Head of the structural division. What is the name of the structural unit of the director in abbreviated form Job description of the head of a separate unit

Branches, that is territorial divisions of companies, work under the direction of directors who are subordinate to CEO.

The position of such a leader is very popular, since it is associated with a large number of requirements for professional knowledge and skills.

Read more about the rights, duties and responsibilities of branch managers.

The concept of a branch and the tasks of its head

Large organizations often consist of several territorially distant divisions, which are called branches.

According to Art. 55 of the Civil Code of the Russian Federation, branches represent the interests the whole company, perform the main tasks of the enterprise, therefore, the same working conditions are organized at the place of representation as in the parent organization.

The head of such a representative office is called branch director. His immediate supervisor is CEO.

The branch director has a certain set of rights and obligations and carries out his activities in accordance with common goals and tasks of the organization, as well as the powers entrusted to him.

According to the law, a branch is separate subdivision, therefore, is subordinate to the legal entity that created it, for a number of reasons:

1. The property of the branch belongs to the legal entity, which has the right to dispose of it.
2. The activity of this subdivision is organized and regulated by the orders of the management of the parent organization.
3. The head of the branch becomes a person approved in accordance with the order of a higher head.
4. The branch director works under a power of attorney received from the main manager.

The head of the department performs a number of functions, which include the following:

• branch management;
• solving personnel issues;
• ensuring the efficiency of the department.

All decisions made by the head of the branch, should be harmonized with the CEO, because it is the latter who is legally responsible for the activities of the company as a whole.

Professional and personal qualities

The director of the branch must have a serious baggage of knowledge, skills and abilities. He also needs personal qualities, due to which he will be able to provide the necessary level business communication with staff.

Kit requirements presented to such a leader is quite wide:

1. Knowledge of the law. Since the organization carries out its activities in accordance with the law, the head is obliged to be aware of regulatory and legal changes, to have information regarding the release of local regulations of the organization.
2. High qualification. Management team it is necessary to understand the profile and specialization of your company, including the production part.
3. financial literacy. The head is obliged to plan the financial and economic activities of his branch.
4. Organization financial, material and technical support subordinate branch. The manager is responsible for the timely supply of the unit with all the necessary resources.
5. Work control branch. The head of this level controls the expenditure of funds, resources and material assets.
6. legal literacy. Since the manager is responsible for fulfilling the terms of the contracts, he must know the rules and consequences of their conclusion.
7. Knowledge in management. The manager is obliged to organize the effective activities of employees in production and create favorable working conditions for them.
8. Health and Safety Literacy. The director is responsible for the safety of each of the employees, as well as for the safety of the material base of the enterprise.
9. Knowledge of psychology and business communication skills. Team management involves building effective business relationships, which is necessary to solve various production and personnel issues.

The position of the head of the branch carries with it many different functions and responsibilities, which cannot but affect wage level. Approximate size wages for the position in question ranges from 80 to 120 thousand rubles.

For implementation professional duties must be near personal characteristics:

• stress resistance, that is, the ability to be in a calm state and provide psychological comfort for staff when deciding a large number tasks;
• the ability to operate with a large amount of data from different fields of activity;
• ability to analyze and draw conclusions;
• planning skills;
• ability to make non-standard decisions;
• sociability and activity;
• performance and diligence;
• leadership skills.

All of the above qualities allow the manager to carry out his activities in such a way as to be responsible for all areas of the unit’s work, to have business relationship with subordinates and provide healthy mental climate a team.

List of available rights

The head of the division has a fairly broad set of rights, which determine his activities in a leadership position:

• give orders to subordinate and subordinate departments (within the authority and professional direction of the branch);
• control the activities of subordinate and subordinate departments, as well as require reports on the timely and effective execution of orders;
• request documentation related to the work of the unit and its individual parts;
• establish business contacts with departments of other organizations to carry out the activities of the branch within its main goals and objectives;
• represent the interests of its branch in other institutions on all issues related to its activities.

The implementation of the rights listed above is carried out within the framework of official duties department head.

Job Responsibilities

The head has a number of job responsibilities according to which it operates:

• management of the activities of the unit to ensure its financial stability, profit, maintain the image;
• planning work in accordance with the goals of the organization;
• monitoring the effectiveness and timeliness of the tasks;
• assessment of the degree of risk in the implementation of the goals;
• analysis and solution of diverse tasks for effective work labor collective;
• recruitment, promotion professional growth employees;
• building relationships with potential business partners;
• analysis and forecasting of demand for manufactured products or services;
• implementation of innovative development of the unit;
• ensuring the efficiency of work and the quality of products;
• analysis of the current activities of the enterprise and forecasting the effectiveness of its work in the future;
• solution of issues related to the rational use of material values ​​and resources;
• organization of interaction between specialists from different departments, including with representatives of other companies in order to resolve current issues of the company.

The duties of the head of the branch relate to different areas of activity of the unit entrusted to him.

Types of responsibility

The branch manager carries several types of responsibility for your work:

1. Personal(in terms of labor efficiency of the reporting unit). It includes the organization and timeliness of work, ensuring working conditions, timely reporting to the General Director.
2. Material. The head of the branch does not bear the full liability, but it still exists and is limited by the amount of his average earnings per month.
3. Disciplinary(deprivation of bonus or dismissal). The degree of disciplinary responsibility is prescribed in the employment contract.

Other types of liability (administrative or criminal) the head bears in accordance with applicable law.

POSITION

ABOUT THE HEAD OF THE STRUCTURAL UNIT

APPROVE

CEO

"__" __________ ____ G.

POSITION

on the status of the head of the structural unit

This Regulation governs the activities, determines the status, rights, duties and powers of the head of the structural unit (hereinafter referred to as the "Subdivision").

This Regulation has been developed in order to streamline and optimize activities, implement its business projects and strengthen stability in the automotive products market.

Article 1. General provisions

1.1. The Head of the Division carries out operational management of all aspects of the Division's activities: commercial, financial, economic, as well as personnel management issues.

1.2. The Head of the Division manages the property of the Division within the limits established by the Charter and the terms of the employment contract.

1.3. The competence of the Head of the Unit includes the development, coordination with the General Director and implementation of the development strategy of the Unit within the framework of development, as well as all issues of managing current activities within the limits established by the Charter, internal regulations, these Regulations, management decisions.

1.4. The purpose of the Head of the Division is to ensure the efficient operation of the Division by implementing the approved business plan, achieving its profitability and competitiveness, financial and economic stability, maintaining stability and searching for new business technologies, improving the system of work with personnel.

1.5. The Head of the Division carries out his managerial activities taking into account the interests and in full accordance with the general line of development, in close economic and financial interaction with other structural subdivisions, guided by the principles of corporate commitment, taking care of the image, observing traditions and development features.

1.6. All employees of the Division entrusted to him are directly subordinate to the Head of the Division in accordance with the terms of employment and job descriptions.

Article 2. Appointment of the Head of the Division

2.1. Any citizen of the Russian Federation who has the necessary professional, psychological and moral qualities that meet the requirements of the head, who recognizes the standards of the Corporate Code who conscientiously and proactively relates to the fulfillment of the assigned tasks and is not deprived of the right to occupy the relevant positions in accordance with the procedure established by the current legislation.

2.2. Candidates for the position of Head of Division may be nominated by employees, the General Director; self-nomination is allowed.

2.3. In some cases, when appointing the Head of the Division, the General Director may appoint a competition in which both employees and persons who are not members of the labor relations With.

2.3.1. All candidates are considered to have equal rights and opportunities to participate in the competition for replacement vacant position Head of the Division. The conditions of the competition and the procedure for its holding are determined by the General Director.

2.3. The Head of the Division is appointed to the position by the General Director with the obligatory coordination of his candidacy with the head of the personnel service.

2.4. The General Director concludes an employment contract with the Head of the Unit for a certain period, which fixes the limits of the disposal of the property of the Unit, the rights, duties, working conditions and responsibility of the Head of the Unit before.

Article 3. Term of office of the Head of the Division

3.1. The Head of the Division shall exercise his powers during the period for which he was appointed, except for the cases provided for in clause 3.2. of this Regulation.

3.2. The powers of the Head of the Division may be prematurely terminated on the grounds directly provided for by the labor legislation of the Russian Federation.

3.3. The General Director may unilaterally decide on the early termination of the powers of the Head of the Division with mandatory notification of its intention to last at least 30 calendar days before the date of the upcoming dismissal (unless other terms are provided for by the labor legislation of the Russian Federation) in the following cases:

3.3.1. Non-fulfillment or improper fulfillment of the development plan of the Division, developed and approved by the General Director for the Division;

3.3.2. Non-fulfillment or improper fulfillment by the Head of the Division or obligations and conditions stipulated by the employment contract;

3.3.3. Non-execution or improper execution of decisions and orders of the General Director;

3.3.4. Causing direct economic and financial damage by the Head of the Division by his actions or when he creates conditions that lead to the emergence of a threat of damage.

3.4. In the event of termination of powers own will The Head of the Division submits a written application indicating the reasons for the resignation of powers addressed to the General Director at least 2 weeks before the date of the proposed dismissal.

3.5. In case of termination employment contract for any of the reasons specified in clause 3.2. and 3.3. of this Regulation, the Head of the Unit has all the rights and powers and performs his duties up to the issuance of an order for dismissal and the proper execution of the transfer of cases to the newly appointed Head of the Unit or the Acting Head of the Unit.

Article 4 Procedure for referral of cases

4.1. At least 3 working days are allotted for the acceptance and transfer of cases of the Division. Calculation and dismissal former Head The subdivision is carried out in accordance with the requirements of the labor legislation of the Russian Federation and the provisions of the employment contract, subject to full compensation for all losses, if any, as a result of the activity (inactivity) of the Head of the Subdivision.

4.2. To carry out the process of acceptance and transfer of cases of the Division, a commission is created by order of the General Director, which operates under the direct control of the General Director.

4.3. Based on and based on the results of the audit, an acceptance certificate is drawn up, which is signed by the former and new Head of the Division, the chairman and members of the commission, after which it is approved by the General Director.

Article 5. Powers of the Head of the Division

5.1. Head of the Division, carrying out strategic planning and operational management of the activities of the Division, is vested in this regard with the necessary powers.

5.2. The Head of the Division develops and approves with the General Director strategic goals development of the Division and ways to achieve them;

5.3. The Head of the Division, on the basis of a power of attorney issued by the General Director, has the right to carry out all actions within his competence on behalf of the Division entrusted to him.

5.4. The Head of the Division has the right to dispose financial resources Subdivisions within the limits regulated by the terms of the employment contract.

5.5. The Head of the Division independently conducts settlements under business contracts with business partners.

5.6. The Head of the Unit, within the limits of his competence, gives instructions and makes decisions regarding various aspects of the Unit's activities.

5.7. The Head of the Division represents and defends the interests of the Division within the framework of the current legislation in all organizations, bodies and institutions, both in Russian Federation, as well as beyond.

5.8. The Head of the Division deals with personnel management issues, applies incentives and penalties to employees in accordance with the current labor legislation;

5.9. The Head of the Division organizes the distribution functional duties between employees of the Unit, approves job descriptions.

5.10. The Head of the Division specifies the list of information containing commercial secrets or is confidential information of the Division, the levels of accessibility of the Division's employees to it; determines and, in agreement with the management of the security service, takes in the Division the necessary measures for the financial, economic security of the Division and the personal security of employees;

5.11. In case of a long (more than 3 days) absence, the Head of the Unit, in agreement with the General Director, appoints the Acting Head of the Unit.

Article 6. Responsibility of the Head of the Division

6.1. The Head of the Division reports directly to the General Director and is responsible for his actions in accordance with the legislation of the Russian Federation during the entire period of his work in this position.

6.2. The head of the division is personal responsibility for the performance of the duties assigned to him on the terms stipulated by the employment contract concluded with him, in accordance with the current legislation, the Charter, local regulations, including:

For the effective implementation of the approved business plan for the Division;

For the accuracy and timeliness of the implementation of operational decisions and orders of the General Director;

For the safety of tangible and intangible assets of the Division;

Behind rational use Finance Division;

For the preservation of trade secrets by him and the employees of the Division he manages;

For compliance with the law in the course of commercial transactions and financial transactions;

For the organization of effective feedback from the divisions of the Division entrusted to him with other divisions.

For ensuring the submission of complete and reliable reporting information on the activities of the Division to the General Director strictly within certain time limits and in the prescribed form;

For the creation of optimal working conditions for the employees of the Division, control over compliance with the rules of safety and labor protection.

6.3. The Head of the Division bears full financial responsibility for losses caused by his actions (inaction), as well as for the consequences of decisions that go beyond his powers established by the current legislation, the Charter and the employment contract.

6.4. The Head of the Division is obliged to strictly comply with the requirements of the provisions of the Corporate Code, take care of maintaining the image and trust of partners;

6.5. The Head of the Division is not released from liability if the actions entailing responsibility were taken by persons to whom he delegated his powers and rights.

Article 7

7.1. undertakes to provide all the conditions necessary for the work of the Head of the Division to fulfill the obligations assigned to him.

7.2. guarantees the observance of the rights and legitimate interests of the Head of the Division in fulfilling the conditions and obligations arising from these Regulations and the employment contract.

7.3. The Head of the Division ensures the implementation of the decisions of the meetings of the Board of Directors and the General Director.

7.4. The head of the division executes orders and regulations and on their basis publishes local regulations Subdivisions.

7.5. The General Director regularly exercises strict control over the rational and economical use of material, labor and financial resources Subdivisions; for their compliance with the norms of the law, the implementation of orders and decisions of the General Director.

7.6. The Head of the Unit ensures the creation of favorable and safe conditions for effective labor employees of the Division, compliance with the requirements of the legislation of the Russian Federation.

7.7. The Head of the Division is responsible for the accuracy and timeliness of reporting to the General Director.

7.8. within its powers, guarantees observance of the rights and legitimate interests of the Head of the Division, pledging not to interfere in the current activities of the Head of the Division, except as provided by applicable law, the terms of the employment contract and these Regulations.

7.9. reserves the right to regularly conduct inspections of the activities of the Head of the Division to ensure that they comply with the norms of the law, as well as the terms and obligations of the employment contract and these Regulations.

7.10. The Head of the Department is obliged to actively participate in the development strategic development focusing on the formation and satisfaction of demand for products; develop proposals for optimizing activities, organize feedback with guidance.

7.11. The Head of the Unit is obliged to regularly conduct research consumer properties the products sold and the requirements for them; identify factors that determine the structure and dynamics consumer demand and market conditions, predict the need for various product groups.

7.12. The Head of the Division is obliged to make proposals for organizing the economic security of the Division's activities, ensure that the necessary measures are taken to ensure security and preserve the trade secrets of the Division and;

7.13. The Head of the Division has the right to receive complete and reliable information regarding all commercial, financial and other transactions related in one way or another to the activities of the Division;

7.14. undertakes to provide all the conditions necessary for the work of the Head of the Division to fulfill the duties assigned to him.

7.15. undertakes to regularly provide the Head of the Division with legal, methodological, information technology and financial support in all areas of the Division's activities.

Article 8 Final Provisions

8.1. The Head of the Division heads the Division, organizationally included in the composition and acting in accordance with the decisions made and being made.

8.2. The strategic and tactical goals that the Head of the Unit defines and implements in his activities to manage the Unit should not contradict the general line of development.

8.3. The relationship between the Head of the Division and the employees of the Division is built on the basis of corporate commitment, recognition of common values.

It is assumed that this structure is territorially separated from the main location of the company at the legal address. In such situations, the organization of the workflow, as a rule, requires the construction of a certain hierarchy in the work team of such an EP. Of course, in addition to ordinary employees, a certain manager is also appointed in the structural unit. What powers does he have and what is the responsibility of the leader separate subdivision? This will be discussed in our article.

Responsibilities of the division head

A separate subdivision in any of its forms is not an independent structure of a legal entity. Even if information about the EP is entered in the state register, as is the case with the opening of a branch or representative office, this structure is interpreted as additional to the main organization, whose interests it is intended to represent.

The person who has the right to act on behalf of the company, in most cases, is its CEO. He is appointed by the owners of the organization and exercises his powers on the basis of the charter. In fact, he is the only and final subject of management in the company, all activities of which are based on his decisions. The CEO has the right to delegate some of his powers to certain employees.

The position of the head of a separate division does not correspond to the characteristics of the position of the general director. On the contrary, in terms of obtaining and exercising his powers, the EP manager is the same employee as any other person in the company's staff, in the sense that in his position the head of a separate division acts on the basis of a power of attorney issued by the general director and performs the duties that he assigned to him. The power of attorney specifies exactly what functions the head of the EP can and should perform on behalf of the organization. Moreover, he acts as a representative of the LLC itself in the framework of conducting activities through a structural unit.

Power of attorney for the head of a separate subdivision, sample:

POWER OF ATTORNEY

Saint Petersburg

01.04.2017

Alpha LLCin the faceGeneral Director Ivanov Alexander Petrovich, acting on the basisCharter, hereby authorizesKuzmin Anatoly Nikolaevich(passport series12 34 № 567890 issuedDepartment for the Novye Cheryomushki district of the OUFMS of Russia for Moscow in the SWAD 03/20/2012), livinghisby the address:117279, Moscow, st. Profsoyuznaya, 116, apt. thirty, which ishead of a separate division of Alfa LLC, Moscow(hereinafter referred to as a separate division), perform on behalf ofAlpha LLCthe following actions:

– perform the duties of the head of a separate subdivision, including entering into, changing, terminating, on behalf of Alpha LLC, contracts related to the activities of a separate subdivision;

– sign accounting and financial documents related to the activities of a separate subdivision;

– conclude, amend and terminate on behalf of Alfa LLC labor contracts with employees hired by a separate subdivision;

- issue orders for hiring, transfers to another position, attraction to overtime work, work on weekends (holidays), granting vacations, sending on a business trip, dismissal of employees of a separate subdivision and other personnel orders for employees of a separate subdivision;

- lead to employees of a separate division work books, personal cards, documents military registration and other documents on personnel, including vacation schedules, timesheets, etc.;

– represent the interests of Alfa LLC in the controlling authorities, government bodies, organs local government, in off-budget funds, as well as in all institutions and organizations, regardless of the form of ownership, within the framework of the activities of a separate subdivision;

This power of attorney is issued for a period of three years.from April 1, 2017 with the right of substitution.

Signature example:

Head of a separate division of Alpha LLC, Moscow:

Kuzmin A.N. _______________

CEO _________________________ A.P. Ivanov

In addition to mentioning a power of attorney, it should be noted that all activities of a separate subdivision as a whole are regulated by the regulation on OP developed and approved by the company. Consequently, the very fact of the presence of the head of such a structure, and the duties that he must perform, must comply with the data approved in this provision. The regulation on a separate subdivision must already be approved by the time the head of the structure is hired, the guarantor correct operation which he essentially is.

Employment of the head of the OP

The head of a separate subdivision is hired in the general manner established by labor legislation, that is, again, as an ordinary employee. As features of such employment, one can single out, perhaps, only the aforementioned need to draw up a provision on a separate unit and a power of attorney.

The employment contract itself with the director of the EP will contain nuances regarding the functions performed by the employee in this position. So, for example, if a representative office or branch is located in another region, then this, of course, is prescribed in the agreement. It can also provide a list of all those tasks for managing a structural unit that the company intends to assign to an employee with the position of “head of a separate unit”. An employment contract with the manager of the EP on behalf of the organization is signed by its general director - there is also no specificity in the design of the agreement.

Employment contract with the head of a separate subdivision, sample

The fact of receiving the director of the EP is recorded by an order for the organization, also signed by the general director, a personal employee card is issued, in a word, all the usual personnel documents.

When creating a separate subdivision (SD), the head of the parent organization has the right to appoint a responsible person to manage this subdivision. 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 tax authorities must be carried out within a certain timeframe: in the 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 subdivision:

Job Requirements

The standard vacancy for the head of a 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:

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:

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 OP. 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, the contract must clearly distinguish between the actual labor functions 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.

By labor law disciplinary measures may be applied to the head of the EP. For example, for gross violation job duties or in the event that the head of the division made a decision that caused large material losses or led to damage to the property of the company, the head of the division may be sanctioned in the form of dismissal. 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 necessary for the performance of work.
• 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 department will be responsible if tax service accounting reports, calculations and other documents necessary for paying taxes will not be provided 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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An effective department head is the one who performs the tasks assigned to the department. This is someone who is ready to take responsibility.

To be an effective leader, a person must have a number of characteristics:

• Competence is the power, ability, ability to do something.
• Management is the influence on someone to achieve the desired result.
• Managerial competence is the ability to influence subordinates to achieve the desired results.
• Competence is a basic characteristic of an individual, associated with the criteria for effective and / or successful action in professional or life situations.

The ratio of professional (related to the specialty of the area in which a person works) and managerial skills (the ability to lead) among managers.

If we go from the bottom, starting with the senior employee in the company, 90% of your success depends on professional skills. And further up the career ladder, management skills are increasingly valued.

It is enough for a manager to understand the subject area at the level of an average employee, understanding the structure, how it works. And when we get to top management, the director should not be the best specialist, but should be a "manager". His task is to find specialists: the best chief accountant, the best financier, the best salesperson. And set them a competent task, motivate them to achieve.

Conclusion: the higher you climb the career ladder, the more management skills are required.

Managerial Skills

Consider the necessary skills that you need, even if you have 1 employee.

• Basic managerial skills:
  • time management (time management). This is the first skill to start with. When you have several subordinates, and each has an 8-hour working day, you must effectively organize the entire workflow of everyone. For example, 5 subordinates - organize work for 40 hours, 20 subordinates - 160 hours;
  • delegation of responsibility. Many bosses make the mistake of delegating authority, forgetting to delegate responsibility. If a particular employee does something, he is responsible for it;
  • interpersonal effectiveness. It is the ability to communicate;
  • operational leadership - the ability to infect other employees with enthusiasm, the belief that we can exceed the plan, for example.
• Operational management skills(more than 7 subordinates):
  • search and selection of personnel (interviews are a task personnel service) - compiling a job description, who you need;
  • training and supervision - the manager must understand how to “grow” his staff, how to monitor employees based on the results of training;
  • control and evaluation of performance - to control in order to give a “reverse move” in time if an employee does something wrong;
  • meeting management - develops the interpersonal effectiveness of the leader. If on basic level we gave tasks individually to employees, controlled the execution, now you have many subordinates, and it is unrealistic to control each of them. Proper holding of meetings will allow in a short time to give tasks to all employees and receive feedback from everyone;
  • project management is the achievement of a predetermined result that has the following characteristics: terms, volumes, quality, budget allocated for this.

• Organization management skills(department, directorate level):
  • planning - what will the department do next year, six months, quarter;
  • organization of performance. It is necessary to ensure the interaction between divisions, departments, to see what material resources are needed;
  • control — control of results;
  • development. The head of the department does not know what his unit will do next year - it is up to the director of the direction to decide. It is the head of the department (director) who knows what awaits us in the next 3 years, determines what additional skills and knowledge are needed, i.e. in what direction to develop the department.
• Skills organizational development (Level General Director):
  • strategic planning - planning the company's activities for 5-7 years ahead;
  • organizational planning - what additional departments, divisions, workshops are needed, or some need to be reduced;
  • strategic leadership - the ability to create a vision for workers, what the company will achieve in a year, two, three;
  • organizational culture management.
• Skills organizational change (level of company owners). These are mergers and acquisitions of organizations.

Goal setting according to S.M.A.R.T.

The first tool a leader needs is the ability to set the right goal so that we can correctly formulate thoughts, set a goal for subordinates (when we delegate tasks), for ourselves, when we determine the scope of work, for managers, when we want to ask for something.

And one of the most effective tools in terms of purpose, it goal setting according to S.M.A.R.T.

• Specific- specific. The goal / objective should be unambiguous and unambiguous, i.e. formulated in such a way that the employee understands exactly what we want to do.
• measure– a measurable goal (available). There should be a clear criterion that will allow you to understand: you have reached / have not reached the goal. Parameters can be quantitative (interest, money, pieces) and qualitative (better service, more positive feedback, business reputation and popularity on the Internet, uninterrupted operation of equipment).
• Achievable- feasible real goal. An overestimated goal is demotivating: if an employee considers the goal unattainable, then most likely he will not make sufficient efforts to achieve it.
• Result Oriented is a result-oriented goal. The employee must understand what result he should achieve, and not what activity to engage in.
• time-bounded- a goal limited in time, i.e. having a deadline.

If the task that you formulate as a leader has these 5 terms, then it is impossible to understand it otherwise.

When a client gives you a task that you can't do, don't say "impossible". The main thing is the question of price.

SWOT analysis

The first step is to evaluate the existing assets. This is all that you have, both material and intangible resources. And which of them are “strong” for you, and which ones will lead to possible risks.

Your strengths , which are now (and in the case of the head of the department, this can be modern software, qualified personnel, Newest technologies, unique intangible assets inventions, brands) they give you the opportunity.

For example, the availability of qualified personnel allows you to take on complex tasks, difficult contracts and gives you the opportunity to complete them in a timely and high-quality manner, receiving satisfied customers and additional orders.

And vice versa, weak sides (low-skilled staff, unmotivated workers, poor technical support) - this entails risks and threats.

For example, low-skilled workers are always a threat of missed deadlines or loss of product quality, which can lead to a conflict with the customer and a complete loss of the contract.

A competent SWOT analysis will help to strengthen the work of the leader.

This analysis can be used to assess the strengths / weaknesses of the entire unit, individual employee or team. And then draw conclusions to minimize threats and maximize opportunities.

Stages of SWOT analysis

SWOT analysis is carried out in 2 stages. Starts with an audit external environment and then the internal environment is audited.

Stage 1 - audit of the external environment:

• Market trends. This is the market in which we are present. Each company produces a certain product / product. And we look at the market trends: the demand for a certain segment is growing/decreasing, the number of competitors is decreasing/growing, there is a fashion for a product, etc.
• Buyer behavior. How he makes a purchase decision, what criteria are most significant for him. There is a time when the buyer prefers a business-class product, placing increased demands on it (this often happens when the buyer's income grows). Conversely, the product is cheaper and of lower quality when revenues fall.
• Sales structure. How goods are sold in the regions, how sales services work in the company.
• Competitive environment. Impact on the market of consumers and suppliers, the threat of substitute products, various barriers to entry into the market.

All these 4 points are required when conducting a SWOT analysis, the following items are optional and depend on the type of activity of the unit.

• Legislation and political environment. The activities of some divisions are strictly regulated (for example, the introduction of a sanctions list of products for import into Russia).
• The economic situation of the country, region. Major changes in the country's economy (increasing VAT to 20%, increasing retirement age) that may directly or indirectly affect the company's operations.
• Socio-demographic factors. Growth or reduction of staff in the company.
• Technology change. New technologies can turn your product into useless "junk". Training employees on new technologies.
• International environment.
• Ecological environment.

Stage 2 - audit of the internal environment:

• Personnel assessment: qualification, motivation, future potential of the employee, loyalty to the company's activities.
• Evaluation of your marketing system. Is anyone else ready to promote our services besides our company.
• product portfolio. This is the range of products or services that a company offers. For example, if a company sells only 1 product, demand has decreased - the company has gone bankrupt. And if there are many products, then a change in demand in one segment can be replaced by another.
• Main competitors. Looking for our competitive advantages than our company is better than them. We find the weaknesses of competitors.
• Analysis pricing policy. Even if our product has a lot of advantages, but it costs 2-3 times higher than that of competitors, we will always lose. Be sure to compare prices with competitors, prices must be competitive, not overpriced.

Technological map method

This tool allows you to develop projects, create job descriptions, properly prepare a motivation system, develop organizational structure divisions.

We use the method of technological times for business process descriptions. The main difference of the method from many others is accessibility. All other methods require either a clear knowledge of methodologies or knowledge of software products.

Method technological maps needed to ensure unambiguous understanding. Therefore, when you are planning to work with another department and you need to clearly understand who does what, to whom it transfers, in what time frame, which methods are critical, this method will come to your rescue.

When you distribute functionality within a department, when you coordinate your actions with management, when you manage a project, some kind of unique (non-serial) product. In this case, you need a technological map.

High practicality method. It can be used to solve any problems in the company.

Availability. All you need is a pen and a piece of paper, no special knowledge or skills are needed.

notation system

• Circle(oval). Any process/function, because something that answers the question "What are we doing?" or "What are we going to do?"
• Rectangle denotes a product. The result of our actions, what we managed to do.
• Arrows- causal relationships.
• Rhombus — necessary resources. To perform the action, you need additional. resources (foreign assets - services of lawyers, telephone communications, Internet). Resources precede the next action on the technological map.
• closed line(red on our map) of any form that combines several processes - the area of ​​\u200b\u200bresponsibility. The area of ​​responsibility always starts with the product and ends with the product. Which employee is responsible for what?

Thanks to the use of these designations, the manager has a “product” thinking. He begins to think not in processes (what a particular employee did today), but in “results” (what results the employee achieved today - concluded several contracts, sent 40 commercial offers, sold 50 items). Those. understanding comes, if there are no results, something needs to be changed in their activities.

Organizational structure of the enterprise

Linear structure divisions. Those. There is a leader and specialists. The head of the sector (senior employee) appears when the number of your specialists is more than 7.

All employees are in the same position, work according to the same job description. This is where the main advantage of this system comes from - specialists are easily interchangeable. If one went on vacation, fell ill, then we can easily assign his duties to another employee, since he himself knows this work well, he himself is engaged in a similar one.

The main disadvantage. All issues that need to be agreed or clarified are closed to the head of the unit. And we often see a situation where without a leader the work will “get up”, only he personally solves all the main issues of the company. Therefore, the leader needs to pay attention to the "cultivation" of a full-fledged replacement.

When you have products with dual subordination, there will be functional structure.

We have functional highly qualified employees (strictly for a separate function): marketing specialist, specialist. service, special development lawyer. And there are employees who are directly involved in the operational process.

And all employees in the company can receive advice (or coordinate their actions) from narrow-profile employees, improving the quality of their work.

In the absence of a leader, he can be replaced by a specialist. employees - an accountant closes all questions on payments and documents, a lawyer resolves disputes with customers and suppliers, a serviceman repairs equipment.

The main disadvantage: situations are possible when specialists simultaneously receive several different tasks, one from each service (in the diagram above - 3 different tasks).

Linear-functional organizational structure of the enterprise. Within the company, routine and design work, complex problem solving. There are different processes, and different functionality is needed to perform them.

Each department head has his own team: the head of the testing sector has his own specialists, the head of the production sector has his own, etc. Each specialist is responsible for his initial / final product.

From the point of view of work productivity, this scheme is effective, because specialists have a narrow specialization, they can only do their own thing, and due to this, qualifications grow faster.

The head of the enterprise / department may be absent from the place, because. Section chiefs are each responsible for their own work.

Often such an enterprise scheme operates in two cases:

1. At the stage of market growth. The workload of the enterprise is constantly growing, and all employees are constantly loaded with work. Therefore, the cost of additional staff justify themselves.
2. Highly profitable business.
3. In government agencies, when the costs of "idle" workers are not considered. Not worth it the main task- making a profit - and performing other functions.

The main disadvantage: the scheme is the most expensive in terms of personnel costs. This reduces the motivation of employees, and, as a rule, the rate of production of a person decreases. For example, narrow specialist in the summer it is “idle”, and in the season, when a lot of work is piled up, it requires an additional payment for processing.

Divisional organizational structure. The same parallel processes, but they differ in product, in application.

The product division "A" and the division for the product "B", and then there are specialists, they have the same functions, but different knowledge.

This can be a division by region, its own division in each region of the country (for example, the sale of agricultural machinery: the West and East divisions. And a specialist who works in this region must understand what agricultural machinery is needed, how it is completed, who are the main consumers).

Pros and cons of such a structure, as in a linear-functional. Those. our specialists are professionals in their field, the manager can entrust his management function to the heads of departments/divisions.

The main disadvantage: staff costs. It is necessary to hire all specialists, sometimes they are not always 100% loaded with work.

As the business grows, in order to organize employees, the company comes to the conclusion that it needs division by function and control over products. Those. in fact, there is a layering of a linear-functional scheme on a divisional one.

Arises.

The head of the department has divisional subordinates (pharmaceutical products and security services). And then they appear functional leaders(head of the training department and head of the sales sector).

Within a department, a matrix structure makes sense if the number of employees is more than 20; within the company - when more than 300 employees.

Main advantages: savings on staff, easier recruitment.

The main disadvantages: a large workflow, tk. clearly spelled out both vertical and horizontal obligations of each link. This scheme does not accept a personal approach.

Employee motivation

Let's consider a multifactorial model of motivation of your employees.

• The need to form long-term relationships. The fewer employees in the company, the closer the relationship.
• The need to win recognition from people. It is important for them that their merits are recognized. If testing reveals such people among your employees, the ideal option for the company is to hold competitions among departments with summing up, certificates of honor, challenge cup best department, honorary boards, the title of "Employee of the Month".
• The need to set very challenging goals for oneself. Their interest in the work is solved by the complexity of the problem being solved. Such employees are the best candidates to perform complex, non-routine tasks.
• The need for influence and power. If an employee has high professionalism, this is a mentor working group. If developed personal qualities- such an employee can be trusted social work. If he has the beginnings of despotism, then he cannot be given power or can be isolated from the team (offer solo work).
• The need for diversity. It is difficult for such people to focus on only one work process. These are the first candidates for multitasking.
• The need to make decisions for yourself: "I decide how to do it." It is important for such employees to set a task according to a goal, and how to achieve this goal, the employee decides for himself.
• Need for improvement. There are employees who want to grow professionally, personally, career growth.
• A number of employees have a need for interesting socially useful work. It is important for the worker to understand that what he is doing is meaningful, that this is not a stupid job. He wants to understand how it benefits (cause, company, society). Leaders need to explain why this is important. That you don’t just rearrange pieces of paper, but create a catalog, thanks to which our employees can quickly find necessary information. You don't just wash floors, you create comfort for our employees.