educational institutions
Type sample
APPROVE
___________________________________ (initials, surname)
(name of organization, pre- ________________________
acceptance, etc., its organizational (director or other
legal form) official person, authorized
must approve
nostalgic instruction)
"" ____________ 20__
Job description
head of the structural unit
educational institutions
(training and consultation center, sections,
laboratory, office, etc.)
______________________________________________
(name of organization, enterprise, etc.)
"" ______________ 20__ N_________
Real job description developed and approved for
on the basis of an employment contract with __________________________________________
(name of the position of the person for whom
______________________________________________________ and in accordance with
this job description has been drawn up)
provisions Labor Code Russian Federation and other regulatory
acts governing labor relations In Russian federation.
1. General Provisions
1.1. Head of the structural unit of the educational institution
belongs to the leadership category.
1.2. For the position of head of the structural unit of the institution
education, a person with a higher professional education is appointed
and work experience in teaching or leadership positions in institutions,
organizations, enterprises corresponding to the profile of the institution
education for at least 5 years.
1.3. Head of the structural unit of the educational institution
appointed to the position and dismissed from it by order of the director
institutions on the proposal of ____________________________________________.
1.4. Head of the structural unit of the educational institution
must know:
- the Constitution of the Russian Federation;
- laws of the Russian Federation, resolutions and decisions of the Government of the Russian Federation and regional
educational authorities on education and upbringing
students (pupils);
- charter of the educational institution;
- the Convention on the Rights of the Child;
- Pedagogy, pedagogical psychology, achievements of modern
psychological and pedagogical science and practice;
- basics of physiology, hygiene;
- theory and methods of management educational systems;
- Fundamentals of economics, law, sociology;
- organization of financial and economic activities of the institution;
- administrative, labor and economic legislation;
- rules and regulations of labor protection, safety
and fire protection;
- _________________________________________________________________.
1.5. Head of the structural unit of the educational institution
reports directly to _____________________________________________
(director of the institution, other official)
and in his practical activities guided by orders
director of an educational institution and this job description.
1.6. During the absence of the head of the structural unit
educational institutions (business trip, vacation, illness, etc.)
duties are performed by a person appointed by order of the director of the institution.
This person acquires the corresponding rights and is responsible for
quality and timely performance of the duties assigned to him.
1.7. ______________________________________________________________.
2. Job responsibilities
Head of the structural unit of the educational institution:
2.1. Manages the activities of the structural unit.
2.2. Organizes the educational process.
2.3. Controls the implementation of curricula and programs.
2.4. Takes measures for the methodological support of educational
process.
2.5. Organizes the conclusion of contracts with interested parties
enterprises, institutions and organizations for the training of personnel.
2.6. Provides staffing for an educational institution
students (students).
2.7. Creates the necessary social and living conditions for students
(pupils) and employees of the institution.
2.8. Takes measures to preserve the contingent of students
(pupils).
2.9. Makes proposals to the management of the institution for the selection and
placement of personnel.
2.10. Ensures the development and strengthening of the educational and material base
institutions, safety of equipment and inventory, compliance with
sanitary and hygienic requirements, rules and norms of labor protection and equipment
security.
2.11. _____________________________________________________________.
3. Rights
Head of the structural unit of the educational institution
has the right:
3.1. Get acquainted with the draft decisions of the management of the institution,
relating to the activities of the department.
3.2. Participate in the discussion of issues related to their performance
official duties.
3.3. Submit proposals to management for consideration
improvement of the activity of the structural unit.
3.4. Communicate with the leaders of all (individual)
structural divisions of the institution.
3.5. Engage specialists from all (individual) structural
units to solve the tasks assigned to it (if it
provided for by the provisions on structural divisions, if not - with
permission of the head of the educational institution).
3.6. Sign and endorse documents within your
competencies.
3.7. Make proposals for the promotion of distinguished employees,
imposition of penalties on violators of production and labor
disciplines.
3.8. Require the management of the institution to provide assistance in
performance of their duties and rights.
3.9. ______________________________________________________________.
4. Responsibility
The head of the structural unit of the educational institution is responsible
responsibility:
4.1. For improper performance or non-performance of their official
duties set out in this job description
within the limits set labor law Russian Federation.
4.2. For offenses committed in the course of exercising their
activities, - within the limits determined by administrative, criminal and
civil legislation of the Russian Federation.
4.3. For causing material damage- within the limits
labor and civil legislation of the Russian Federation.
4.4. ______________________________________________________________.
The job description was developed in accordance with ________________
(Name,
_____________________________.
document number and date)
Head of structural unit (initials, surname)
_________________________
(signature)
"" _____________ 20__
AGREED:
Boss legal department
(initials, surname)
_____________________________
(signature)
"" ________________ 20__
I am familiar with the instruction: (initials, surname)
_________________________
(signature)
Head of Business Division
Are you the head of a structural unit and want to manage your team as efficiently as possible? Aiming to make a career and take a leadership position? Then this course is for you!
Management is a combination of technologies and methodologies, psychology and the ability to manage oneself. All these components successful leadership you will master while learning. Understand what is the essence of management, what are its origins. Learn the fundamental tools and approaches to management. You will learn current trends in this area, that is, get a comprehensive understanding of management today, why and what approaches work effectively in a changing reality.
On practical cases, you will understand how to approach setting tasks for various employees, based on individual features how to motivate them so that they fulfill these assignments with high quality and on time, how to resolve conflict situations in a team, how to create the right microclimate.
The issues of hiring specialists, selection of effective team performers, laws group work, techniques and methods of delegation and control, planning. During the training, you will practice time management, understand how to avoid overload, deal with stress. You will better understand yourself, in which leadership style you are more comfortable working, how to change styles depending on the situation, learn to manage changes around you.
The course is a unique balanced combination of theory and practice. There are both blocks of theoretical information and business games, cases, practical tasks, skill development. As a result, you will gain the skills to manage a unit and be able to confidently lead people!
This is a unique course that combines six disciplines in the field of personnel management. It was developed by practitioners who have tested in the field all the theoretical calculations and practical methods work.
What will you get as a result of the training course?
You will acquire the competencies of the head of a non-production structural unit in all the main aspects of practical activity, including solving a variety of managerial problems that you have to deal with constantly. If you are new to management, then you will master all the necessary tools for a leader, if you have been heading a team for a long time, then you will improve your skills, strengthen your competencies, and be able to apply modern approaches.
Become the most effective leader and achieve better results at work. Come to the Specialist.
To all graduates of the course "Head of a structural unit" 15% discount to the course "Internet marketing for the head - methods of effective control" .
Are you a business executive or marketing specialist? Do you want to know exactly how to effectively implement an Internet strategy and how to control the work of an Internet marketer? You will learn the answers to these and many other questions on the course of the Center "Specialist" -
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 availability high level competencies of both the heads of production departments and HR managers. The task of the latter is to provide methodological assistance in mastering modern systems and management methods for both novice 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 a good relationship with colleagues equal in position, promote teamwork and resolve conflicts, 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 weaknesses candidate for the position of head of the division 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 efficiency. labor activity and declining levels 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. Essentially, the more transparent 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 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 the 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 own representation about 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
Powers of heads of structural subdivisions (departments)
7.24. The head of the structural subdivision (department) of the Ministry is the director of the department.
7.25. The director of the department represents the Ministry in accordance with the powers defined in these Regulations, in the regulation on the department, official regulations, as well as on the basis of separate written instructions from the Minister or Deputy Minister (in accordance with the distribution of duties).
The director of the department is not entitled to sign letters on the approval of draft acts, as well as on sending comments and suggestions to them.
7.26. The director of a department of the Ministry is appointed and dismissed by the Minister, reports to the Minister and Deputy Ministers (in accordance with the distribution of duties).
7.27. The director of the department is personal responsibility for decisions made by him within the powers granted by the Minister.
7.28. In accordance with these Regulations, the regulation on the department, job regulations, instructions of the Minister, Deputy Minister, the director of the department of the Ministry:
a) directly manages the department, bears personal responsibility for the performance of the functions and powers assigned to the department, as well as for the state of executive discipline;
b) interacts with other departments of the Ministry;
c) interacts (including correspondence) with structural subdivisions of other bodies executive power, as well as subordinate to the Ministry of federal state unitary enterprises, federal government agencies;
d) ensures the preparation of draft acts and other documents of the Ministry in accordance with the established procedure;
e) ensures consideration of applications received by the Ministry, draft acts and other documents, as well as preparation of conclusions on them;
f) provides consideration and signs responses to individual and collective appeals of citizens and organizations;
g) distributes duties among his deputies, and also determines the duties of the department's employees;
h) ensures the implementation of activities related to the passage of the state civil service, including submitting proposals for appointment and dismissal, temporary performance of duties, advanced training, promotion of employees of the department and the imposition of penalties on them;
i) involve, if necessary, in accordance with the established procedure, scientific and other organizations, scientists and specialists for the study of issues related to the sphere of activity of the Ministry;
j) on the basis of powers of attorney issued by the Minister (the person acting in his capacity), signs on behalf of the Ministry contracts and other documents of a civil law nature;
k) holds meetings with representatives of authorities state power, organs local government and organizations on issues within its competence;
l) exercise other powers established by these Regulations, the regulation on the department and instructions of the Minister and Deputy Minister (in accordance with the distribution of duties).
7.29. The Director of the Department of the Ministry, in addition, interacts (including correspondence) with the federal service and federal agencies under the jurisdiction of the Ministry, as well as structural subdivisions of the Administration of the Government of the Russian Federation.
7.30. On behalf of the Minister or Deputy Minister (in accordance with the distribution of duties), the director of the department may, in accordance with the established procedure, take part in meetings of the Government of the Russian Federation, meetings with the Prime Minister of the Russian Federation and Deputy Chairmen of the Government of the Russian Federation, meetings of government and interdepartmental commissions, councils and organizing committees, colleges of federal executive bodies, events of the Federal Assembly, the Supreme State Council and the Council of Ministers of the Union State, the supreme bodies of the Commonwealth of Independent States, the Eurasian Economic Community, the Common Economic Space and other events.
7.31. In the event of the temporary absence of the Deputy Minister, the execution of some of his powers may be entrusted by the order of the Ministry to the director of the department with his consent.
7.32. The order of the Ministry on the performance of duties indicates the reasons for the temporary performance of powers and official duties, the term for their performance, restrictions on the performance of powers (if necessary).
7.33. The director of the department distributes duties among his deputies and may grant them the right to approve (sign) the documents prepared by the department.
7.34. Deputy directors of the department ensure the organization of work on the implementation of the functions and powers of the department in the established field of activity in accordance with the distribution of duties between him and his deputies approved by the director of the department.
7.35. In case of temporary absence of the director of the department, his duties are performed by one of his deputies in accordance with the order of the Ministry.
7.36. Deputy directors of departments also have the right to carry out working correspondence between the structural subdivisions of the Ministry.
In the field of staffing
7.37. Directors of departments of the Ministry, their deputies and heads of departments, assistants to the Minister, deputy heads federal service And federal agencies under the jurisdiction of the Ministry, and heads territorial bodies are appointed to office and dismissed from office by order of the Ministry, signed by the Minister or a person acting in his capacity.
7.38. Orders of the Ministry on the appointment and dismissal of employees central office Ministries not specified in paragraph 7.37 of these Regulations are signed by the Deputy Minister in charge of personnel policy issues.
7.39. Registration of personnel orders and familiarization with them of state civil servants of the Ministry is carried out by the structural subdivision of the Ministry responsible for personnel work.
In the field of legal support
7.40. Draft agreements (contracts, agreements) are prepared by departments in pursuance of the instructions of the Minister (Deputy Minister) in accordance with the requirements of the legislation of the Russian Federation.
7.41. The draft agreement (contract, agreement) is subject to mandatory approval by the director or other authorized employees of the structural unit of the Ministry responsible for legal work. If a draft agreement (contract, agreement) is submitted for signature to the Minister, the draft is also agreed with the relevant Deputy Minister.
7.42. If there are unresolved disagreements of a legal nature, the director of the structural unit of the Ministry responsible for legal work reports them to the Minister (the person acting in his capacity) or his deputy.
7.43. After signing, copies of the above agreements are sent to the structural unit of the Ministry responsible for legal work.
7.44. The storage of the above agreements after their registration in the prescribed manner is carried out by a structural unit that ensures the organization of document flow in the Ministry.
7.45. Registration and accounting of contracts concluded by the Ministry is carried out by a structural unit that ensures the organization of document circulation in the Ministry, only if there are visas of the structural units of the Ministry responsible for legal work and financial issues.
7.46. The minister may act as a representative of the federal executive body in court and has the right to perform all procedural actions on its behalf, including the right to sign a statement of claim and a response to statement of claim, applications for securing a claim, for a full or partial waiver of claims and recognition of a claim, a change in the grounds or subject of a claim, the conclusion of a settlement agreement, agreements on factual circumstances, as well as the right to sign an application for the revision of judicial acts on newly discovered circumstances, an appeal against a court act, obtaining awarded Money and other property.
7.47. The powers of other representatives of the Ministry are determined in a power of attorney prepared by the relevant department, endorsed by the director of the structural unit of the Ministry responsible for legal work, and signed by the Minister.
7.48. Registration, accounting and storage of powers of attorney issued by the Ministry is carried out by the structural subdivision of the Ministry responsible for legal work.
7.49. At the end of the validity period, the original power of attorney is transferred for accounting and storage to the structural unit of the Ministry responsible for legal work.
7.50. The director of the department of the Ministry reports to the Minister (Deputy Minister) on the results of the consideration of the case in court in the manner prescribed by him.
7.51. If the court satisfies the claims brought against the Ministry (except for claims or other claims related to the debt obligations of the Russian Federation), the director of the relevant department of the Ministry, in accordance with the established procedure, immediately reports to the Minister on the decision taken, submits proposals on measures to implement it, and, if necessary, - Appealing against a court decision.
7.51.1. Enforcement of judicial acts on claims against the Russian Federation for compensation for damage caused by illegal actions (inaction) of state bodies of the Russian Federation or their officials, including as a result of the issuance by state bodies of the Russian Federation of acts that do not comply with the law or other regulatory legal acts, as well as the execution of judicial acts on other claims for the recovery of funds at the expense of the treasury of the Russian Federation (with the exception of judicial acts for the recovery of funds in the order of subsidiary liability of the main managers of funds federal budget) is carried out in the manner and terms established by the Budget Code of the Russian Federation.
7.51.2. Head of the relevant structural subdivision of the Ministry responsible for financial work, is liable in case of non-compliance with the requirements established by this Regulation, in accordance with the legislation of the Russian Federation.
In the field of international cooperation
7.52. Structural subdivision The Ministry responsible for international cooperation organizes the approval by the structural subdivisions of the Ministry in the relevant areas of activity of draft interstate and intergovernmental agreements received by the Ministry in the field of the transport complex, the development of the state border of the Russian Federation.
7.53. Structural divisions in the relevant areas of activity of the Ministry, in cooperation with the structural division of the Ministry responsible for international cooperation, prepare Required documents on issues of signing, introducing amendments, additions, revision, ratification of intergovernmental agreements in the field of the transport complex, arrangement of the state border of the Russian Federation.
7.54. The structural subdivision of the Ministry responsible for international cooperation, with the participation of structural subdivisions of the Ministry in the relevant areas of activity, interacts in accordance with the established procedure with state bodies of foreign states and international organizations in the field of the transport complex, arrangement of the state border of the Russian Federation.
7.55. Structural subdivisions in the relevant areas of activity of the Ministry and the structural subdivision of the Ministry responsible for international cooperation take part in the work international organizations in the field of the transport complex, arrangement of the state border of the Russian Federation, as well as in the preparation of materials for international conferences and meetings and participate in their work as part of Russian delegations.
7.56. The structural subdivision of the Ministry responsible for international cooperation organizes negotiations with representatives of international organizations, authorized bodies foreign countries on issues related to the development public policy, legal regulation and the development of draft intergovernmental agreements in the field of the transport complex, the development of the state border of the Russian Federation.
7.57. On behalf of the Minister, Deputy Minister, structural subdivisions in the relevant areas of activity of the Ministry may conduct negotiations in agreement with the structural subdivision of the Ministry responsible for international cooperation.
7.58. Materials for organizing negotiations, consultations, meetings with foreign delegations are prepared by the structural subdivision of the Ministry responsible for international cooperation, in accordance with the plans for negotiations, consultations, meetings with foreign delegations, participation in the events of international organizations based on the position presented by the structural subdivisions of the Ministry.
7.59. Upon receipt of a request to hold negotiations in the Russian Federation or abroad, the director of the structural subdivision of the Ministry informs the structural subdivision of the Ministry responsible for international cooperation of the need to hold an event and submits a draft of the relevant terms of reference, which sets out a detailed agenda for the upcoming negotiations, consultations, meetings; the belonging of the issues to be discussed within the competence of the Ministry is indicated, the composition of the Russian part of the delegation is indicated, the position on the issues under consideration is determined, the procedure for discussing and fixing (signing / accepting final documents) issues related to the competence of the Ministry.
7.60. Information about planned events is sent to the structural subdivision of the Ministry responsible for international cooperation no later than two weeks before the planned meeting.
7.61. The structural subdivision of the Ministry responsible for international cooperation, within 3 days, coordinates, if necessary, the issue of holding the declared negotiations with the structural subdivisions of the Ministry for comments and suggestions regarding the advisability of holding negotiations, consultations, meetings.
7.62. Protocol issues are organized by the structural subdivision responsible for the protocol support of the Ministry's activities.
7.63. Based on the information provided on the planned events, the structural subdivision of the Ministry responsible for international cooperation submits the terms of reference for the event for approval by the supervising Deputy Minister.
7.64. The approved terms of reference for holding negotiations, consultations and meetings are sent to the interested structural subdivisions of the Ministry.
7.65. The structural subdivision of the Ministry responsible for international cooperation, within the next working day after receiving the draft terms of reference, brings to the attention of the interested structural subdivision of the Ministry the reason why negotiations are inappropriate or should be postponed to another date.
7.66. Reception of foreign delegations is carried out in the premises of the Ministry specially allocated for these purposes.
7.67. A visit to the Ministry by a foreign delegation is accompanied by an employee of the structural unit responsible for the protocol support of the activities of the Ministry.
7.68. Based on the results of the negotiations, consultations, meetings with foreign delegations and the results of participation in the events of international organizations, the head of the delegation submits a report to the structural unit of the Ministry responsible for international cooperation, which is then submitted for approval to the person who gave permission to conduct negotiations.
7.69. The structural subdivision responsible for the protocol support of the Ministry's activities keeps records of meetings with foreign delegations.
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 head and individual workers 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 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.
