Independent structural unit definition. It is an independent structural unit. Types of structural divisions of the organization

Enterprise as the main link in the market economy, functional areas of activity and structural divisions.

The main economic structural unit in conditions market economy is an enterprise. The enterprise acts as the main link in the market economy, since it is the enterprise that is the main producer of goods and services, the main market entity that enters into various economic relations with other entities.

The functional areas of the enterprise, as a rule, are detailed with the help of functional strategies that reflect specific ways to achieve the specific goals of the enterprise facing its individual divisions and services.

Functional directions are developed by the relevant divisions of the enterprise (organization). Due to their purpose and the specifics of their activities, various services of the enterprise have their own vision of achieving the set benchmarks, therefore, the strategies they develop do not always coincide, and sometimes even contradict each other. The art of enterprise leadership is to get the functional units to balance and coordinate the strategies they develop. This can be achieved in two main ways: firstly, the heads of the functional services of the enterprise participate in the substantiation and development of the basic (general) strategy of the enterprise; secondly, the process of developing the final strategy for the development of the enterprise should be multi-stage, including the stage of agreement and coordination.

An enterprise should develop the following main types of functional directions (strategies):

1. Marketing strategy;

2. Financial strategy;

3. An innovative strategy;

4. Production strategy;

5. Social strategy;

6. Environmental strategy.

The main structural divisions of the enterprise

1. Chancery

2. Office work

3. Secretariat

4. Accounting
5. Laboratory of technical and economic research

6. Service operational management production

7. Human Resources Department

8. Department of Foreign Economic Relations

9. Legal service

10. Hayno-research department

11. Security service

12. Planning department

13. Sales department

14. Department technical control

15. Design department

16. Central factory laboratory of measuring equipment and instruments

17. Department of Metrology

18. The detachment of the paramilitary security (VOKHR)

19. Planning and economic department

20. Production dispatch department

21. Technical department

22. Warehouse of materials and finished products

23. Department of standardization

24. Finance department

25. Computing Center

26. Department of labor organization and wages

27. Financial and sales department

28. Pilot production

29. Department of mechanization and automation

30. Bureau marketing research

31. Training Department

32. Test Czech

33. Department of Scientific and Technical Information

34. Department of the chief technologist

35. Experimental workshop

36. Department of material and technical supply

37. Instrumental department

38. Department of the chief mechanic

39. Procurement and external cooperation department

40. Design and technical department

41. Workshops of auxiliary production

42. Department of the chief designer

43. Department capital construction

44. Production (machining, assembly, etc.) shops

45. Department of Occupational Health and Safety

46. Training Bureau

47. Experimental and experimental workshop

48. Research laboratory

49. Security Bureau the environment

50. Marketing Research Department

51. Production No. 1,2,3

52. Power engineering department

53. Department of the Chief Power Engineer

54. Transport workshop

55. Personnel management service

56. Repair and construction shop

57. Special design bureau

58. Power shop

59. Department of Inventions and Patent Science

60. Tool shop

61. Mechanical repair shop

To improve the quality of controllability, to solve strategic and tactical tasks, to form optimal conditions For successful development, enterprises develop an organization structure with information flow schemes (orders, plans, reports) and examples. In the upper part of the diagram are the owners, CEOs and directors, in the middle - the mid-level specialists, in the lower - the performers. The organizational structure is chosen depending on the size of the organization and the field of activity. Ideally, configuration and development work should be under the control of the owners or senior management.

Regardless of the type, the main task of the organizational structure is between the subsections of the enterprise, to distribute responsibility and rights between them. The management develops a regulation on the structural unit, consisting of general provisions, definitions of the main functions and tasks, responsibilities and rights, the order of relationships.

The diagram reflects:

divisions of the enterprise with the designation of functions in management;
control levels in the form of steps;
vertical and horizontal links providing interaction.

The structure of the enterprise depends on the orientation of the company and the number of staff (composition of employees). The company can focus on the use of new opportunities, search for the most efficient resources, development of new markets. containing a list of divisions and positions of employees (with the determination of the size of salaries), based on the planned size of production and the volume of the payroll.

Regardless of the kind, organizational systems enterprises should be:

simple (with a minimum number of levels);
economical (with minimal costs financial resources);
flexible (able to easily change with changes in internal and external factors);
effective (able to provide maximum results with minimum investment).

In essence, the organizational structure is the division of labor in management. A perfect system is able to effectively influence the company, improve the results of its work.

When developing a scheme, the organization takes into account:

organizational and legal form;
type, nomenclature, product range;
supply and sales markets;
production technologies;
volume of information flows;
resource endowment.

Organizational structure and staffing levels are interdependent. In a small company, the leader often manages alone. With the increase in the number of employees, the need arises for a more complex structure with intermediate levels.

Types of organizational management structures with diagrams and examples

Depending on the type of connections in structural units, economists divide organizational structures into the following types:

linear;
functional;
linear functional;
divisional;
matrix;
combined.

Linear

Any company can use a linear design, not taking into account the staffing level. It implies the sole management of each unit by a full-time manager, subordinate to a higher manager.

An example is the following sample:

The main feature of this configuration is only linear links, which have a number of advantages:

a clear system of relations between superiors and subordinates;
clearly defined responsibilities;
direct instructions are executed quickly;
a high level of transparency in the work of all elements;
simple controls.

When choosing, it is necessary to take into account the disadvantages: high workload on top management, the inability to quickly resolve differences between structural units, dependence on the abilities of the leader. This is the best option for a small company with well-trained senior management able to handle the concentration of power and the huge flow of information.

If linear circuit supplemented with connections between individual units, it will turn into a functional one. This is clearly seen in the following example:

Departments are grouped based on the type of activity. Functional links allow departments to control each other's work. If staffing permits, support services can be organized. This determines the benefits:

reducing the burden on top management;
reduced need for full-time specialists broad profile;
the ability to create substructures;
improving the quality of manufactured products.

The disadvantages include the complication of information flows due to the large number of channels, difficulties in coordinating actions, excessive centralization.

Linear-functional

Linear functional configuration avoids the disadvantages of linear and functional systems. Functional services prepare information for line managers who make production and management decisions. But the level of responsibility decreases, the load on the management increases, and a tendency towards centralization appears.

Divisional

The divisional system is considered more flexible, dividing the organization as follows:

These are independent structures with their own services. Sometimes these can be subsidiaries, which are registered as independent legal entities.

Divisional configuration:

decentralized;
relieves managers;
increases the survival rate;
develops management skills of division leaders.

But ties between employees are weakening, duplicate functions may appear, control over the overall situation decreases.

Matrix

From diagram and example matrix structure organization, it can be seen that it is poly-administrative.

The activity is carried out simultaneously in several directions. This configuration is suitable for engineering organizations and other enterprises launching new projects and programs. A manager is appointed, employees are sent from all departments. At the end of the work, they return to their former places. This configuration is not suitable for permanent use, although it allows:

promptly fulfill orders;
reduce the cost of developing and introducing new products;
train leaders.

The matrix complicates the work of the organization, conflicts arise between heads of departments and project managers.

Combined

Combined schemes allow you to group divisions according to any criterion and various criteria. This makes it possible to create a system corresponding to the strategy, to combine the principle of unified leadership with the principle of specialization. However, it is not always possible to create flexible configurations, which leads to excessive vertical interaction.

Conclusion

Considered to conclude that the organizational structure requires the development of not only a scheme, but also regulations on the organization, regulations on divisions, business process regulations, job descriptions, staffing tables, management and budgeting regulations. Samples during development will not help, since research is required on the specifics of relationships, strategy goals, economic and social characteristics of the company.

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

What is a structural unit of an organization - legal regulation

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

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

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

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

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

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

Types of structural divisions of the organization

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

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

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

How to Create a Business Unit - Procedure

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

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

The provision on a structural unit can be created both one-time, when this system is introduced, or supplemented subsequently or adopted anew when additional units are created. The most convenient way will be when the main document contains only the main principles of the system of structural divisions, and each individual division is put into operation and regulated within the framework of the enterprise by separate ones.

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

To avoid the most common mistakes, it will not be superfluous to draw the attention of employers to the main requirements for structural units:

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

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Course work

The structure of the divisions of the enterprise. Their tasks and functions

Introduction

CHAPTER I. The enterprise, its divisions and the main types of structures

2.1 The main tasks and functions of the departments of the Administration of the urban district of the city of Salavat

Conclusion

List of used literature

Introduction

In market conditions, the leading link in the economy is the enterprise. This is due to the fact that enterprises manufacture products and provide services that are in demand. Also, thanks to enterprises, jobs are created, thereby providing employment for the population, wage... Enterprises deduct taxes, i.e. form the country's budget.

An enterprise is a complex system, and in it, depending on the goals of the activity, several interacting structures can be distinguished.

The topic of this course work is relevant today, because for a more efficient functioning of the enterprise, knowledge, study of the structural divisions of the enterprise is necessary. The purpose of the course work is a deep analysis of the enterprise and its divisions. The main task of this work is to study, investigate this or that type of structure, to consider in more detail the mechanism of its functioning in practice.

The object of the course work is the enterprise.

The subject of the course work is the structure of enterprises and departments, their tasks and functions.

The structure of this course work will include an introduction, two main chapters, a conclusion and a list of used literature.

Chapter 1. The enterprise, its divisions and the main types of structures

1.1 The concept of an enterprise and the main types of its structures

In the economic literature, we rarely find a clear definition of the concept of "enterprise".

So, the authors of the textbook "Economics and Statistics of Firms", in essence, identify the concepts of "firm", "enterprise", "organization": here the concept of "firm" means an enterprise, an organization that carries out in order to make a profit commercial activities empowered legal entity, which has its own name and has passed the registration procedure required by law in authorized government bodies.

The authors interpret the concepts of "firm" and "enterprise" somewhat differently. study guide"Management and design of a firm": A firm is defined as a specific form of a socio-economic system, which is further understood as an economic unit (economically separate subject of a market economy) in the field of industry, trade, construction, transport, enjoying the rights of a legal entity. The firm has in its composition one or more enterprises specializing in a specific type of activity (in the production of goods and services), and functional units that carry out management activities. An enterprise is understood as a set of material, informational and human resources, organized in a certain way to achieve commercial goals.

There are many definitions of the concept of "enterprise", but the key factor is that the enterprise is the leading link in the economy. For a more promising functioning of the enterprise, structures are allocated in it. Next, we will consider the main types of enterprise structures and the structure of its divisions.

There are several types of enterprise structures, here are the main ones:

Organizational

Production

The production links that manage the enterprise and service its employees, the number of such divisions, their size and the ratio between them in terms of the size of occupied areas, the number of employees and other characteristics, represent the overall structure of the enterprise.

The set of interrelationships and interrelationships arising in the management process between the divisions of enterprises, including the relationship of the rights and responsibility of employees for the performance of specific activities in the management process, represents the organizational structure of the enterprise. She, in turn, has five types:

1.linear;

2. functional;

3. line-staff;

4. divisional;

5. matrix.

The composition of the production units of enterprises, their interaction in the process of manufacturing products, the ratio of the number of employees, the cost of fixed assets, the occupied area, their territorial distribution, form the production structure of the enterprise.

Let's consider in more detail given type structures.

1.2 The production structure of the enterprise, its elements and functional unit

manufacturing enterprise

The production structure of an enterprise is understood as the composition of its constituent sections, workshops and services, the forms of their relationship in the production process.

The production structure characterizes the division of labor between the divisions of the enterprise and their cooperation. It has a significant impact on the technical economic indicators production, on the structure of enterprise management, the organization of operational and accounting. The production structure of the enterprise is dynamic. As the technology and technology of production, management, organization of production and labor improve, the production structure also improves. The improvement of the production structure creates conditions for the intensification of production, the efficient use of labor, material and financial resources, and the improvement of product quality.

In contrast to the production structure, the general structure of the enterprise includes various plant-wide services and facilities, including those related to cultural and consumer services for employees of the enterprise (housing and communal services, canteens, hospitals, clinics, kindergartens, etc.).

Elements of the production structure

The main elements of the production structure of the enterprise are workplaces, sites and workshops. The primary link in the spatial organization of production is the workplace.

A workplace is an organizationally indivisible (in given specific conditions) link of the production process, serviced by one or more workers, designed to perform a certain production or service operation (or a group of them), equipped with appropriate equipment and organizational and technical means.

The workplace can be simple and complex. A simple workplace is typical for a discrete type of production, where one worker is busy using a specific piece of equipment. A simple workplace can be single or multi-station. In the case of using complex equipment and in industries using hardware processes, the workplace becomes complex, since it is served by a group of people (brigade) with a certain delineation of functions during the process. The importance of integrated jobs increases with the level of mechanization and automation of production.

The workplace can be stationary and mobile. The stationary workplace is located on a fixed production area equipped with appropriate equipment, and the objects of labor are supplied to the workplace. A mobile workplace moves with the appropriate equipment as the objects of labor are processed.

Depending on the characteristics of the work performed, workplaces are divided into specialized and universal. The final results of the enterprise work significantly depend on the level of organization of workplaces, a reasonable determination of their number and specialization, the coordination of their work in time, the rationality of location on the production area. It is in the workplace that the direct interaction of material, technological and labor factors of production takes place. At the workplace level, key productivity drivers are used.

Site - a production unit that unites a number of jobs, grouped by certain signs carrying out part of the general production process for the manufacture of products or maintenance of the production process.

At the production site, in addition to the main and auxiliary workers, there is a section foreman.

Production sites are specialized in detail and technology. In the first case, the workplaces are interconnected by a partial production process for the manufacture of a certain part of the finished product; in the second - by performing the same operations.

The sections, interconnected by permanent technological links, are united into workshops.

The shop is the most complex system that is part of the production structure, which includes production areas and a number of functional bodies as subsystems. Complex relationships arise in the workshop: it is characterized by a rather complex structure and organization with developed internal and external relationships. The workshop is the main structural unit of a large enterprise. It is endowed with a certain production and economic independence, is a separate organizational, technical and administrative unit of production and performs production functions assigned to it. Each workshop receives from the plant management a single plan task that regulates the amount of work performed, quality indicators and marginal costs for the planned amount of work.

Specialization of workshops

Workshops of the enterprise can be organized according to technological, subject and mixed types.

With the technological type of structure, the workshop specializes in performing homogeneous technological operations (for example, in a textile enterprise - spinning, weaving, finishing shops; in a machine building - stamping, foundry, thermal, assembly). Technological specialization leads to a complication of the relationship between sites and workshops, to frequent changeovers of equipment. The arrangement of equipment in groups performing similar work leads to oncoming transportation of objects of labor, increases the length of transportation, the time spent on equipment changeover, the duration of the production cycle, the volume of work in progress, working capital, significantly complicates accounting. At the same time, the technological specialization of workshops also has certain positive aspects: it provides a high load of equipment and is distinguished by the relative simplicity of managing production that is engaged in performing one technological process. Construction of workshops for technological principle typical for enterprises producing a variety of products.

With the subject type, workshops specialize in the manufacture of a specific product or part of it (assembly, assembly), using various technological processes.

Such a structure creates the possibility of organizing subject-closed workshops in which a variety of technological processes are carried out. Such workshops have a complete production cycle.

Subject specialization has significant advantages over technological specialization. Deeper specialization of workplaces makes it possible to use high-performance equipment, provides an increase in labor productivity and improves product quality. The closed construction of the production process within the workshop reduces the time and money spent on transportation, and leads to a reduction in the duration of the production cycle. All this simplifies management, production planning and accounting, leads to an increase in technical and economic performance indicators. Assigning the production cycle of a certain product to the shop increases the responsibility of the shop team for the quality and timing of work. However, with an insignificant volume of production and labor intensity of manufactured products, subject specialization may turn out to be ineffective, since it leads to an incomplete load of equipment and production areas. It should be borne in mind that even in conditions of a significant scale of production and a stable nomenclature of output, the subject specialization of the shops does not completely replace the technological one. The peculiarities of the technological process lead to the fact that procurement shops (for example, foundry, stamping) are built according to technological specialization.

Along with the technological and subject structures at industrial enterprises, a mixed (subject-technological) type of production structure has become widespread. This type of structure is often found in light industry (e.g. footwear and clothing industry), in mechanical engineering and a number of other industries.

The mixed type of production structure has a number of advantages: it provides a decrease in the volume of intra-shop transportations, a reduction in the duration of the production cycle for manufacturing products, an improvement in working conditions, a high level of equipment utilization, an increase in labor productivity, and a decrease in production costs.

The improvement of the production structure should go along the path of expanding subject and mixed specialization, organizing sections and workshops with a high load of equipment, centralizing auxiliary divisions of the enterprise.

By designation, workshops are subdivided into:

1) basic - the production of the main profile products or the finished part of the production process. According to the stages of the production process, the main shops are subdivided into procurement, processing and production;

2) providing - the production of auxiliary products for the intended purpose for the main workshops (tool, repair shops, energy economy, construction shop);

3) servicing - the provision of production services to both the main and supporting shops (transport facilities, energy facilities, construction shops);

4) experimental - production and testing of models and prototypes of new types of products being designed;

5) ancillary and secondary. Ancillary workshops include workshops that extract and process auxiliary materials, for example, a quarry for the extraction of molding earth, peat extraction, a refractory workshop that supplies the main workshops with refractory products (at a metallurgical plant). Ancillary also includes workshops for the production of containers for packaging products. Side shops are those in which products are made from production waste, for example, a shop for consumer goods. In recent years, the share of these workshops in the production structure has grown significantly;

6) auxiliary - cleaning the factory area, growing agricultural products.

Functional unit

Industrial enterprises can be organized with a full or incomplete production cycle. Enterprises with a full production cycle have all the necessary workshops and services for the manufacture of a complex product, while enterprises with an incomplete production cycle lack some workshops related to certain stages of production. So, machine-building plants may not have their own foundries and forging shops, but receive castings and forgings by cooperation from specialized enterprises.

All workshops and farms of an industrial enterprise can be divided into workshops of the main production, auxiliary workshops and service farms. Some enterprises may have auxiliary and side workshops.

The workshops of the main production include workshops that manufacture the main products of the enterprise. The main shops are divided into procurement (forging, foundry), processing (mechanical, thermal, woodworking) and assembly (complete set of products).

The main tasks of the main production are to ensure the movement of the product in the process of its manufacture, the organization of a rational technical and technological process.

The task of the auxiliary shops is the manufacture of tooling for the production shops of the enterprise, the production of spare parts for the plant equipment and energy resources. The most important of these shops are instrumental, repair, and energy. The number of auxiliary shops and their sizes depend on the scale of production and the composition of the main shops.

Ancillary workshops include, as a rule, workshops that extract and process auxiliary materials, for example, a container workshop that manufactures containers for packaging products.

Side workshops are workshops in which products are made from production waste or used auxiliary materials for production needs are recovered (for example, a workshop for the recovery of waste and cleaning materials).

The purpose of the service farms is to provide all parts of the enterprise with various types of services; instrumental, repair, energy, transport, warehouse, etc. An important place in the production structure of the enterprise is occupied by services for the supply and preparation of new products and advanced technology. The latter includes an experimental workshop, various laboratories for testing new materials, finished products, technological processes.

The maintenance system of the production process is aimed at ensuring its uninterrupted and efficient functioning. With the strengthening of the orientation of enterprises to the needs of the consumer, the composition of service departments has significantly expanded, studying the situation in the demand for products, who are engaged in completing finished products, providing supervision and control over the use of products, carrying out installation, commissioning and warranty repair products from the consumer. Service departments have the necessary stock of parts, assemblies and assemblies to repair the sold products.

Same big role the enterprise has units of social infrastructure, which are designed to provide social service workers, primarily the implementation of measures to improve labor protection, safety, health care, recreation, sports, consumer services, etc.

1.3 Factors shaping the production structure of the enterprise

Analysis, assessment and substantiation of directions for improving the structures of enterprises should be carried out taking into account the factors and conditions of their formation. The factors influencing the formation of the production structure of the enterprise can be divided into several groups.

General structural (national economic) factors determine the complexity and completeness of the structure of the enterprise. These include: the composition of the sectors of the economy, the relationship between them, the degree of their differentiation, the expected growth rates of productivity, foreign trade relations, etc. Sectoral factors include: the breadth of the industry's specialization, the level of development of industry science and design and engineering work, the specifics of the organization of supply and sales in the industry, the provision of the industry with services from other industries.

Regional factors determine the provision of the enterprise with various communications: gas and water pipelines, transport highways, communication facilities, etc.

General structural, sectoral and regional factors together form external environment the functioning of enterprises. These factors must be taken into account when forming the structure of the enterprise.

A significant number of factors affecting the production structure and infrastructure are internal to the enterprise. Among them, the following are usually distinguished:

features of buildings, structures, equipment used, land, raw materials and materials;

the nature of the product and its manufacturing methods;

the volume of production and its labor intensity;

the degree of development of specialization and cooperation;

capacity and features of the organization of transport;

optimal sizes of subdivisions, ensuring their management with the greatest efficiency;

the specifics of the accepted workforce;

the degree of development of information systems, etc.

During the transition of enterprises to market conditions the importance of factors that ensure the commercial efficiency of the production and economic activity of the enterprise, the rhythm of production, and the reduction of costs are increasing.

The production structures of enterprises are very diverse. However, the following complex of factors can be identified that affect the nature and characteristics of a particular structure.

1. Industry affiliation of the enterprise.

It is determined both by the nature of the production process, and by design features, the purpose of the products. This factor primarily affects the composition of the main workshops of the enterprise, which will differ significantly in different industries. Thus, a one-stage production structure is typical for extractive industries, a multi-stage structure for manufacturing industries.

For example, in the metallurgical industry, the main production shops include: blast furnace, open-hearth or converter production, rolling shop. In mechanical engineering - foundry, forging, machining, assembly shops. For the textile industry: spinning, weaving, dyeing and finishing shops.

Auxiliary workshops will be (taking into account some peculiarities) identical in all industries, therefore, the branch affiliation of the enterprise has almost no effect on their composition and organizational features.

2. The nature of the production process (analytical, synthetic, direct) affects the level of development and the variety of the main stages of the production process presented at the enterprise: procurement, processing, production.

In an analytical production process, when several types of finished products are produced from one type of raw material, enterprises may have one or two procurement shops and several manufacturing shops. In this case, the problem of organizing the sale of products of various nature becomes relevant. This structure is typical for enterprises of the chemical, metallurgical, light, food industries.

The use of a synthetic production process at an enterprise, on the contrary, involves the creation of several procurement shops and a limited number of manufacturing shops. This type of production structure is typical for machine-building enterprises, furniture factories. For example, an automobile plant has foundries, forging and pressing shops and in-line assembly lines for the assembly of several models of cars. For the production structure of these enterprises, the problem of organizing material and technical support and the delivery of a large range of material resources, purchased semi-finished products is becoming very urgent.

The direct manufacturing process is used in extractive industries: mines, mines, open pits. In their production structure, there may be one or two procurement shops (extraction of raw materials, its enrichment) and one producing shop - small processing of raw materials and sending them to consumers.

3. Design and technological features of products.

Product quality requirements have a significant impact on the nature of the production structure of the enterprise. So, for example, in the production of high-tech high-precision equipment (electronics, electrical engineering, machine tool building, aircraft industry) in the production structure, a significant proportion of the number of employees employed in them is occupied by units serving the pre-production stage: scientific and technical centers, laboratories, experimental workshops, testing stations, divisions for installation supervision, commissioning and service their products from consumers. The connections at these enterprises are quite complex. Their production structure places high demands on flexibility and adaptability. This is primarily due to the high rates of renewal of products and the constant development of new types of products.

4. Scale of production.

The size of the enterprise has a significant impact on the composition and size of production units. How larger enterprise, the more complex and expensive its production structure, the more diverse the composition of its elements: sections, workshops, production units.

A production unit is a medium-sized enterprise consisting of several specialized workshops, which, in turn, are made up of sections and jobs.

The production structure of a small enterprise can be shopless, consisting only of sections and jobs.

5. Nature of specialization

This factor affects such varieties of the production structure of the main shops as subject, item-by-piece, technological. The choice of one form or another of the production structure is determined by the scale of production of the same type, constructively similar products of a stable nomenclature.

The subject form of specialization of the production structure is associated with the release of finished finished products by one or several workshops. This kind of structure is used in the mass production organization type. Production of workshops with a sub-assembly form of specialization - parts or assemblies for finished products. This type of production structure is also used in high volume and mass production, usually in manufacturing shops. In the conditions of the technological form of specialization, only the execution of technological processes is assigned to the shops. The products are varied, there is no consolidation of the product range in the workplace. This form of specialization of the production structure is typical, as a rule, for procurement shops. Compared with the subject and item-by-item-nodal forms of specialization, this form of the production structure is the least effective.

The forms of cooperation are also directly related to the forms of specialization of the production structure. The higher the level of specialization, the wider industrial relations installed between workshops within the enterprise and with external suppliers of material and production resources.

The specialization of an industrial structure determines its type (specialized or complex). With a specialized production structure, one or two stages of the production process may be absent, and the plant in this case works as a mechanical assembly or assembly shop, receiving all the necessary components for the manufacture of products from the outside. The complex production structure has a full complement of workshops, both main and service.

6. Scientific and technological progress

STP has a dual impact on the production structure of the enterprise.

On the one hand, due to the complication of the manufactured products, high requirements for their quality, the production structure of the enterprise becomes more complicated. It includes departments related to the scientific and technical preparation of production: laboratories, experimental workshops, specializing in the development of new types of products.

In addition, scientific and technological progress causes obsolescence of products and equipment used, which imposes additional requirements on the production structure in terms of its flexibility, adaptability and, therefore, significantly expands the scope of work on its restructuring.

On the other hand, the introduction of the achievements of scientific and technological progress leads to a simplification of the production structure. For example, the introduction of precise casting methods significantly reduces labor costs for subsequent machining of parts and simplifies the production structure of machine shops. Integration production processes on the basis of the use of machine tools with numerical control, modular multi-position machines, production lines, it excludes sections with traditional types of equipment in workshops and simplifies their structure.

Thus, the nature of the production structure is determined by the characteristics of the enterprise itself, its industry affiliation, size, degree of specialization and cooperation. When developing a production structure, it is necessary to take into account all the listed features.

1.4 Types of structural units

Depending on the activities of the enterprise and for ease of defining its functions, there are various of its divisions. The most common is to structure an organization into the following units:

1) management. These are subdivisions, formed by industry and functional characteristics, and ensuring the implementation of certain areas of the organization's activities and managing the organization. They are usually created in large companies, public authorities and local government and combine smaller functional units (for example, departments).

2) branches. Treatment-and-prophylactic, medical institutions and organizations are most often structured into departments. These are usually industry or functional divisions, as well as departments that combine smaller functional divisions.

State authorities are also structured into branches (for example, branches are created in regional customs offices). As for banks and other credit institutions, then, as a rule, branches in them are created on a territorial basis and are separate structural divisions registered as branches;

3) departments. They are also divisions, structured by industry and functional characteristics, which, like management, ensure the implementation of individual areas of the organization's activities. Typically, such units are created in government and local government bodies; they combine smaller structural units (most often departments). Departments are also created in representative offices foreign companies and in companies based on Western models.

4) departments. Departments mean functional structural divisions responsible for a specific direction of the organization's activities or for organizational and technical support for the implementation of one or more areas of the organization's activities;

5) service. "Service" is most often called a group of structural units united on a functional basis, having related goals, tasks and functions. In this case, the management or leadership of this group is carried out centrally by one official... For example, the service of the deputy director for personnel can unite the personnel department, the personnel development department, the organization and remuneration department, and other structural units that perform functions related to personnel management. It is headed by the Deputy Director for Human Resources and is created to implement a unified personnel policy in the organization.

The service can also be created as a separate structural unit, formed on a functional basis and designed to ensure the activities of all structural units of the organization within the framework of the implementation of one direction. So, the security service is a structural unit that provides physical, technical and information security all structural divisions of the organization. The labor protection service is also most often created as an independent structural unit and for the implementation of a very specific task - to coordinate labor protection activities in all structural divisions of the organization;

6) bureau. This structural unit is created either as part of a larger division (for example, a department), or as an independent division. As an independent structural unit, a bureau is created to conduct executive activities and service the activities of other structural divisions of the organization. Basically "bureaus" are traditionally called structural units associated with "paper" and reference work.

In addition to the above, production units (for example, workshops) or units serving production (for example, laboratories) are created as independent structural divisions.

The rationale for the creation of one or another independent structural unit, as a rule, is linked to the traditions of the organization (recognized or informal), methods and goals of management. The number of personnel indirectly influences the choice of the type of department. So, for example, in organizations with an average number of employees over 700 people, labor protection bureaus are created with a staff number of 3-5 units (including the head). If the staff of the structural unit responsible for ensuring labor protection includes 6 units, then it is called the labor protection department. Looking at the organizational structure federal authorities executive branch, then you can find the following dependence: the staffing of the management is at least 15 - 20 units, the department within the management - at least 5 units, an independent department - at least 10 units.

The rules and principles of structuring a commercial organization, the staffing standards of a particular unit, its management determines independently. However, at the same time, one should take into account the fact that the division of the organizational structure into independent divisions, consisting of 2 - 3 units, whose leaders do not have the right to accept management decisions, leads to "erosion" of responsibility and loss of control over the activities of all structural units.
As already noted, independent divisions can be divided into smaller structural divisions. These include:

a) sectors. Sectors are created as a result of the temporary or permanent division of a larger structural unit. Temporary structuring takes place when two or more specialists are allocated within a department to solve a specific task or carry out a specific project, headed by a chief or leading specialist; after completing the assigned task, the sector is disbanded. The main functions of the permanent sector are the implementation of a specific area of activity of the main unit or the solution of a certain range of issues. For example, in the finance department, the operating expenses financing sector, the methodology and taxation sector, the investment and lending finance sector, the securities and analysis bureau sector can be created as permanent ones.

b) plots. These structural units are created on the same principle as the permanent sectors. Usually they are strictly limited to "zones" of responsibility - each site is responsible for a specific area of work. Usually, the division of a structural unit into sections is conditional and is not fixed in the staffing table (or in the structure of the organization);

c) groups. Groups are structural units created according to the same principles as sectors, sections - they unite specialists to perform a specific task or implement a specific project. Most often, groups are temporary in nature, and their creation is not reflected in the overall structure of the organization. Usually the group operates in isolation from other specialists of the structural unit.

The specific name of the subdivision designates the main activity of the selected structural unit. There are several approaches to establishing the names of departments.

First of all, these are names that contain an indication of the type of unit and its main functional specialization, for example: "financial department", "economic management", "X-ray diagnostic department". The name may be derived from the titles of the positions of the chief specialists who head these divisions or oversee the activities of these divisions, for example, "chief engineer service", "chief technologist department." The name may not contain an indication of the type of division. For example, "office," accounting, "archive", "warehouse".

Production divisions are most often named according to the type of products manufactured or the nature of production. In this case, the name of the product (for example, "sausage shop", " foundry") Or the main production operation (for example," workshop for the assembly of car bodies "," workshop for repair and restoration ").

In the event that a structural unit is assigned tasks corresponding to the tasks of two or more units, then this is reflected in the name - for example, "financial and economic department", "marketing and sales department", etc.

1.5 Regulations on the structural unit

The regulation on the structural unit is a local normative act of the organization, which determines the procedure for creating a unit, the legal and administrative position of the unit in the structure of the organization, the tasks and functions of the unit, its rights and relationships with other units of the organization, the responsibility of the unit as a whole and its head. Since the requirements for the provisions on structural divisions and the rules for their development are not established by legislation, each enterprise independently decides which issues of organizing the activities of a particular division should be regulated in these local regulations.

Let's start with what is meant by a structural unit and for what type of unit the recommendations below are developed.
A structural unit is an officially designated management body for a certain area of the organization's activities (production, service, etc.) with independent tasks, functions and responsibility for their implementation. A subdivision can be either separate (branch, representative office) or not possessing full organizational characteristics (internal). Just for the second type of subdivisions, that is, internal ones, these recommendations have been prepared.
As follows from Qualification handbook positions of managers, specialists and other employees, approved by the decree of the Ministry of Labor of Russia dated 21.08.1998 No. 37 (as amended on 12.11.2003), the development of regulations on structural divisions should be dealt with by the department of organization and remuneration. Since such a unit is not created in every organization, usually this work is entrusted either to the personnel service, which is most often the initiator of the introduction of regulations, or to the personnel service (personnel department). The legal or legal department can also be involved in collaboration. In individual organizations, each structural unit independently develops regulations for itself.
The general management of the work on the preparation of regulations on structural divisions, as a rule, is carried out by the deputy head of the organization (for personnel, for administrative and other issues).

CHAPTER II. Consideration of the structure of divisions of the enterprise on the example of the Administration of the urban district of the city of Salavat

In order to more clearly understand why the structuring of the enterprise is being created, we will consider this division at specific example... The administration of the urban district, the city of Salavat of the Republic of Bashkortostan, is a local self-government body. The administration exercises its powers by the decision established by the Federal Law "On the general principles of the organization of local self-government in Russian Federation»Issues of local importance of the settlement and issues of local importance of the City District, and may also exercise certain state powers transferred to local governments federal laws and the laws of the Republic of Bashkortostan. In the administration of the urban district of the city of Salavat, as in other local self-government bodies, there are many departments responsible for the implementation of a certain type of activity and setting certain tasks among themselves. Let's consider them in more detail.

2.1. The main tasks and functions of the departments of the administration of the urban district of the city of Salavat of the Republic of Bashkortostan

1. Information and analytical department

Provides the work of city information groups in labor collectives, educational institutions and at the place of residence;

Organizes the sociological research on topical problems of the socio-economic, socio-political and cultural-spiritual spheres of life;

Analyzes the activities of parties and public associations, veteran, youth, women's, religious and other organizations of national-cultural centers in the city;

Provides information support for meetings, seminars, meetings and other events held with the participation or on behalf of the city administration;

Participates in the preparation and examination of draft decisions of the city administration on issues of its competence;

Creates and uses the territorial information and analytical system (TIAS) of the city administration.

Collect and process information on a wide range of issues of the city's life;

Participate in information and analytical support of public and political actions and election campaigns;

Study the reaction public opinion on the decisions and actions taken by the leadership of the city, republic and country.

Accept in the preparation and examination of draft decisions of the city administration on issues of their competence, etc.

2. Department of Education

Submits for consideration the Deputy Head of Administration for social issues proposals for improving educational activities;

Handles letters and complaints from citizens;

Promotes professional development teaching staff;

Analyzes the financial and economic activities of educational institutions;

Supervises the provision of educational services;

Approves, within the established limit, the number and wage fund, structure and staffing table.

Appoints and dismisses employees of the Centralized Accounting Office, the economic and operational office, the psychological, medical and pedagogical commission of the Ministry of Education Department of Education, Salavat;

Provides preparation and submission of materials to the state archive.

Monitor and assist in organizing the work of educational institutions;

Monitor and take measures to improve the material and technical base of institutions;

Maintain records and registration of pedagogical workers engaged in pedagogical activities;

Coordinate the appointment and dismissal of the heads of educational institutions, coordinate the conclusion, renewal, amendment and termination of labor contracts with them;

Representing employees for state awards.

3. Committee on FC and S

Develops, together with interested executive authorities, other organizations, city development programs physical culture and sports;

Represents the interests of the city district and concludes contracts and agreements within its competence, carries out physical culture and sports relations with the Ministry of Physical Culture, Sports and Tourism of the Republic of Bashkortostan, city and district committees for physical culture and sports of the Republic of Belarus;

Provides interaction of organizations of various forms of ownership in matters of physical education, development different types sports;

Supervises and coordinates the activities of city physical culture organizations, provides organizational and methodological assistance to organizations of physical culture and health, sports and tourism;

Together with sports federations, it prepares and ensures the participation of national teams and athletes of the city district in the championships and championships of the Republic of Bashkortostan;

Forms and approves together with interested organizations calendar plans urban health and fitness, sports events;

Studies the need for personnel, develops plans for staffing and, together with special educational institutions, provides training, retraining and advanced training of specialists in the field of physical culture and sports;

Assists interested organizations in carrying out physical culture and sports work among disabled people;

Contributes to the expansion of the sphere of physical culture and health, sports and tourist and excursion services provided to the population;

Awards prizes, diplomas, certificates to winners and awardees of sports competitions, coaches, physical education teams, clubs, federations for sports;

Exercise leadership and control over the holding of mass physical culture and health, sports and tourist events in the city district, ensuring the obligations of their participants, hold city sports events and training camps, participate in the prescribed manner in organizing and holding Republican and All-Russian competitions on the territory of the city district ;

Provide the promotion of physical culture and sports through the media;

Submits documents in accordance with the established procedure for assignment qualification categories trainers-teachers in sports and instructors-methodologists, etc.

4. Department of municipal services and construction

Implements the municipal policy in the field of housing and communal services on the territory of the urban district, develops draft municipal legal acts regulating relations in the field of housing and communal services;

Promotes the implementation of federal and regional programs in the areas of activity of the department, makes proposals to the deputy head of the administration of the city district, aimed at improving the quality of housing and communal services;

Develops and submits, in accordance with the established procedure, to the Council of the City District, targeted municipal programs, including those on energy saving, liquidation of dilapidated housing, attracting the population to management apartment buildings and participates in their implementation;

Participates in the formation of budgetary policy in housing and communal services, develops proposals for budget financing industry, financing approved programs, participates in the development and controls the implementation of approved plans for financing the industry;

Organizes the evaluation of the proposed investment projects in the housing and communal sector, determines the priorities of investment investments;

Develops and submits to the Council of the city district programs for the integrated development of the municipal infrastructure systems of the city district;

Organizes and controls work on the maintenance, operation and repair of municipal electricity, water supply and sewerage facilities, compliance with standards and technical regulations;

Analyzes the actual consumption of utilities, develops and submits standards for the consumption of services for approval;

Organizes tenders for the execution of work on the overhaul of the municipal housing stock, for the management of apartment buildings that are in municipal ownership;

Monitors the state of the objects of the communal complex;

Organizes and monitors the work on the consideration of appeals and complaints of citizens in the field of housing and communal services. Requires elimination of deficiencies;

Responsible for the management of municipal property in housing and communal services;

Organizes educational and methodological and personnel work retraining and advanced training of specialists in the field of housing and communal services;

Develops drafts of regulatory legal acts of local self-government bodies that regulate relations in the field of external improvement;

Supervises the execution of contracts concluded by the administration of the urban district, decisions and orders of the head of the administration of the urban district in the field of external improvement of the urban district;

Carries out monitoring of the state of objects of external improvement of the urban district;

Develops forecasts of investment intentions of organizations and their financial capabilities in the field of capital construction, reconstruction and overhaul;

Together with other structural divisions of the administration of the city district, he develops plans for major repairs for objects of general and preschool education, health care, culture, physical culture and sports, etc.

5. Department of Culture Administration

Develops and submits to the head of the administration drafts of plans for the development of a network of subordinate organizations and institutions of culture and art, educational institutions, cinemas and estimates for their maintenance;

Organizes city-wide events in the field of culture and art, promotes the development of forms of cultural services for the population in places of mass recreation;

Supervises the work of cultural institutions, takes measures to develop folk art and amateur performances, promotes the activities of folk groups, national centers and amateur associations, creates conditions for the preservation and development of national cultures, strengthening cultural interethnic ties;

Provides registration and protection of historical and memorial complexes, monuments of culture, art, architecture, archeology and protected areas located on the territory of the urban district, the city of Salavat of the Republic of Bashkortostan;

Manages activities municipal institutions culture, identifies the need of cultural institutions of the urban district of the city of Salavat of the Republic of Bashkortostan in specialists, ensures the correct placement, use and advanced training of these personnel, approves the structure, staffing, regulations, Charters of subordinate institutions and organizations;

Takes measures to strengthen the material and financial base of municipal cultural institutions, develops and submits for consideration to the head of the administration of the city of Salavat of the Republic of Bashkortostan proposals for the construction, reconstruction and repair of subordinate organizations and cultural institutions;

Carries out measures to introduce new methods of work in subordinate organizations and institutions;

Carries out preliminary registration of concert and other group programs performed by the forces of cultural institutions;

Organizes work to ensure safety and fire safety in organizations and institutions of culture and art, subordinate educational institutions;

Organizes work to expand interregional cultural exchanges, to strengthen ties in the field of culture and art;

Organizes training, retraining, advanced training of employees of cultural institutions;

Creates a system information support cultural activities in the urban district of the city of Salavat of the Republic of Bashkortostan;

Answer

Answer to the question:

The structural unit is general concept... It can be created in the form of a department, department, group, bureau, department, etc.

One of the prerequisites employment contract is the condition of the place of work.

If an employee is hired to work in a branch, representative office or another separate structural unit located in another area, then this structural unit and its location (address) are indicated.

Another locality is understood as an area outside the administrative-territorial boundaries of the corresponding settlement (Resolution of the Plenum The Supreme Court RF dated 17.03.2004 N 2 (as amended on 24.11.2015) "On the application by the courts of the Russian Federation Labor Code Russian Federation").

That is, for example, Moscow and the Moscow region are already different areas.

The Presidium of the Supreme Court of the Russian Federation, in the Review of the practice of consideration by courts of cases related to the exercise of labor activity by citizens in the regions of the Far North and equivalent localities (approved by the Presidium of the Supreme Court of the Russian Federation on February 26, 2014), explained that the Labor Code of the Russian Federation does not disclose the content of the concept of "place work ". The judges of the Presidium of the Supreme Court of the Russian Federation noted that in the theory of labor law, a place of work is understood as a specific organization located in a certain locality (settlement), its representative office, branch, or other separate structural unit. In the case of the location of the organization and its separate structural unit in different localities, based on Part 2 of Art. 57 of the Labor Code of the Russian Federation, the place of work of the employee is specified in relation to this structural unit.

Also, note that employees are entitled to a salary at the place of actual performance of work (that is, taking into account the regional coefficient in a given area, the northern allowance), and additional leave, if in a given locality it is laid down (Section 1 of the Review of the Supreme Court of the Russian Federation of the practice of consideration by the courts of cases related to the exercise of labor activity by citizens in the regions of the Far North and equivalent areas, approved by the Presidium of the Supreme Court of the Russian Federation on February 26, 2014).

Employees must exercise labor activity at the place of work indicated in the employment contract. And it can only be one.

A separate structural unit in accordance with Art. 55 of the Civil Code of the Russian Federation is a general concept. A separate subdivision is presented, as a rule, in the form of representative offices or branches.

A branch is a separate subdivision of a legal entity located outside its location and performing all its functions or part of them, including the functions of a representative office.

A separate division of an organization is any geographically separate from her subdivision, at the location of which stationary workplaces are equipped for a period of more than one month.

Thus, the first criterion is territorial isolation.

In what cases can we talk about the territorial isolation of the unit? For example, as follows from the Resolution of the FAS SZO dated 02.11.2007 N A26-11293 / 2005, territorial isolation means the location of the structural unit of an organization geographically separate from the parent organization and outside the administrative-territorial unit of its registration, controlled by a particular tax authority. That is, a subdivision is geographically separate from the parent organization if it is located in a territory where tax accounting and tax control is exercised differently. tax authority than the one in which the organization is registered as a taxpayer.

Job creation is the second criterion for recognizing a unit as separate.

In this case, the workplace is understood as the place where the employee must be in connection with his work and which is directly or indirectly under the control of the employer(part 6 of article 209 of the Labor Code of the Russian Federation). Therefore, when considering disputes about the presence (absence) of a separate subdivision, arbitration courts, first of all, pay attention to this point. ... For example, if an organization rents premises for conducting business, but the fact of creating jobs in them is not established, then there is no separate subdivision (Resolution of the Federal Antimonopoly Service of the North-West District of 15.10.2007 N A56-40913 / 2006).

It should be borne in mind that a separate subdivision is also formed in the case when it is equipped with only one workplace(Letter of the Federal Tax Service of Russia for Moscow from 31.03.2010 N 16-15 / [email protected], Resolution of the Federal Antimonopoly Service of the Volga District of 22.02.2007 N A49-2663 / 06-166A / 22).

In this case, it does not matter whether the creation of a separate division is reflected or not reflected in the constituent or other organizational and administrative documents (orders, orders) of the organization. It also does not matter the scope of powers with which this separate subdivision is endowed (paragraph 20, clause 2, article 11 of the Tax Code of the Russian Federation).

The organization will need to register at the location of such a unit in tax office(Clause 1 of Art. 83 of the Tax Code of the Russian Federation).

As for the internal structural unit, then there is no definition of this concept in the law.

Structural subdivision is an officially designated management body for a specific area of the organization's activities (production, service, etc.) with independent tasks, functions and responsibility for their implementation. A subdivision can be either separate (branch, representative office, etc.) or not possessing full organizational characteristics (internal).

At the legislative level, the classification of structural divisions is not presented, therefore, only recommendations will be given below, to follow or not is your right.

When assigning a name to a structural unit, first of all, it is necessary to determine what type of unit is being created. The most common is to structure an organization into the following units:

1) management ... These are subdivisions, formed by industry and functional characteristics, and ensuring the implementation of certain areas of the organization's activities and managing the organization. They are usually created in large companies, state authorities and local governments and combine smaller functional units (for example, departments, departments);

2) branches ... Treatment-and-prophylactic, medical institutions and organizations are most often structured into departments. These are usually industry or functional divisions, as well as departments that combine smaller functional divisions.

3) departments ... They are also divisions, structured by industry and functional characteristics, which, like management, ensure the implementation of individual areas of the organization's activities. Typically, such units are created in government and local government bodies; they combine smaller structural units (most often departments). Departments are also created in representative offices of foreign companies and in companies in which management is organized according to Western models;

4) departments ... Departments mean functional structural divisions responsible for a specific direction of the organization's activities or for organizational and technical support for the implementation of one or more areas of the organization's activities;

5) service ... "Service" is most often called a group of structural units united on a functional basis, having related goals, tasks and functions. In this case, the management or leadership of this group is carried out centrally by one official. For example, the service of the deputy director for personnel can unite the personnel department, the personnel development department, the organization and remuneration department, and other structural units that perform functions related to personnel management. It is headed by the Deputy Director for Human Resources and is created to implement a unified personnel policy in the organization.

6) the Bureau ... This structural unit is created either as part of a larger division (for example, a department), or as an independent division. As an independent structural unit, a bureau is created to conduct executive activities and service the activities of other structural divisions of the organization. Basically "bureau" is traditionally called the structural units associated with "paper" (from the French. Bureau - desk) and reference work.

In addition to the above, production units are created as independent structural units (for example, workshops ) or units serving production (for example, workshops , laboratories ).

The rules and principles of structuring a commercial organization, the staffing standards of a particular unit, its management determines independently. However, it should be borne in mind that the fragmentation of the organizational structure into independent subdivisions, consisting of 2 - 3 units, whose leaders do not have the right to make managerial decisions, leads to the "dilution" of responsibility and loss of control over the activities of all structural units.

As already noted, independent divisions, in turn, can be divided into smaller structural divisions. These include:

but) sectors ... Sectors (from the Latin seco - cut, divide) are created as a result of a temporary or permanent division of a larger structural unit. Temporary structuring takes place when two or more specialists are allocated within a department to solve a specific task or carry out a specific project, headed by a chief or leading specialist; after completing the assigned task, the sector is disbanded. The main functions of the permanent sector are the implementation of a specific area of activity of the main unit or the solution of a certain range of issues. For example, in the finance department, the operating expenses financing sector, the methodology and taxation sector, the investment and lending finance sector, the securities and analysis bureau sector can be created as permanent ones; a sector for the implementation of a specific investment project can be created as a temporary one;

b) plots ... These structural units are created on the same principle as the permanent sectors. Usually they are strictly limited to "zones" of responsibility - each site is responsible for a specific area of work. Usually, the division of a structural unit into sections is conditional and is not fixed in the staffing table (or in the structure of the organization);

in) group ... Groups are structural units created according to the same principles as sectors, sections - they unite specialists to perform a specific task or implement a specific project. Most often, groups are temporary in nature, and their creation is not reflected in the overall structure of the organization. Usually, the group operates in isolation from other specialists of the structural unit in which it was created.

Details in the materials of the System Personnel:

1. Situation:What conditions can be included in the "General Provisions" section of the employment contract

In the section "General Provisions" enter the mandatory terms of the employment contract: basis of urgency. For example, for the duration of the duties of an absent employee, for the duration of seasonal work, etc.;

This is stated in paragraphs 1-4, 8-9 of part 2 of article 57 of the Labor Code of the Russian Federation.

In addition, in this section of the employment contract, include additional conditions, for example:

 condition on non-disclosure of secrets: state, official, commercial, etc .;

 the employee's obligation to work after training for a minimum period if the employer pays for the employee's training (Article 249 of the Labor Code of the Russian Federation);

 types and conditions of additional insurance for an employee;

 information about the improvement of the social and living conditions of the employee and his family members;

 information about additional non-state support employee.

Independent structural unit definition. It is an independent structural unit. Types of structural divisions of the organization

Types of organizational management structures with diagrams and examples

Linear

Linear-functional

Divisional

Matrix

Combined

Conclusion

What is a structural unit of an organization - legal regulation

Types of structural divisions of the organization

How to Create a Business Unit - Procedure

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