While creating separate subdivision(OP) the head of the parent organization has the right to appoint a responsible person to manage this unit. Relations between the management of the main office and the management of the EP are formalized in the form of, as well as a power of attorney for the management of the unit, which enables the head of the EP to represent the interests of the company.
At the same time, the head of the OP exercises his powers on behalf of the head office, since he himself is the sole body of the legal entity. person is not. An employment contract concluded with the head of the EP is drawn up in accordance with the requirements of the Labor Code of the Russian Federation.
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The head of a separate division is obliged to:
- to manage the EP in accordance with the tasks assigned to it;
- plan the activities of the EP and monitor the progress of their implementation;
- form the staff of the OP, distribute duties among them;
- monitor compliance with labor protection conditions.
General structure of the organization
Separate divisions themselves do not have a legal status, therefore they:
- are not subjects of legal relations;
- do not have civil legal capacity;
- are part of the whole company.
Often, ignorance of the above provisions creates confusion, for example, you can often find the wording “OP as a legal entity”, while the OP itself is part of a legal entity, and the law prohibits the entry of one legal entity. faces to another.
The emergence of a separate subdivision may take place after the fact, without being reflected in the constituent documents of the company. To do this, it is necessary that the workplace outside the location of the company be stationary and last more than a month.
What is important to consider
Conditions under the law
The separate subdivision itself is recognized as such if the structure is territorially isolated from the parent organization and includes equipped workplaces. Workplace is considered stationary if it exists for more than one month. This provision is indicated in paragraph 2 of paragraph 11 of Art. NK RF.
The recognition of the organization as a separate division occurs regardless of whether this provision is reflected in the internal constituent documents of the company. For separate divisions, registration is required.
In accordance with federal law, the heads of separate subdivisions are appointed by the main company and act on the basis of a power of attorney issued to them. The heads of the EP act on behalf of the parent company, the same company is fully responsible for all the consequences of the activities of the management of the unit.
Structural unit is not independent legal entity, their leaders are themselves appointed by a legal entity and act under a power of attorney that has an established pattern. It should be noted that the presence of a power of attorney is mandatory, since the powers of managers cannot be based on other constituent documents of the company.
In the event of disputes involving the OP, actions under the contract signed by the head of the unit are considered to be committed by the legal entity itself (the parent company). But this condition is valid only if at the time of signing the contract the head of the OP had a power of attorney from the company.
In accordance with the law, subdivisions may be assigned the main classifier -, as well as OKOGU, and others.
The location of the company is also recognized as the territory where it operates through a separate division. Therefore, the organization is obliged to notify the tax authorities at the place of registration of the EP about its presence.
Notification of the tax authorities must be carried out within a certain period of time: in case of creating a separate subdivision - 1 month, in case of changing the conditions of the existing structure - 3 days. In case of termination of the operation of the EP, the management of the organization is obliged to notify the Federal Tax Service within 3 days from the moment.
If it is necessary to conduct cash transactions, the OP is obliged to conduct. At the same time, in accordance with the instructions of the Bank of Russia, the head of the parent company must stitch the sheets of cash books for each existing unit where cash transactions are carried out.
Sample employment contract with the head of a separate division:
Job Requirements
Standard vacancy of the head structural unit contains a number of requirements for the candidate, the observance of which will allow him to effectively perform the assigned tasks.
These requirements include:
| Knowledge of Russian legislation | The manager must be aware of the various regulations, which determine the functioning of a separate subdivision, as well as the legislation of the Russian Federation relating to the scope of the subdivision. |
| Industry knowledge | The head of the OP is required to have extensive knowledge in the field of economic activity of the unit, to know the documents regulating the profile, specialization of the branch. He must also have a clear understanding of the economic and social development departments and companies. |
| Basic knowledge of HR | Ability to organize activities to improve the efficiency of this work. |
| Knowledge of the basics of labor protection, labor legislation | The manager must be well versed in the requirements of environmental safety, know the basic provisions of sanitary and epidemiological legislation. |
In addition to the above, the appointment to the position of the head of the EP requires the appropriate qualifications: higher specialized education and at least 5 years of experience in similar work.
Control principle
A separate subdivision can be managed in three main ways:
| Centralized Management |
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| decentralized governance |
|
| Mixed control | This method of office work can combine elements of the above systems, in various proportions. |
Drawing up an employment contract
The conclusion of an employment contract with the head of a separate subdivision is carried out in accordance with the norms of the Labor Code of the Russian Federation. The duration of the contract can be either fixed or indefinite. In the first case, a temporary contract is concluded.
Usually the head of the company independently decides on the appointment of the head of the EP. The appointed head of the OP acts on behalf of the company on the basis of a power of attorney. The employment contract and the power of attorney must indicate the duties and rights of the head of the EP, as well as the limits of his competence.
The main documents regulating the rights and obligations of the head of the EP are:
- employment contract;
- company charter;
- power of attorney.
When drawing up an employment contract, it must indicate the place of work of the future manager, and if the OP is located in a different area from the location of the parent company, then the address of the EP is additionally indicated. Also in the contract it is necessary to clearly delineate the actual labor functions of the head of the OP and his powers.
When hiring a department head, his probation cannot be more than 6 months. This provision is reflected in 70 Art. TK RF.
The conditions for terminating an employment contract with the head of a separate subdivision, provided that it is located in a different area, comply with the rules. The location of the EP is recognized as different if it is located outside the territorial-administrative unit (city, township, etc.) in which the parent company is located.
Upon dismissal of the head of the subdivision, the heads of the head office are obliged to offer him a similar position at the place of his actual work. If there is none, then the further dismissal of the employee also takes place according to the rules for the liquidation of the company. This circumstance is explained by the fact that with the dismissal of the head, the current unit is actually closed.
According to labor legislation, disciplinary measures may be applied to the head of the EP. For example, for gross violation employment duties or if the head made a decision that caused large material losses or led to damage to the property of the company, a penalty in the form of dismissal may be imposed on the head of the unit. These measures apply only to the heads of branches, and cannot be applied to their deputies and assistants.
What does the head of a separate division do?
The main task of the head of the EP is to fulfill the tasks assigned to him by the head of the company. Their list is indicated in various documents: job description, charter of the organization, contract, etc.
Additionally, the work of the head of the unit requires the following duties:
- Regularly conduct safety training among the employees of the EP, as well as monitor the timely completion of the required certification by employees. This also includes the duties of the head of the organization of regular medical examinations employees, the issuance of special clothing needed to perform labor activity.
- Monitor employee compliance work discipline, safety and security rules environment. If the functioning of the company is associated with the need to observe state or commercial secrets, then control over the observance of secrecy also falls on the head of the OP.
- Ensure the replenishment of the staff of the OP. The head forms a personnel policy, the task of which is to create a close-knit team of qualified employees. Also, within the framework of this policy, measures should be taken to increase the motivation of employees and increase the efficiency of their work.
Paying taxes
The head of the EP, as a responsible person, is responsible for the financial and economic operations of the unit entrusted to him. Provided that these operations were carried out on the basis of documents signed by the head and have an appropriate order, and the actions themselves did not go beyond the competence of the head.
The head of the OP is responsible for hiding, understating the income of the unit or hiding any objects of taxation. Also, the head of the unit will be responsible if the tax service is not provided with accounting reports, calculations and other documents necessary for paying taxes in a timely manner. In the event of the above violations, a fine in the amount of 2-5 minimum wages is imposed on the head, with repeated violation- 5-10 minimum wages.
Also, the head of the OP in special cases can be held criminally liable, for example, in case of deliberate concealment of income or distortion of data in the data provided in tax documents. In this case, the leader faces up to 4 years in prison, with a subsequent restriction on holding certain positions.
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In his famous book "The Effective Manager"<*>Peter F. Drucker titled the first chapter, "Efficiency Can Be Learned." In conclusion, he confidently says that "Efficiency must be learned."
<*>Drucker P.F. "Effective manager". - M.: Williams Publishing House, 2000. - 534 p.
The assumption and conclusion made by him are not based on an empty place, since scientific and technical progress includes not only the implementation new technology and technology, but also the presence of a high level of competence among both the heads of production units and HR managers. The task of the latter is to provide methodological assistance in mastering modern management systems and methods to both beginners and current managers of the enterprise.
From this position, we will consider those problems that directly relate to the team of the unit.
The role of the team in the effective functioning of the unit
Efficiency production activities of a structural unit is largely determined not so much by the efforts of its individual employees, but by the effectiveness of their joint work.
The team bears the burden of responsibility for a certain area of the production process and solves most practical issues on its own, without waiting detailed instructions from the manager. A unit can operate to high standards and “stumble” at every turn, wasting time and missing opportunities. In the latter case, in order to achieve the set goals, it is necessary to make a qualitative transition from a collective of individuals to a well-coordinated and cohesive team.
It is known that the diversity of knowledge and skills of each employee of the unit does not always contribute to improving the performance of the entire unit; moreover, it can lead to a number of problems.
To increase efficiency, employees need to master the science of teamwork, learn how to unite and concentrate efforts, and not disperse them. This task is not easy, since representatives of different cultures, adhering to specific methods of work, are usually invited to work in the department, which requires certain approaches to organizing their joint activities.
Team members must clearly represent the overall task assigned to the unit and consider themselves as part of a single whole. They must have the ability to work individually, while at the same time subject to strict team discipline.
The team of the unit must make an agreement on the adoption of administrative and social aspects workflow, establishing the order of distribution of tasks, determining the list of skills that need to be developed by its members, procedures for making and correcting decisions. In essence, the team of the unit needs to agree on how it will perform work tasks, how exactly the skills and abilities available to each will be combined to solve the tasks set, how mutual trust will be formed and conflicts will be resolved.
The practical implementation of the above largely depends on what choice the head of the unit will make when determining the strategy for managing the unit, as well as on the assistance that he will receive from HR managers.
The place of the head of the department in the structure of the organization
A department head is usually classified as a middle manager.<*>. His position is at the intermediate levels of the power pyramid, since he is responsible for the activities of the most important business units, divisions and departments of the organization.
<*>Daft R.L. Management. - St. Petersburg: Publishing house "Peter", 2000. - S. 35.
Middle management is sometimes referred to as the "golden mean" of the organization, since it is responsible for the implementation of the tasks adopted by top management.<*>This obliges the middle manager to maintain good relations with peers, promote teamwork and resolve conflicts, and restructure the unit. In other words, the unit manager is required to use a combination of conceptual, human and technical skills.
<*>Mintzberg Henry. Rounding Out the Manager's Job. Stoan Management Review, Fall 1994. P. 11 - 26.
Selection of the head of the department
Consider the tasks that the HR manager faces when selecting the head of the department. Naturally, first of all, he must establish whether the applicant has strong and positive qualities.
The HR manager must understand that focusing only on the weaknesses of the candidate for the position of head of the department will only lead to mediocre results. Relying mainly on "perfect" (whole person, mature person or disciplined person) people who have only advantages and no shortcomings will speak of mediocrity, if not incompetence of the personnel manager.<*>
<*>Drucker P.F. "Effective manager". - M.: Williams Publishing House, 2000. - S. 65 - 78.
Based on the diversity of knowledge, experience and abilities, even the most brilliant person may seem illiterate. There is no such profession good man". The whole question is what is good about it, says P. Drucker. Therefore, setting tests for the presence of abilities of the applicant for the position of the head of the unit will allow the enterprise to get a much greater return.
It should be noted that often the task of the personnel manager comes down to filling an existing vacancy, and not to selecting a specialist with the ability to perform this work. Such actions can lead to finding the “most accommodating”, unpretentious specialist. However, in practice, it usually turns out to be mediocre.
How, then, should an HR manager select a candidate for the position of head of a department without adapting jobs to the characteristics of the individual?
The main rule here is to give an appropriate level of responsibility to the existing position and increased demands on the applicant.
It is necessary to try to identify, as far as possible, all the abilities of a person and further help to ensure that these positive traits embodied in high production results.
Program to improve the parameters of leadership and practical management skills
It is necessary to start working with the applicant with the disclosure and correct use its potential. The HR manager must prepare such a monitoring program that will enable the future head of the department to painlessly enter the team of the enterprise, continue to increase the level of his competence, organize the process of improving the skills of the department's employees, establish interaction with them, etc.
Consider a variant of such a program in detail (Fig. 1).
Fig.1. Improving the parameters of leadership and monitoring the effective management of the production unit
It should focus on two areas:
- improvement of leadership parameters and practical management skills. Improving the parameters of leadership and practical management skills involves the work of the head of the unit on mastering management skills, mastering latest methods assessment of personnel, work on oneself and work with specialists of the department, as well as mastering the management methods of the initial stage of work with the team. This also includes the formation of a personal career.
- monitoring the effective management of the unit's production activities.
self-management
Self-management or the leader's work on himself is one of the most important parameters of the scheme.
In the course of “working on oneself”, the leader must:
1. Determine approaches to managing the unit. Modification of approaches to the management of the unit suggests that in the process of taking office, the manager may encounter areas of responsibility unknown to him and, therefore, find himself in an uncomfortable situation. In this case, it will be natural for him to seek to turn to previous experience and find a solution there.
In some cases, there may be a certain tension in the work, which is advisable to remove with the help of a personnel manager or attending a qualified training on methods for solving managerial problems.
The knowledge gained will help to form a balance of relations in an unknown area of management, strengthen confidence in the correct vision of the problem and allow you to go further along the updated path of understanding problems.
It should be noted that the very title “head of a department” already contains a concept that implies the presence of a variety of functional parameters of management. Therefore, confidence in how the manager imagines the problem of managerial activity is of great importance here. The idea formed by him should be literally "sift through a sieve of doubt" with the removal of a number of details and excesses and focusing on the most important aspects of the problem.
In the initial period of work in a new company, the head of the department should devote as much time as possible to visiting the factory floor or production area with mandatory contact with subordinates engaged in production activities. Otherwise, there is a high risk of difficulties in the implementation of the collective production plans due to the loss of the issued "credit of trust".
Given the fact that the process of taking office is necessarily accompanied by a period of adaptation to new job, a new enterprise, new people, a leader is given the opportunity to make mistakes. Their range is quite wide - from an incorrect assessment of their subordinates and determining their abilities to mistakes in choosing optimal strategy and key priorities.
And here the key role of the personnel manager should appear, who must convince the manager who is starting his activity that this stage mastering the role of a leader is not shameful. However, it is important to focus the attention of the head of the department on the mistakes made, so that in the future he will correctly build the workflow.
Experience shows that mistakes and learning from them are the most important aspect of any business process. However, the slogan “the more mistakes, the faster you can learn” will be frivolous. You need to understand that all errors should be analyzed, and the results of the analysis should serve as the basis for improving their activities.
2. Isolate the most difficult issues that the manager may face in his work. The list of the most difficult positions, as a rule, includes determining the direction of managerial activity, studying unfamiliar elements of the internal environment, actions to improve such parameters as sincerity, determination, building respect from subordinates, the ability to be equal with colleagues, etc.
In addition, immediately after taking office, the manager is faced with such an element of management as hiring employees. For this process, the correct justification of the reason for hiring new employees is of great importance. The manager's task is to communicate and explain it to the future employee (why he is hired, what the unit needs from him, etc.).
In practice, this can be the fastest way to win the trust of a hired specialist.
3. Form tasks for the first few months of activity as a leader. One of the most important tasks the head of the unit after taking office should be a "farewell" to the old baggage. It is necessary to leave everything and start “from a blank sheet of paper” (or “from a blank computer screen”) and focus all your attention on a new job. The head of the department should ignore even such a temptation as excessive phone calls. The priorities for the first working day should be:
- drawing up a work plan, meeting with a secretary or assistant to establish business relationships;
- familiarization with the most important materials and requesting missing information for a better understanding of the activities of the unit;
- development of guidelines for compiling personal plan actions for the first week and the first month;
- establishing good relations with staff.
During the first working week the manager should hold meetings with managers and key specialists and get from them as much information as possible, allowing them to get an idea of the situation taking place in the unit.
Based on the analysis carried out, it is necessary to isolate production tasks for which brainstorming is needed and some form of assistance is required. The list of tasks for the first week also includes the formation of one's own opinion about what should be the key in the ongoing strategy of production activities.
Making the first decision is of great importance for subsequent work. Therefore, the HR manager must guide the head of the department so that he is confident in the stability of the “climate” in the department and in the consistency of the measures taken with the adjacent production departments of the enterprise.
In principle, the manager should exclude any steps that run counter to the main strategy of the enterprise and to the detriment of his leadership. Otherwise, the chances of gaining trust among subordinates will decrease significantly.
It is desirable to form the internal climate in the unit from the very beginning of its activity. And here, if necessary, radical changes can be made, especially if it is necessary to exclude a brewing conflict situation. However, in general, moving along the path of change should be based on carefully considered and considered decisions.
Radical and rapid changes are needed in the redistribution of financial and material resources, that is, in areas that do not essentially affect the personnel of the unit. A manager, for example, can stop the development of a project if he realizes that its implementation in the future is impossible. Carrying out changes related to the disruption of the usual rhythm of the work of a team of subordinates is always associated with great difficulties, since there is always a chance of losing the effectiveness of labor activity and reducing the level of respect and trust. Therefore, positive communication between the leader and subordinates is of great importance. Clarifying issues related to the need to accept certain changes will help increase the level of tolerance for them among team members.
4. Work out the management of your working time. Working time management provides for the acceptance by the manager as a dogma of such concepts as:
- significance;
- urgency;
- setting time priorities and time frames for the elements of the working day;
- strict time management.
It is believed that in the management of working time there should be two such important elements as the level of significance of the task being solved (project, type of activity) and the urgency of solving the problem (project, type of activity).
The manager is obliged to improve the method of spending working hours every day, while being flexible and trying to avoid the fact that smaller production issues “fall out” of attention.
5. Select a control style. The choice of the unit management style is the correct definition of the sequence of actions that must be performed by the head in order for all members of the unit to actually become subordinate to the head.
The leader, as the leader of the team, must have a strong character, however, adaptation to the internal environment and the current situation may require him to change the level of manifestation of the firmness of this character. On the one side internal environment can force the manager to be more democratic in relation to individual employees, which is especially important when it is necessary to extinguish a brewing conflict. However, individual situations can make the leader show features of autocracy, which is especially typical for situations where the team is fighting for survival and the speed of decision-making becomes a critical factor. At the same time, in any situation, it is necessary to maintain consistency in the manifestation of one's character, to be extremely truthful, to avoid personal criticism when setting goals and in the process of their implementation.
6. Decide on the style of personal life. Understanding and perception by the head of the department of the general culture of the enterprise, the mandatory establishment of appropriate limits on the manifestation of inclinations of one's character is one of the important conditions for a conflict-free entry into new team and gaining credibility with the employees of the unit. The HR manager should recommend that the future manager take a closer look at the company's culture and, if it is found to be inconsistent with the applicant's current life balance, it is better to refuse a positive decision on his employment.
Integration
The actions of the head of integration with the team of the unit can be schematically represented as follows (Fig. 2).
Fig.2. The program of actions of the head in the process of his integration with the team of the unit
At the initial stage, the main task is to isolate the most important elements of integration and then focus on them. Subsequently, measures should be determined to organize the functioning of the unit, taking into account the tasks assigned to it.
The list of the most important should include the development of the decision-making process with the obligatory interaction with the employees of the unit and their orientation to the accepted management style.
The leader must shape the corporate atmosphere in advance, which requires bringing his leadership style to the level required by the situation, both current and future.
Often, improvement in one area comes at the expense of another. An example is the acceleration of the delivery process finished products, which, on the one hand, contributes to sales growth, but, on the other hand, leads to a decrease in activity in the development of new technological solutions and, consequently, to a decrease in consumer confidence. Therefore, in order to determine vital priorities, it is necessary to conduct timely data analysis. Otherwise, there may be a significant decrease in the moral character of the head as the leader of the unit. In essence, the more transparent the strategic plans and tactics of the leader and the more prominently the key priorities are outlined, the more obvious will be the desire of the team to solve the tasks assigned to it.
Formation of a perspective vision and unification of goals. The most important point for the head of the department is to build confidence that all departments effectively interact with each other and "lead the ship" in the same direction. It will be very useful here to choose such management priorities that contribute to the coordination of business activity.
Another task is to build the leader's confidence that the management of the division fits into the overall strategy of the company. A factor contributing to the solution of strategic issues can be the motivation of employees, taking into account the set of values that the unit should follow. So, for example, the system of compensation payments should provide for an annual review of the merits of the employees of the unit, in particular, their progress in the process of education and professional training. Management in this case should demonstrate the possibility of stimulating career development as the skill level of specialists increases.
Formation of information flows. The creation of effective information flows in the department and their connection with the general information field of the company requires the obligatory formation of a philosophy interpersonal relationships. In this regard, the development of the ethics of the leader and the directed selection of employees who agree and are able to work together in the conditions of this ethical principle are of great importance.
Individual meetings and conversations are very useful, which contribute to the critical assessment and selection of key employees of the unit. Meetings of the entire team become necessary, which favor the formation of the principles of the relationship between the head and the unit.
This can be achieved only if clear and precise objectives are formulated in advance. At the initial stage, such meetings with the team are desirable at least once a week. Even if such a meeting lasts only 15 minutes, it will allow you to adjust the tasks that were set at the previous meeting.
Meeting attendance should be mandatory. Even an employee who is away must be notified of the agenda of the next meeting.
At meetings, the results of the production activities of the team should be considered with a mandatory summing up of the results for the past month of work and quarter (it is advisable to make such a report within the first 10 minutes of the meeting). Special attention should be given to the difficulties that arise in solving production problems.
Interaction
The process of organizing interaction with the team of the unit involves the accumulation of experience by the manager according to such criteria as the ability to listen, build the necessary relationships, form a management action plan, assess the capabilities of the staff, organize education and training of key specialists, and sometimes the entire team. In addition, as a leader, he must learn to show firmness, decency and consistency in decision-making, understand the existing differences in the culture of the company, division and perceive the culture of each subordinate in order to effectively implement all this in the management of the division.
Active listening is of great importance for management activities. With its help, you can form the level of trust that is necessary for the head of the unit, as the leader of the team. It is well known that a self-respecting person will not participate in a conversation in uncomfortable conditions for himself. That's why the best option to form an impression of oneself is to demonstrate to the interlocutor or subordinate the intention to do something useful - to solve the problem that has arisen and show that in general it is not difficult.
To establish contact with subordinates, it is important to first draw up a conversation plan that will allow you to conduct it with ease and a smile on your face.
The leader should not be under the delusion that he is doing well with the listening style. In the process of contacting a superior, any subordinate will definitely pay attention to the point of view and ideas expressed by the leader, which can become the basis for further production activities. You must always remember that ideas can be perceived not quite correctly and correctly. To prevent this from happening, the interlocutor must be given the opportunity to ask clarifying questions.
During the conversation, it is advisable to pay attention to the source of information - where and from whom this information was received, where the event took place.
When listening to a subordinate, modesty and humanity are of no small importance; arrogance is completely excluded here. The presence of such traits as empathy and mindfulness can become topics that will be discussed among employees after conversations with their supervisor.
The HR manager must bring all this to the head of the structural unit and convince him that effective listening to subordinates is the most important element in his management activities.
In order for the process of actively listening to a subordinate not to be a “waste” of working time, we can recommend that the head of the department conduct conversations sitting next to his subordinate, and not at his desk - this creates a trusting situation and focuses more attention on the subordinate. It is also necessary from time to time to write down the statements, requests and wishes of the subordinate - this forces the employee to more specifically and accurately express his thoughts in a conversation.
Building relationships (relationships) it is impossible without such parameters as the level of knowledge of how subordinates live, the availability of skills in maintaining relationships, constant analysis and adjustment of the management action plan, tracking newly emerging situations, eliminating the manifestation of arrogance in the team and adapting the leadership style to the conditions of internal and external environment.
The head of the department can accomplish the task of knowing his subordinates by conducting surveys during tete-a-tete meetings, meetings at home in the form of guest invitations, during meetings or at lunchtime.
Actions of this kind will allow to form a real idea of the quality level of the personnel of the unit.
Planning measures to achieve trust and respect for staff should include such areas as improving the efficiency of management activities, mastering the methods of building trust, asserting confidence in functional actions, gaining respect from subordinates. Among the most significant recommendations for improving management efficiency are the following:
- preparation of subordinates to understand that the head of the unit cannot solve this or that problem without their help, and recommendations from key specialists are needed. In the case of favorable responses, it is advisable to hold a meeting at which they can voice their advice;
- subordinates should not be allowed to have the illusion that their leader is capable of solving any problem. Therefore, it is necessary to declare your desire to constantly improve and increase knowledge;
- when making changes to manufacturing process there must be confidence that key specialists units have approved them, and that these changes take into account their suggestions. The manager should finalize the positive recommendations of specialists.
Most subordinates show respect for their leader. However, not everyone is inclined to do this openly, especially in relation to leaders about whom there is little information. Therefore, the task of the head of the department is to earn this respect by demonstrating competence in solving various tasks facing the team, knowledge of all the most important details of the production process.
Effective management. The head of the department should never forget the importance of the process of improving the efficiency of his management.
You can set yourself many different tasks. However, they should not be in conflict with each other. Sometimes it is necessary to include the tasks set by the management of the organization as secondary ones. In order to determine the order of execution of such tasks, they must be discussed with the employees of the unit.
In any case, the manager is obliged to do everything correctly and to represent the limits of the power framework in which the higher management operates. This will provide an idea of what action needs to be taken in the future.
If you want to change something in the actions of your management, you should respect the governing directives and try to convince him that the proposal submitted for his consideration is in line with the overall strategic policy of the enterprise.
Even if the idea of the head of the structural unit is “brilliant”, the senior manager still needs to be given time to perceive it before it is considered at the general meeting. It must be remembered that a sufficient amount of time is spent on moving from the position of defending one's idea to supporting its leadership.
The head of the department must be able to wait and be ready to answer questions asked by management specialists. This is due to the fact that each of these specialists has his own idea of solving the problem. Therefore, the head of the unit must be prepared for any development of the situation and have pre-prepared answers.
Communication is important in any case - both when receiving a negative and positive decision on the proposed idea of improving management.
In any case, the head of the department will be obliged to take care of the department and the problem of implementing the proposed innovation. At the same time, all team members must understand the need to provide effective support department head.
It also lists in detail the actions of the personnel manager, which he must perform after applying for a new head of the structural unit.
Having received the necessary support, the head of the department in the first months of his work will gain confidence in his actions, form his own management style and in the future will be able to improve it, achieving high performance in the implementation of the production program together with the team.
- HR Policy and HR Strategies
Keywords:
1 -1
A structural unit is a structural part of an organization that performs certain production or functional tasks within the framework of the charter and job descriptions of employees.
Legal aspects of the work of structural divisions
A structural unit cannot be considered separately from the enterprise, because it is not endowed with legal or economic independence. In accordance with the legislation, the following features of these structural units can be distinguished:
- if the management of the enterprise has decided that it is necessary to create a structural unit, then there is no need or obligation to report this to the registration authorities;
- registration is not required tax authorities, pension and insurance funds;
- 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 activities of the structural unit are carried out on the basis of special provision, 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
To ensure continuous efficient work, the structural subdivision must correspond to 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 leader 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.
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. 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 divided among individual workers.
It is important to organize effective interaction between different departments. 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.
The leader is the leading and organizing link in social systems management. Speaking about the functions of the head, we characterize the main duties performed by him, in particular: the development and adoption of managerial decisions; organization; regulation and correction; accounting and control; collection and transformation of information.
Modern research takes as a basis for the classification of functions no longer individual cycles of production management, but the entire structure of the leader's activities in a team. At the same time, the functions of the leader are considered not only within the framework of his administrative role, but also his social, socio-psychological and educational responsibilities are taken into account. To the listed functions, one can add organizational activity, which consists in integrating individuals into a team and communication, which consists in establishing horizontal links within the team and external vertical links with higher organizational structures. Still allocate pedagogical function leader (education and training), as well as experimental consultative, representative and psychotherapeutic. Moreover, the functions of managing teams are carried out not separately from each other and sequentially, but in parallel and simultaneously.
The main functions of the leader
1. Administrative and organizational
The leader, in accordance with the rights and duties officially granted to him, must combine the individual actions of the team members into a single common force:
- distribute responsibilities among employees;
- control the process of completing tasks;
- evaluate the result and be responsible for the activities of individual employees and the entire group to higher authorities.
2. Strategic, related to setting goals, choosing methods to achieve them
The implementation of these functions allows to show creative potential leader, resourcefulness, endurance, the ability to put forward new ideas. into the structure strategic functions includes the ability to predict, foresee the final result, to quickly process large amounts of information coming from subordinate and higher authorities, the results of the team's activities. The leader must also accumulate a large amount of professional information in his memory.
Planning is also added to the functions of this type as the most important manifestation of forecasting. Planning should define specific tasks, time and means of their solution and answer the following questions:
- At what stage of the work are we currently (assessment of the real capabilities of the group, taking into account external and internal factors)?
- Where do we want to move, what tactical tasks to solve?
- By what means are we going to do this?
3. Expert advisory
In the process of group activity, the leader is usually the competent person to whom everyone turns as a source of reliable information and the most qualified specialist. high professional qualification- one of the main components of the authority of the leader. A leader appointed from above, but not competent in terms of the tasks solved by the team, quickly loses authority, they obey him only because of fear disciplinary actions, and a genuine consultant is looking for in the person of an informal leader.
4. Communicative
The leader is the main source important information important for the successful operation working group. This information is transmitted in the process of communication with the group and its individual members. Communication skills, the ability to communicate with people, the availability of communication - important qualities leader. The leader can be open to communication with the group and then acts as a leader. But he can build a system of communication links only in accordance with the principle of clear subordination, i.e., he communicates only with other leaders of equal rank and is distant from the group. Then he dooms himself to emotional loneliness and cannot count on any other influence than official, official.
5. Educational
Making important decisions and directing the team to achieve the set goals, the manager at the same time provides an educational effect in shaping the personality of his subordinates. The function of education includes disciplinary methods of encouragement and punishment if employees violate the rules of work or the moral principles of the life of the team. The head of the team, if he wants to be his educator, should strive to become an "opinion leader" with the greatest amount of information. He must be perceived by employees as "one of us and the best of us."
The duties of the leader-leader also include the formation of an adequate professional motivation. It is obvious that even the most perfect planning of the work of the group leader does not work if people do not want to do their job well. According to motivation theories, people will always work harder if there is an opportunity to earn more. Research by modern psychologists has shown that motivation as an internal motivation for activity is the product of a complex interaction of various human needs. As the cultural level rises, money does not always make people work harder. For people, interest in work, understanding the essence of the tasks being solved, communication, mutual understanding, humanity are important. The leader must be able to identify the needs of his subordinates and create conditions that will satisfy these needs with good work.
Psychotherapeutic functions can also be attributed to the number of educational functions. The leader must take into account the emotional state of his employees, since it largely affects their livelihoods and the psychological climate in the team. Optimism and a sense of humor, rather than despondency and irritability, should be inherent in the leader-leader, because this helps to prevent and resolve conflict situations.
6. Representation function
Leader - an official representing the team in the external social environment. At meetings, conferences, he speaks on behalf of all members of the team, by his behavior they judge the team as a whole. Therefore, the behavior of the leader-leader must meet high standards of social behavior. He must have a good command of cultural communication skills, decent manners, culture of speech. It is also important to know how to dress properly, taking into account the appearance and age, as well as the situation of communication.
Management levels
Many people, including practitioners themselves, believe that the daily work of the head of a workshop, department or department differs little from the work of the people they lead, especially since they constantly interact. But socio-psychological research shows that managerial work is inherently very different from non-managerial work. The job of a shop manager has much more in common with the job of a plant manager than with the job of a subordinate. An engineer may spend several months developing an important design, a programmer - to create computer program. The work of a manager is never so homogeneous, since it is characterized by efficiency, a variety of methods of activity. It has been calculated, for example, that a production foreman performs an average of 583 management operations per day.
The vertical division of labor leads to the formation various levels management. Usually in an organization you can determine at what level one manager is compared to another. Organizations may have different amount management levels depending on tasks, goals, sizes, formal structures and other external and internal factors. And at each level of this system, leaders perform their specific functions. Regardless of how many levels of management there are in a particular company, leaders are traditionally divided into three categories.
Lower level leader. This level of control is located directly above the specific performers of the work. Most of the leaders in companies are low-level managers. Their work is characterized by efficiency - frequent transitions from one task to another. The time for making and implementing a decision is also short. More than half of the working time, grass-roots managers spend in direct communication with subordinates, spend a little less on communication with other grass-roots managers, and quite a bit on communication with their superiors.
middle manager coordinates and supervises the work of the lower levels. In recent years, the number of middle managers has increased significantly and their importance has increased. The nature of the work of middle management varies significantly in different companies, but basically these managers are involved in the decision-making process: they identify problems, conduct discussions, and make recommendations to grassroots managers on organizing their activities. Middle managers often lead departments in their organizations (heads of services, chief specialists). According to research results, about a third of the working time, middle managers are engaged in the processing of official information and the study of documentation. The rest of their working time is spent on business conversation with other middle and lower level managers.
The highest organizational level is senior managers. This level is the smallest, even in largest companies there may be only a few such leaders. They are responsible for making the most important decisions. Strong senior leaders often define the face of the entire company. Their work is characterized by nervous and mental tension, high pace, volume and great responsibility. The duties of senior managers do not have clear boundaries, since the company is constantly operating, developing, the external environment continues to change, there is always a risk of failure. Successful leaders top management in difficult social organizations are highly valued all over the world.
All levels of company management are interconnected, and the success of each of them is due to the success of the others, i.e., first of all, how managers at all levels implement their main functions, directing the company to the successful solution of strategic tasks.
Management styles
Management style is a certain system of methods and techniques of management activities preferred by managers. The choice of one or another style of management is determined by many interacting objective and subjective factors. Objective factors include such as the content of the activities performed, the degree of difficulty of the tasks being solved, the complexity of the conditions in which they are solved, the hierarchical structure of leadership and subordination, the socio-political situation, etc.
Subjective factors include typological properties of the nervous system (temperament), character traits, orientation, human abilities, habitual ways of activity, communication, decision-making.
Psychologists distinguish three main leadership styles: autocratic, democratic, and liberal. Such a classification is based on the order of distribution of responsibilities, methods of developing and implementing decisions, forms of contacts between managers and performers, and control over their activities.
Autocratic (authoritarian, directive) style characterized by an excessive concentration of power in one hand. The leader-autocrat himself makes decisions and voluntarily enforces them. He chooses assistants for himself, but uses them not as advisers, but only as executors of his will. He holds all power in his hands; requires discipline and perfect order; takes full responsibility for the results of activities; keeps aloof from ordinary performers. To subordinates, he is demanding without condescension, he instills a harsh psychological climate in the group. A leader of this type is optimal where there is no time for meetings and discussions of the situation, where it is necessary to show will and determination, to take full responsibility for the consequences of the decisions made.
Democratic (collegiate) style leadership is built on a dual basis: business and personal authority. A democratic leader knows how to use his power without appealing to it. He prefers the active participation of his assistants (initiative group) in decision-making, but reserves the right to make the final choice. It operates on the principle of freedom of opinion "from top to bottom" and "from bottom to top"; takes care of the development of the business initiative of subordinates; contact with them, tactful, patient, optimistic. This style is optimal in the management of certain types of production, creative teams, it maintains a warmer psychological climate in the team. The collegial management style is most suitable for people of a sanguine, less often - choleric temperament.
Liberal (permissive) style leadership is built on complete trust in the performer. The liberal leader allows complete freedom of action for his subordinates within their limits. functional duties. This style of leadership is ineffective in difficult extreme situations. The liberal style is inherent in people of a melancholic temperament, as well as phlegmatic and, to a lesser extent, sanguine people.
Different styles of leadership are interconnected, since an experienced leader is able to use one or another style depending on the circumstances: the content of the tasks to be solved, the specific composition of the managed group. The level of the managerial hierarchy on the basis of which the leader functions and the measure of responsibility associated with this level also influences. There is data showing that the higher levels hierarchy, an authoritarian style is more preferable, while at lower levels the leader enters into a variety of informal relationships. In this case, business and personal contacts are closer, so the collegial management style prevails.
The effectiveness of management is evaluated by the following indicators:
- labor productivity of the managed team;
- success in solving professional problems;
- psychological climate in the team;
- health of employees, the presence of injuries;
- staff turnover.
Leader's personality
The head is a person endowed with the right to make decisions and acting as a one-man boss within the powers given to him.
The purpose of the manager's influence on employees is to encourage them to a certain official conduct, which would meet both the requirements of the organization and its own ideas.
There are two methods of influencing employees: straight(order, task) and mediated, motivating (through incentives). In the first case, a situation arises when the failure necessary action leads to punishment. Such a formula of relations between a leader and a subordinate is called coercion, when the goals of the leader are not directly related to the interests of the performers, and sometimes they may contradict them. In the second case, a situation arises when the performance of the necessary actions is encouraged, the needs and motives of employees are influenced.
An important property of a leader-leader is the ability to be a manager without advertising it. The managing leader influences the members of the group through personal authority, moral and psychological influence, manifestation of initiative, energy, attractive personal qualities. If good leader perceived as the "brain of the group", then the leader - as the "heart of the group". A leader-leader must combine these qualities in himself.
Acceptance of the role of leader is the first stage of his work. Usually it is accompanied by the process of learning the relevant functions, the development of certain positions, behavior and communication style. Understanding and accepting the role of a leader that is new for a person is a very difficult task, requiring the exertion of mental and moral strength, internal restructuring, and awareness of one's new position. At this moment, it is very important for a person to have knowledge about himself, about his psychological portrait, the ability to understand and use his strengths, and also to neutralize his weak sides. It is necessary to give time to the novice leader to master this complex business, to the process of entering the role, establishing business relations with group members.
The next stage in the system of role-playing behavior of the leader is the performance of the role. This performance has two sides: the behavior of the leader and the assessment of others. The assessment is done both by the subject of management activity in the form of self-assessment, and by other people who have a different status in relation to him: from above (by the boss), from the side (by employees of equal status) and from below (by subordinates).
An adequate understanding and development of one's role, the ability to meet the expectations of the group is the first and necessary condition successful management relationship with the managed group.
The second condition is a good knowledge of the composition of the group, the level of education and qualifications of its members. This provides the leader with an understanding of the intellectual and professional potential of the group. The gender and age of group members should also be taken into account. For a leader, understanding these features is very important, since each age has its own psychological characteristics. Many social psychologists consider the combination of men and women in production groups to be a favorable factor, which contributes to the development of the group and the creation of a positive psychological climate.
The third condition is the correct individual approach to subordinates. The leader must remember that each member of the team is a personality and individuality, has a special combination of individual properties: temperament, character, interests and ideals, general professional abilities. Demanding of the leader to subordinates in relation to their professional duties should be combined with an adequate assessment of their activities, taking into account the capabilities, abilities, and style of their activities. The leader must know not only about the production activities of the group members, but also about their personal affairs difficulties that arise, and, if possible, contribute to their resolution.
The fourth condition is the culture of communication with members of the team. Holding meetings, meetings, various conversations, discussions, negotiations, issuing and explaining tasks to subordinates, reports to superiors, etc. - all this significantly depends on the culture of communication of the leader.
Selection and certification of management personnel
The study of the personality traits of a leader, his psychological suitability to perform complex functions of managing people is of particular importance in modern conditions allocation social theory management (management) as a special applied field of psychology. The updated ways of assessing the personality of a leader are to use a set of methods, among which the following should be highlighted:
- observation and analysis of the specific activities of the head;
- survey-questionnaire to identify self-assessment of tasks (business games);
- expert assessments of management specialists;
- psychological testing using intelligent personality and professional tests;
- sociometry in order to establish prestige in the group and psychological compatibility;
- biographical method (study of documents, personality analysis).
Personality is a complex system of diverse properties, therefore, the use of one method, even such as the test method, cannot give a correct prediction regarding a person’s suitability for leadership functions.
In Ukraine, as in other countries, active methods of social and psychological preparation are becoming more and more widespread.
The use of these methods helps to accelerate the adaptation of managers to the changed conditions of their work or work in a new place, allows you to more reasonably establish the organizational potential of applicants for a certain managerial position, assists managers in organizing their activities and self-education.
A short list of requirements for the personality of a modern leader
The leader must be a manager, not a driver, so he must:
- lead a team;
- to interest employees in solving problems, and not rely solely on their power;
- always say “we”, uniting yourself with the team, and not just “I”;
- setting an example, always observe discipline yourself, and not require this only from subordinates;
- correct their mistakes, and not look for the guilty;
- believe in your business, be courageous, purposeful, resolute and be able to demonstrate these qualities to your subordinates;
- be interested in best practices related to personnel management;
- value the time of subordinates;
- show strictness and exactingness (without pickiness);
- be able to criticize and accept criticism;
- be able to punish and encourage;
- be affable, tactful and benevolent;
- be able to speak, converse, and listen.
- Leadership and Management
Keywords:
1 -1
A group of workers appears who do not directly give orders to the executors, but carry out consulting work and prepare management decisions. Line-staff management structure Functional organizational structure With further complication of production, it becomes necessary to specialize workers, sections, departments of workshops, etc., a functional management structure is formed. The distribution of work occurs by function. At functional structure there is a division of the organization into elements, each of which has a specific function, tasks. It is typical for organizations with a small nomenclature, stability of external conditions. There is a vertical here: the leader - functional leaders(production, marketing, finance) - performers. There are vertical and interlevel connections. Disadvantage - the functions of the leader are blurred.
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 to the base position name additional information, as well as the names of derivative positions according to 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 name of the position is established taking into account the highest specific gravity work performed within a particular function. In exceptional cases, double job titles may be established: fashion designer, assistant secretary, etc.
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 essential condition labor. Therefore, if it becomes necessary to make appropriate changes to staffing and (mandatory!) work books, employees must be warned about this no later than one month.
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, for example, a position as CEO, is set for the heads of organizations that have in the structure subsidiaries and separate divisions (branches, representative offices), and without such, the position will be referred to simply as the 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. Organization management structures Different organizations are characterized by different kinds management structures. 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. However, it must be remembered that the choice of governance structure depends on strategic plans organizations.
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 responsibility 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 has been 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 title of the position of the head of the structural unit, you should clearly build organizational structure enterprises, 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 unit carries out its economic activity 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.
