up a time sheet for employees;

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

– analyzes and assesses financial risks, develops measures to minimize them, ensures control over compliance with financial discipline, timely and complete fulfillment of contractual obligations and receipt of income, the procedure for processing financial and business operations;

— represents the interests of the enterprise in state authorities and administration.

Must know:

— legislative and regulatory legal acts regulating the production, economic and financial and economic activities of both the enterprise as a whole and a separate subdivision, resolutions of regional and local government authorities and administration that determine priority areas for the development of the economy and the corresponding market segment;

— Fundamentals of tax and labor legislation;

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

– the procedure for concluding and executing economic and financial contracts;

- market conditions;

- Rules and norms of labor protection.

EKSD - Head (head) of a separate (structural) division of the organization

Conclusion of contracts by separate divisions

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

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

Sample job description for branch manager

In this case, the contract is considered concluded on behalf of the legal entity.

Representative offices and branches are not legal entities, their heads are appointed by a legal entity and act on the basis of its power of attorney (clause 3, article 55 of the Civil Code of the Russian Federation).

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

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

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

Structural unit: definition, functions, leadership

The full name of the position of an employee is the specific name of the position of an employee, specifying the nature of the labor function performed by him, specialty, field of activity, regime and (or) place of work, etc. It is established by adding additional information to the basic position name, as well as the names of derivative positions in accordance with table 11 OKPD. In this case, the corresponding addition to the base title of the position can be placed directly in it, after it, and also before it.

Organizational structure of management

Therefore, for those who have not previously focused on such issues and considered them insignificant, we strongly recommend that, when drawing up the staffing table for 2013, conduct a thorough revision of the job titles of your employees and bring them in line with the requirements of the law. It should be remembered that according to Part 2 of Art. 32 of the Labor Code, the name of the profession, position is recognized as an essential working condition. Therefore, if it becomes necessary to make appropriate changes to the staff list and (mandatory!) Work books, employees must be warned about this no later than one month in advance.

Organizational structure of the enterprise: types and schemes

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

We often face the question: how many deputies can a leader have? There are no clear legal requirements in this regard.

What would you name the job...

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

Head of structural unit

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

Structural subdivision

Info

The legislation does not provide for a special sanction for the incorrect title of a position. However, paragraph 4 of Art. 9.19 of the Code of the Republic of Belarus on Administrative Offenses (hereinafter referred to as the Code of Administrative Offenses) establishes the liability of the employer for other violations of labor legislation, except for the violations provided for in Art. 9.16–9.18 and parts 1–3 of Art. 9.19 of the Code of Administrative Offenses that caused harm to an employee - the imposition of a fine in the amount of 4 to 20 basic units. Thus, it can be assumed that if, as a result of the incorrect name of the position, any harm is caused to the employee, as mentioned above, there are grounds for applying the specified sanction to the employer.

5. main structural divisions of the organization

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

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

An example of building a management structure is the bureaucratic model of an organization according to M. Weber. The organizational structure of the enterprise The ability of the enterprise to adapt to changes in the external environment is affected by how the enterprise is organized, how the management structure is built.

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

Attention

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

Activities should be organized as follows:

at the beginning of the period, the head carries out planning, which is fixed in the relevant documents;
then there is continuous monitoring of the results of work in order to be able to respond to deviations in time;
at the end of the reporting period, a check is carried out for compliance of the resulting indicators with the planned ones.

Conclusions The structural subdivision of the organization is its main working cell, which performs certain functions regulated by the relevant regulation.

Structural unit of the head of the enterprise

Before deciding on the name of the position of the head of a structural unit, it is necessary to clearly build the organizational structure of the enterprise, bring it into strict compliance with the requirements of the current legislation, taking into account the areas of activity of these units and the degree of their interaction (interdependence). A few years ago, the legislation established a clear requirement, according to which, when creating structural units, it was necessary to take into account the following standards of manageability: - management, service could be created if they had at least 7 staff positions, including the position of the head; - a department could be created if it had at least 4 staff positions, including the position of the head; - a sector (bureau, group) could be created if it had at least 3 staff positions, including the position of the head.

Structural division of the director

Important

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

This document is developed by employees of the personnel department and heads of departments. Structural divisions of the enterprise can be as follows:

Management - units that are formed on a functional basis, they ensure the implementation of certain areas of the enterprise and manage the organization.

The last month of the year in all organizations, as a rule, passes not only under the auspices of preparing for a corporate New Year's event. Almost all services and structural subdivisions are somehow involved in the development of one of the most important local regulations of any enterprise - the staffing table. Gets and the secretary.

In general, the staffing table is a document related for the most part to the accounting and personnel departments. But if the organization is small, does not have its own lawyer on staff, in such cases it is the secretary who is most often in charge of personnel matters. And here you can’t get out in any way, you have to bear this burden together with the chief accountant, and it’s good if they are together, on an equal footing.

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

Issue price

According to paragraph 3 of part 2 of Art. 19 of the Labor Code of the Republic of Belarus (hereinafter referred to as the Labor Code), one of the mandatory conditions of an employment contract is the provision on the labor function of an employee, which means work in one or more professions, specialties, positions, indicating qualifications in accordance with the employer's staffing table, functional duties, job instruction. This provision also states that the name of professions, positions, specialties must correspond to qualification reference books, approved in the manner determined by the Government of the Republic of Belarus.

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

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

Therefore, for those who have not previously focused on such issues and considered them insignificant, we strongly recommend that, when drawing up the staffing table for 2013, conduct a thorough revision of the job titles of your employees and bring them in line with the requirements of the law. It should be remembered that according to Part 2 of Art. 32 TC name of profession, position recognized as an essential condition of employment. Therefore, if it becomes necessary to make appropriate changes to the staff list and (mandatory!) Work books, employees must be warned about this no later than one month in advance.

General requirementsto job titles

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

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

Before calling any of your employees some sophisticated position, be sure to make sure that there is such a position in the directories, so that later, for example, when you retire, it doesn’t turn out that your employee worked for anyone and his name was nothing.

When determining the name of a position, it is necessary to distinguish the concept of "position" from the concept of "specialty". Position - This is the official position of the employee, due to the range of his duties, official rights and the nature of responsibility. While speciality- this is a type of professional activity that requires certain knowledge, skills and competencies acquired through training and practical experience.

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

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

Consider the features that should be considered when naming the positions of employees in commercial organizations.

Heads of organizationsand their deputies

Paragraph 6 of the General Provisions of the EKSD establishes that the category “Managers” (category code - 1) includes employees who, within certain powers, perform organizational and administrative (leading, organizing, guiding, coordinating and controlling) functions in relation to the organization, the corresponding structural (separate ) departments, employees, areas of activity.

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

- leaders of the organization- these are persons directly managing the organization (director, manager, etc.);

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

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

We often face the question: how many deputies can a leader have? There are no clear legal requirements in this regard. Usually, the number of deputy heads of the organization is set by the employer, depending on the number of types and activities carried out, structural divisions, the number of employees on the payroll and the functions performed.

Note that EKSD does not contain such job titles as financial director, commercial director, sales director, personnel director, etc. Therefore, if you have the above positions in your staff, then they should be renamed as deputy directors (general director, manager, head, etc.) in the corresponding area of activity.

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

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

Leadersstructural divisions

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

- management, service could be created if they have in their state at least 7

- the Department could be created in the presence in his state at least 4 staff units, including the position of the head;

- sector (bureau, group) could be created in the presence in his state at least 3 staff positions, including the position of the head.

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

In the department - sectors (bureau, groups).

Otherwise, you will have a continuous bacchanalia in the organizational structure.

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

For the heads of structural divisions of the organization job descriptions are usually not developed. Their rights, obligations, powers and responsibilities are specified in the relevant provision on the structural unit.

Provided that the employee has in his subordination functional structural units for the type of activity of the organization determined by the name of the position, it is possible to establish the name of the position with the word "main" ahead (chief mechanic, chief power engineer, chief economist, etc.). The exception to this rule is positions "Chief Engineer" and "Chief Accountant": the first is the deputy head of the organization, and the second can be called the main one, without having subordinate employees and structural units.

Paragraph 6 of the General Provisions of the EKSD also establishes that the position "manager" refers to the category of managers and, if necessary, may provide for the presence of subordinate workers. This position, as a rule, is introduced if there is no need to create a separate structural unit.

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

Specialists

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

Paragraph 5 of the General Provisions of the EKSD provides that the establishment of the title of a position "senior" possible for positions of specialists for which qualification categorization has not been established, but for a derivative position "leading"- for positions of specialists of the highest qualification level, for which qualification categorization is established. The specified names of derivative positions can be used provided that the employee, along with the fulfillment of the duties stipulated by the position held, exercises functional, coordinating or methodological leadership of subordinate performers, or he is assigned the functions of managing an independent work area (if it is inappropriate to create a separate structural unit).

Job title using derivative "main"(category code - 2) is established for positions of specialists, provided that this is provided for by the relevant qualification characteristic contained in the EKSD.

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

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

Legal aspects of the work of structural divisions

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

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

Regulations on divisions

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

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

Requirements for structural units

In order to ensure continuous efficient operation, the structural unit must comply with a number of mandatory requirements, namely:

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

Functions of structural divisions

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

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

Division management

Like the enterprise as a whole, all its links need effective management. The head of the structural unit is directly responsible for this task. It should be noted that the methodology and management models can be chosen by the local authorities on their own or delegated from above.

Activities should be organized as follows:

at the beginning of the period, the head carries out planning, which is fixed in the relevant documents;
then there is continuous monitoring of the results of work in order to be able to respond to deviations in time;
at the end of the reporting period, a check is carried out for compliance of the resulting indicators with the planned ones.

findings

The structural subdivision of the organization is its main working cell, which performs certain functions regulated by the relevant regulation. It should be noted that such a structural division is expedient only within the framework of a large enterprise, because in small firms powers can be distributed among individual employees.

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

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